Category: India

  • EaseMyTrip enters sector with almost 50% stake in Planet Education

    EaseMyTrip enters sector with almost 50% stake in Planet Education

    As part of its diversification drive, the travel platform has formed a strategic alliance with Planet Education to forge its path into international study tourism. 

    According to an exchange filing by EaseMyTrip last year, the company acquired its stake in the study-abroad organisation by purchasing shares from existing shareholders through the issuance of fully paid-up equity shares of EaseMyTrip worth INR 39.20 crore (approximately £3.5 million).

    While EaseMyTrip, a publicly listed company on India’s National Stock Exchange (NSE) and Bombay Stock Exchange (BSE), will provide Planet Education with access to its customer base and technological capabilities, the travel platform is expected to gain from Planet Education’s 25 years of experience in the international education sector, including expertise in counselling, university placements, and visa assistance.

    Leveraging Planet Education’s expertise, we aim to simplify the process of visas and documentation for students, making it hassle-free
    Nishant Pitti, EaseMyTrip

    “Every year, lakhs of students pursue higher education in countries like the USA, Canada, the UK, Australia, Singapore, New Zealand, and Ireland. Our acquisition in Planet Education is a strategic step to enter the burgeoning international study tourism, allowing us to offer a seamless, end-to-end experience that integrates both education and travel services for our customers,” said Nishant Pitti, CEO & co-founder, EaseMyTrip.

    “Leveraging Planet Education’s expertise, we aim to simplify the process of visas and documentation for students, making it hassle-free. We see immense potential in Planet Education’s model and are excited to combine our tech-driven capabilities with their expertise to create enhanced value for our valued customers.”

    “[The] proposed alliance would be a perfect synergy for expansion and growth of businesses of both the entities whereby wide network of Planet Education in form of its presence across the country and EaseMyTrip’s presence through its online platform for travel and tourism will be facilitating each other’s line of business and thereby achieving growth in the businesses,” stated Sanket Shah, founder, Planet Education. 

    Meanwhile, Planet Education founder Sanket Shah said the partnership marked “a perfect synergy for expansion” and the growth of both businesses.

    While this marks the first investment by an Indian travel platform in an international education provider, several travel companies over the years have introduced services aimed at India’s growing outbound student population, which is expected to reach 2.5 million by 2030.

    Just last year, BookMyForex, a subsidiary of another leading travel platform MakeMyTrip, launched a promotional campaign offering cashback on forex cards and tuition fee transfers for students planning to study abroad.

    Moreover, in 2023, MakeMyTrip rolled out a series of student-focused collaborations, teaming up with airlines to provide additional baggage allowances and special fares, with banks to extend exclusive credit card discounts on bookings, and with travel accessory brands to offer concessions.

    “We are delighted that this integrated offering will lead to economy and convenience for the student cohort travelling abroad, especially to destinations such as the USA, Canada, Europe, the United Kingdom, Australia, and New Zealand,” stated Saujanya Shrivastava, COO, Flights, Holidays, and Gulf Cooperation Council, MakeMyTrip.

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  • Call an ambulance! But be ready to pay.

    Call an ambulance! But be ready to pay.

    Quick-commerce service Blinkit — best known in India for delivering groceries in 10 minutes — rolled out an ambulance service last winter promising the same speedy service and setting the nation off on a new debate about privatized medicine.

    Five ambulances equipped with lifesaving medical equipment, emergency medicines and a three-person team, including a paramedic, are now operating in Gurgaon, a relatively wealthy city north of Delhi, at 2,000 rupees or about US $23 per trip. That’s affordable for less than a third of the population.

    Touted as India’s first app-based private emergency healthcare service, this has set off a debate about its implications for a sprawling public health system that is notoriously overstretched, with only one ambulance per five million people.

    A few weeks after the service launched, one of its ambulance teams was able to stabilize a trauma patient on the way to the emergency department. This led neurosurgeon Deepak Agarwal at All India Institute of Medical Sciences, a premier medical college and hospital to laud the new service on social media. He called it a “healthcare revolution” that offers care he had only read about happening in developed countries.

    It was a stark contrast, though, with the experience of Roopa Rawat Singhvi, a regional nursing lead in emergency and trauma care, who encountered a road accident victim near the hospital on 3 March.

    “I continued to call 108 and 102 (India’s version of 911) to reach ambulance services,” she said. “However, the calls were not going through.”

    After call finally went through, it took half an hour for the first responders to arrive and they were police, not an ambulance, she said.

    Healthcare for those who can pay

    This contrast — one patient whisked away with ventilatory support and trained staff, another left waiting while vital minutes passed — captures the growing debate around Blinkit’s entry into emergency healthcare.

    This contrast shows the need to explore India’s first app-based private ambulance initiative as more than just a tech innovation story, but as a symptom of a deeper tension between privatization and public neglect.

    As India’s public health infrastructure is eroding, private players are stepping into the vacated spaces under the guise of innovation. The question is: Will this be a temporary fix or a long-term threat to equitable emergency care?

    It wasn’t meant to be this way. In 2007, P.V. Ramesh was the principal health secretary of the Indian state of Andhra Pradesh and worked on the first National Health Mission project to establish emergency ambulance services.

    He said that the public sector ambulance services that evolved into the current nationwide emergency service started as a partnership in Andhra Pradesh between the government and a not-for-profit entity, Byrraju Foundation.

    There was a clear understanding, he said, that it would be operated strictly as a public service without a profit motive.

    “It combined the ambulances equipped with essential emergency care infrastructure, trained human resources and a call center provided by the Byrraju Foundation with the funding, hospital network and effective oversight from the public sector that served all citizens of Andhra Pradesh in case of medical or surgical emergencies,” Ramesh said.

    A dire need for ambulances

    That not-for-profit plan quickly collapsed.

    “Ambulance drivers started taking money from the private hospitals to take patients there and the private sector companies that oversaw the operations also began to cut corners,” Ramesh said. “Even doctors became complicit in the slow rotting of the system. The system deteriorated when the political and bureaucratic masters stopped monitoring the system after awarding the contracts to their favorites.”

    Pre-hospital care is far from ideal in both the public and private sectors in India, says Gayatri, an emergency medicine physician in Mumbai. Gayatri, who asked that her last name not be used, has worked in both public and private hospitals.

    “I used to work in villages in Chhattisgarh and Bihar,” she said. “In some areas, we used to call the government ambulance, but they would often refuse to come, either because it was a conflict-ridden area or because the road was in poor condition. If we put pressure and keep calling, the ambulance would come, but then the driver would ask for 3,000 to 5,000 rupees from the patient to transfer them.”

    Gayatri said that because many of her patients feel scared and disempowered, they agree to pay. “Sometimes we have to fight with the ambulance drivers and tell them not to ask for money,” she said.

    Stalling for time when saving lives

    Gayatri vividly remembers a night when she was transferring a patient in a vehicle and the patient had a cardiac arrest. She called for an ambulance, but it arrived without essential medications or even an oxygen cylinder. They had to borrow an oxygen cylinder from a referral center in a nearby village, losing time.

    “In emergencies, every minute counts,” she said. “And not having access to even an oxygen mask or cylinder in the ambulance was shocking and distressing for me.”

    But even private sector hospitals where she has worked used to send doctors trained in traditional medicine who are not qualified to administer emergency care in place of paramedics to attend home emergencies or to transport patients from emergency sites to the hospital.

    India currently has an almost non-existent emergency response system.

    According to Indian government data, there are a total of 28,250 ambulances across its states and Union Territories such as Jammu and Kashmir. This includes ambulances with advanced medical services and paramedics, vehicles that only transfer patients in non-emergency conditions, even bicycles.

    Meeting international standards

    While international standards recommend one ambulance for every 50,000 population, with one basic life support ambulance or BLS and one advanced cardiac life support ambulance or ACLS per 100,000 population, India has one ACLS ambulance for every five million people — the number in the United States is one per 25,000 population — and one BLS ambulance for every 100,000 people.

    Meanwhile, quality is a more persistent issue than quantity. According to a 2020 study by the All India Institute of Medical Science in Delhi and the National Institution for Transforming India, 90% of ambulances lacked essential medical equipment and 95% were operated by untrained professionals.

    “The corruption and deterioration of the service, coupled with a lack of infrastructure to provide adequate emergency referral systems, has created a vacuum that has invited private players to reframe this as a business opportunity,” Ramesh said.

    That’s why, he said, it makes sense for Blinkit to fill that hole. They recognized that the current system doesn’t meet the demand for reliable ambulance service in case of medical and surgical emergencies and realized they could develop a service to cater to those with the means to pay for it.

    Singhvi believes there are lessons to be learned from Blinkit’s efficiency. “They’ve hired trained paramedics, optimized logistics and used technology effectively,” Singhvi said. “Public systems could adapt these strategies to improve accessibility and response times.”

    Profits and regulations

    Ramesh said that with the current public infrastructure in shambles, he only hopes that the private ambulance companies run this service ethically and that there isn’t a monopoly that will allow them to charge unreasonable rates.

    But Gayatri does not offer them the benefit of the doubt. “Blinkit is a private company and private companies operate on the principle of making a profit,” she said. “It is unreasonable to expect that they will function in a way that keeps the welfare of the people in mind.”

    Gayatri believes that the gap is intentional. It is because of lobbying by the private sector that has made the public sector reluctant to invest in strengthening its health systems. Good regulatory oversight from the government, could prevent private companies from charging too much, but Ramesh is not optimistic it will happen.

    “Even if robust regulations are formulated and a law is enacted, does the government have the capacity to enforce it?” he said. “Regulations have not been successful in the health sector.”

    Instead, Ramesh said that the emergence of private ambulance services should be seen as a wake-up call to the government to strengthen public sector ambulance services.

    Ramesh acknowledges that Blinkit fills a need. But ultimately, while Blinkit’s initiative may cater to a small, affluent population segment, it underscores the urgent need to address the systemic inadequacies plaguing public healthcare.

    “If they provide equitable, high-quality service at a fair price, without bias toward certain hospitals, they could complement existing healthcare services,” he said. “But private models inherently exclude the poor. In a country where universal health care isn’t prioritized, do people have an alternative?”

    Questions to consider:

    1. What are the concerns some people have over private ambulance services?

    2. How can a government ensure that an ambulance service won’t gouge people in need?

    3. Do you know how to call for an ambulance and do you know how long it might take to reach you if you needed one?

     

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  • Priyanka Roy, York University

    Priyanka Roy, York University

    Introduce yourself in three words or phrases. 

    Borderless thinker, story collector, quietly fierce.

    What do you like most about your job?

    Connecting people to possibilities. It blends everything I’ve studied and lived through, connection, culture, and human behavior.

    With a background in clinical psychology, I lean into the why behind choices, but I also love thinking big: What changes access? What drives outcomes? What makes strategy stick? Helping students dream bigger is what I do daily, but assisting institutions to see differently is what I’m growing toward.

    Best work trip/Worst work trip?

    Best: Nepal. A place where spirituality meets ambition, and every conversation felt like a masterclass in purpose. I met students who challenged assumptions,
    asked global questions, and reminded me why this work isn’t just recruitment, it’s relationship-building across borders.

    Worst: One of those everything-goes-wrong kind of trips – delayed flights, tech glitches, and a schedule that changed by the hour. I remember the panic, but
    more than that, I remember pivoting fast, staying present, and making it work. It showed me how adaptability and clarity under pressure aren’t just nice-to-haves;
    They’re the bones that build leaders.

    If you could learn a language instantly, which would you pick and why?

    Arabic. I was born in Saudi, so it’s always felt like the soundtrack of my early life. Learning it would be more than linguistic. It’d be a way of reconnecting with
    something I’ve always found myself drawn to.

    A close second would be Japanese. With how they’re innovating in education and global engagement, it feels like a language that’s about to take centre stage.

    What makes you get up in the morning?

    The fact that someone out there is making a life-changing decision, and I might get to play a small part in it. That, and the promise of good coffee.

    Champion/cheerleader which we should all follow and why?

    Tunde Oyeneyin. Peloton coach turned powerhouse. She speaks about purpose, identity, and growth like she’s been reading your journal. I was never athletic or sporty and exercise never felt like it belonged to me.

    But something shifted when I found her. She made movement feel like a celebration, not a punishment. Her energy is magnetic, her story is powerful, and her voice makes you believe you can rewrite your narrative, and when used intentionally, can move people.

    Best international ed conference and why

    APAIE in India earlier this year. My first global panel! Sitting among leaders I Googled in awe and quietly learn from, now contributing to the conversation at the same table as them was surreal. It was one of those “you’re not in the audience anymore” moments.

    Worst conference food/beverage experience

    One conference served “fusion” snacks. I tried something that was somewhere between dessert and deep regret. Coffee didn’t salvage it either. It’s fine.
    Character was built.

    Book or podcast recommendation for others in the sector?

    The One Thing by Gary Keller. This sector moves fast. There’s always something to do, someone to help, somewhere to be. This book forces you to pause and ask: “What’s the one thing I can do right now that actually makes a difference?” Game changer for anyone juggling a million priorities.

    Describe a project or initiative you’re currently working on that excites you.

    I’m working on a storytelling series that spotlights international students who’ve carved out unexpected paths. It’s about humanising the data and reminding
    institutions that behind every stat is a story worth telling. Still in early stages, but it’s one of those ideas that just won’t leave me alone.

    The post Priyanka Roy, York University appeared first on The PIE News.

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  • How will the India-UK Vision 2035 impact education?

    How will the India-UK Vision 2035 impact education?

    The India–United Kingdom Comprehensive Economic and Trade Agreement (CETA), negotiations for which began in January 2022, was finalised on July 24, with UK Prime Minister Keir Starmer and Indian Prime Minister Narendra Modi calling it a ‘step-change’ in bilateral relations. 

    While the trade deal covers a wide range of areas, including tariff reductions, market access, mobility, and investment protection, aimed at delivering a £4.8bn annual boost to the UK economy and an estimated USD $9-10bn in export growth, the two Prime Ministers also endorsed the India-UK Vision 2035, “reaffirming their shared commitment to unlocking the full potential of a revitalised partnership”.

    Although technology, innovation, defence, and climate action are key pillars of India-UK cooperation under the Vision 2035 framework, education remains central to the shared goal of developing a skilled, future-ready talent pool to tackle global challenges and drive a sustainable future, according to a policy statement released alongside the FTA signing.

    In a first, both countries are launching an annual ministerial India-UK Education Dialogue, which will include reviews of mutually recognised qualifications and knowledge-sharing through joint participation in platforms such as the UK’s Education World Forum and India’s National Education Policy initiatives. 

    The launch of the ministerial dialogue also comes as UK universities increasingly recognise the potential of establishing academic and research-focused branch campuses in India.

    Just this Tuesday, the University of Bristol joined a growing list of UK institutions that have received approval to open campuses in India under the University Grants Commission’s Foreign Higher Educational Institutions (FHEI) regulations.

    Bristol’s Mumbai campus, slated to launch in Summer 2026, will offer undergraduate and postgraduate programs in data science, economics, finance and investment, immersive arts, and financial technology.

    Once operational, Bristol, ranked 51st globally, will become the highest-ranked British university to establish a campus in India, surpassing the University of Southampton, which launched its Gurugram campus earlier this month with classes beginning this August.

    Though Modi has welcomed the establishment of British campuses in India, calling it a “new chapter in the education sector of both countries”, some UK universities are facing flak at home “for seeking fortunes in India” amid ongoing financial woes and domestic job cuts.

    However, with universities like Bristol positioning their India campus as a hub for students, researchers, and industry to shape a better future, the Vision 2035 framework also underscores the India-UK Green Skills Partnership, an initiative focused on equipping young people in both countries with future-ready skills.

    The partnership aims to bridge skill gaps and enable joint initiatives, such as centres of excellence, climate-focused ventures, and courses and certifications in areas such as sustainability. 

    Moreover, the Vision 2035 framework also “encourages exchange and understanding among youth and students” to strengthen the success of existing initiatives like the Young Professionals Scheme (YPS) and the Study India Programme.

    While the YPS, launched in February 2023, is designed as a reciprocal visa scheme enabling British and Indian citizens aged 18-30 to live, work, travel, and study in each other’s country for up to two years, it has so far been largely one-sided. 

    Over 2,100 visas were issued to Indian nationals in 2023, while no such data is available for UK nationals going to India – suggesting participation has been minimal.

    But on the educational front, with UK universities setting up campuses in India and more exchange opportunities emerging, British students may also be encouraged to study in the South Asian country, Alison Barrett, country director India at the British Council, said in a recent interview with Financial Express.

    Once the FTA is ratified, the responsibility will shift to business organisations, institutions, and industry leaders to bring it to life
    Amarjit Singh, India Business Group

    Furthermore, a recent article by Bhawna Kumar, Acumen’s director of TNE and institutional partnerships, and Nikunj Agarwal, the company’s consultant in research and TNE, highlighted the pivotal role of India’s National Education Policy in shaping the FTA and the Vision 2035. 

    “Chapter 8B of the FTA (UK Schedule of Commitments) places no restriction on UK providers offering higher education services (CPC 923) in India. This opens doors for UK universities to expand through various TNE models such as joint degrees, dual degrees, and campus partnerships,” they noted, citing the example of University of Birmingham’s joint master’s programs with IIT Madras in Data Science and Artificial Intelligence, and Sustainable Energy Systems, as a key example. 

    “Chapter 14 of the FTA aligns closely, promoting joint R&D, researcher exchanges, and institutional partnerships in areas like digital innovation, clean energy, agriculture, and healthcare mirroring NEP’s multidisciplinary agenda,” they added. 

    While the Vision 2035 framework appears robust on paper, the authors point out several implementation challenges that remain pressing, chief among them being regulatory alignment, visa bottlenecks, and the slow pace of progress on mutual recognition agreements. 

    “Establishing a Joint Education and Skills Council, co-chaired by senior officials from both countries, would institutionalise cooperation, monitor delivery, and resolve bottlenecks in real time,” they suggested. 

    While the trade deal does not explicitly mention international students, CETA is expected to broaden “high-quality employment pathways” for young Indians by easing access to the services market and facilitating short-term mobility for skilled talent across sectors such as IT, healthcare, finance, and the creative industries. 

    Each year, up to 1,800 Indian chefs, yoga instructors, and classical musicians would be able to work in the UK temporarily under CETA. 

    Additionally, Indian workers will benefit from the Double Contribution Convention (DCC), which will exempt them and their employers from UK National Insurance contributions for up to three years.

    Will CETA stand the test of time in delivering benefits to students and professionals? Amarjit Singh, CEO, India Business Group, believes it can but only with a collaborative approach to ensure its long-term success.

    “The UK-India partnership is respected across party lines. While the 2030 Roadmap was negotiated last year, the framework has been in the making for nearly a decade. There is broad consensus not to jeopardize this progress,” Singh told The PIE News. 

    Though CETA has been signed by both countries, it still requires ratification by their respective parliaments, a process expected to take another six to 12 months.

    “Once the FTA is ratified, the responsibility will shift to business organisations, institutions, and industry leaders to bring it to life. That’s where we need more awareness, active engagement, and a bit of hand-holding to realise its full potential.” 

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  • KEDGE to launch associated campus in India

    KEDGE to launch associated campus in India

    The new associated campus, which is being launched in collaboration with Vijaybhoomi University in Karjat, a town near Mumbai, and its business education arm, the Jagdish Sheth School of Management, will initially offer a bachelor in business administration program starting September 2025.

    The collaboration with Vijaybhoomi aligns perfectly with our vision to nurture global leaders with a strong foundation in innovation and ethics
    Alexandre de Navailles, KEDGE

    To be eligible for the undergraduate program, students must have completed or be currently enrolled in grade 12, India’s equivalent of the final year of high school, and either have a minimum SAT score of 1300 or pass KEDGE’s internal entrance exam.

    “In line with its mission to educate future leaders in their local contexts, KEDGE already operates associated campuses in Abidjan and Dakar (Africa), as well as in Shanghai and Suzhou (China),” read a statement by the grande école. 

    “This new strategic partnership in South Asia, established with Vijaybhoomi University and its JAGSoM Business School, will enable the joint development of innovative programmes. These will combine KEDGE’s academic expertise with the evolving needs of the Indian market in areas such as sustainable management, the creative industries, sport, entrepreneurship and innovation.” 

    As its associated campus prepares to introduce a BBA program within the next two months, KEDGE’s collaboration with Vijaybhoomi University will also lead to the launch of several master of science programs in areas such as sports management, arts and creative industries, sustainable transformation, luxury management, entrepreneurship and innovation, and design.

    These programs are expected to launch in September 2026 and will be delivered at the Vijaybhoomi University campus, with select modules featuring remote lectures from KEDGE faculty based in France.

    According to a report by Careers360, an executive MBA and a PhD program tailored for working professionals are also expected to be introduced in the coming years.

    Moreover, a dedicated India operations team appointed by KEDGE will oversee all academic affairs related to the associated campus.

    “This partnership is a testament to KEDGE’s mission to extend its global footprint and bring top-tier education closer to students worldwide. The collaboration with Vijaybhoomi aligns perfectly with our vision to nurture global leaders with a strong foundation in innovation and ethics,” stated Alexandre de Navailles, general manager, KEDGE. 

    KEDGE’s India plans build on the success of its ventures in other parts of Asia and Africa.

     In China, the school has established two Franco-Chinese institutes – both recognised by the Chinese Ministry of Education – focused on art, design management, humanities, and social sciences, together welcoming over 300 high-potential Chinese students each year.

    Meanwhile in Africa, its Dakar campus in Senegal, operational since 2008, offers bachelor’s and master’s programs in management along with executive education. The Abidjan campus in Côte d’Ivoire, launched in 2020, reflects the school’s ambition to grow its footprint across the continent.

    Though French institutions have previously been encouraged to establish fully fledged campuses in India, Campus France has been actively exploring joint campus opportunities, a focus highlighted during The PIE Live India 2025.

    Moreover, it’s not just KEDGE, ranked among the top 10 business schools in France, that is expanding its presence. 

    ESCP, another leading French business school, has partnered with IIT Bombay and IIT Madras to facilitate student and faculty exchanges, joint research, and the integration of emerging technologies in sustainability, entrepreneurship, and AI.

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  • First look at the University of Southampton’s Delhi campus

    First look at the University of Southampton’s Delhi campus

    TFTDL podcast – David Winstanley (Who’s The Man?)

    Listen to David Winstanley, the man with the weight of expectation on his shoulders as all eyes are on the University of Southampton as they prepare to open their Indian campus in August 2025. The TFTDL crew return to the airwaves on the day of the Air India crash, in a rare, new episode.

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  • Prabhas Moghe, Rutgers University – The PIE News

    Prabhas Moghe, Rutgers University – The PIE News

    Introduce yourself in three words or phrases.

    I am an educator, an innovator, and a scholar.

    What do you like most about your job?

    Oh gosh, I love my job. I think what I really enjoy is the expanse, the scope, the landscape, it’s huge. I love that we are not just solving problems, we are actually defining them.

    Best work trip/Worst work trip?

    The best work trip? I have had so many good ones. This (APAIE 2025, Delhi, and overall India tour) has been a great work trip.

    But I also had a fantastic trip to London with my foundation president. We went together and ran a workshop on “friend-raising”, instead of just fundraising, the idea is to build genuine relationships. UK universities were trying to learn it, and since US universities are a bit ahead in that area, we worked with them. That was really fun.

    I also went to South Korea on a work trip. I love South Koreans, and I love the country, but they made me work so hard. The person who planned the trip, god bless her, packed the schedule so tight that I did not get even one hour of sightseeing.

    It was a 14–15 hour flight to Seoul, and the trip ended up being the kind of hard work that South Koreans put in every single day.

    If you could learn a language instantly, which would you pick and why?

    Definitely Mandarin and Spanish. I was foolish enough to promise a class at the University of Puerto Rico that, “next time I visit, I promise I will give you the lecture in Spanish”, so it ain’t happening. But I do take pride in speaking multiple languages, I would say I am fluent in at least five. I even started learning Mandarin with Rosetta Stone (language learning software). I didn’t get too far, but I absolutely love how the language sounds.

    What makes you get up in the morning?

    I think what drives me is a genuine passion for the work. There’s just so much to be done.

    As the chief academic officer at Rutgers, my role is about having a deep, self-aware understanding of the institution, in ways that few others might. While everyone else is focused on their specific responsibilities, I am constantly looking at the institution as a whole.

    How do we stay true to our mission? How do we improve? How do we gain recognition? And how do we move the needle on our academic standing?

    These are broad, complex challenges, but that’s what makes the work so meaningful.

    Champion/cheerleader which we should all follow and why?

    There are so many influential people now, and they each teach you something different. I have learned a lot from Kailash Satyarthi, Nobel Peace Prize winner, especially his approach to life.

    For instance, I was really impressed by Jennifer Doudna after reading her biography, The Code Breaker, which is written by Walter Isaacson.

    I am actually very intrigued by Isaacson himself, someone who writes about others so insightfully. He’s also written about Steve Jobs. The way he pieces together these stories is fascinating.

    In The Code Breaker, what struck me was how science and research are portrayed as incredibly competitive fields. And yet, the breakthroughs often come in these magical, nonlinear moments, when the right people come together with the right tools, and suddenly, something clicks.

    That idea of serendipity, of miraculous intersections, it really resonated with me. No one creates miracles alone; you need a village.

    The book also shows how intensely competitive some of these research groups can be.

    But more than anything, what stood out was the brilliance, the hard work, and the value of good observers, people who can see the bigger picture. I think we need more of those champions.

    Best international ed conference and why

    I think this is a very cool conference (APAIE 2025). I was walking around the booths, and was at a roundtable with several presidents and vice-chancellors. It’s really exciting because this is not what higher education looked like 20 or 30 years ago.

    What you see here today is different countries like Canada, Hong Kong, Malaysia, the UK coming together. It’s like the whole world is showing up and saying, “Come be a part of us”.

    Worst conference food/beverage experience

    I was at a meeting at the World Biomaterials Congress, I think it was in Chengdu, China.

    We went out to eat, and let’s just say where we ate you’re pretty much eating reasonably raw food. That was pretty challenging.

    I mean I love Chinese food, I love Sichuan food, but that was challenging.

    Book or podcast recommendation for others in the sector?

    Definitely The Code Breaker by Isaacson, I would recommend that to people. I think it’s a pretty interesting book. If you are looking for something educationally oriented, then there’s Building Research Universities in India by Pankaj Jalote.

    I’m very impressed with how he’s drawn on the research in terms of how things have changed over the last hundred years, how India’s research landscape has changed.

    I am listening to a whole bunch of podcasts. Dementia Matters, a podcast about Alzheimer’s disease and other causes of dementia, is something I am really liking.

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  • Higher Education Inquirer’s International Influence

    Higher Education Inquirer’s International Influence

    The Higher Education Inquirer has gained a strong international influence.  Here are the viewership numbers for the last 24 hours.   

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  • Indian Student Handcuffed and Pinned to Ground at Newark Airport Before Deportation (One India)

    Indian Student Handcuffed and Pinned to Ground at Newark Airport Before Deportation (One India)

    A shocking video from Newark Airport shows an Indian student in handcuffs, pinned to the ground by U.S. authorities before being deported. The clip, shared by Indian-American entrepreneur Kunal Jain, has sparked outrage online. Jain described the young man as crying and being treated like a criminal, despite arriving with valid documents. He urged the Indian Embassy to intervene. Jain also claimed that similar incidents are now occurring frequently—3 to 4 deportations daily—often due to students being unable to explain their purpose in the U.S. properly at immigration.

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