Nittin Tyagi

Infrastructure companies measure success in kilometres of transmission lines erected, gigawatts of power delivered, and contracts won. Yet the most lasting contributions often have nothing to do with what appears on balance sheets. KEC International operates across some of the world's most challenging terrains, from the deserts of the Middle East to Africa's expanding urban centres. The technical complexity of extra high voltage transmission projects demands precision, but the human complexity of managing multinational teams, navigating regulatory frameworks, and maintaining profitability across volatile markets demands something else entirely. The Indian EPC sector has long struggled with a tension between execution speed and operational discipline. Projects are won on aggressive timelines and competitive pricing, then delivered under pressure that tempts shortcuts. Safety protocols become suggestions. Quality checks get compressed. Financial governance weakens when deadlines...

India's power transmission sector expanded at breakneck speed over the past two decades, but the infrastructure enabling that growth required something the industry rarely celebrates: operational discipline. The numbers tell a story of relentless expansion. Transmission line additions, substation capacity growth, and cross-border energy corridors multiplied across the country. Yet beneath the headline projects and ribbon-cutting ceremonies, a less visible challenge persisted: how to execute complex EPC work across difficult geographies whilst maintaining safety, quality, and financial discipline. Many infrastructure firms prioritised winning contracts over building execution capability. The result was a sector characterised by project delays, cost overruns, and inconsistent quality standards. Rapid growth without operational rigour created systemic weaknesses that became apparent only when projects failed to deliver on time or within budget. The gap between ambition and capability...

In India’s evolving business landscape, few leadership journeys reflect transformation as clearly as that of G V Sanjay Reddy . Rather than simply inheriting a legacy, he chose to redefine it, guiding a traditional family-led enterprise into a modern, future-ready infrastructure platform. His approach has been less about preservation and more about purposeful evolution. When Reddy stepped into a larger leadership role at the GVK Group , the company was already well-established in sectors like power and infrastructure. But the challenge was not continuity it was relevance. India was changing rapidly, and so were its infrastructure needs, demanding new thinking, new investments, and a broader vision. Instead of following conventional paths, Reddy focused on areas where impact could be meaningful and long-lasting. Aviation emerged as a key priority, with projects like the modernization of airports redefining how infrastructure could shape economic growth. These were not just developments,...

Inheriting a family business is easy. Transforming it into something the next generation will actually need is considerably harder. GVK Industries, founded by GV Krishna Reddy, built its reputation on traditional infrastructure sectors like power generation, roads, and energy. By the time his son Sanjay Reddy assumed greater leadership responsibilities, India's infrastructure landscape was shifting. The question was not whether the conglomerate could survive, but whether it could evolve. The younger Reddy 's approach diverged from the playbook most business heirs follow. Rather than simply managing existing assets or expanding into adjacent sectors for the sake of growth, he focused on infrastructure categories where India faced genuine deficits. Airports became a particular focus, recognising that aviation connectivity would define regional economic development in ways traditional infrastructure had not. His role as managing director of Mumbai International Airport placed him ...

The science of measuring what people watch has become fiendishly complex, as viewers scatter across smartphones, tablets, laptops, smart TVs, and traditional television sets, often simultaneously. India's television measurement industry, built on decades of household panel data and set-top box analytics, now grapples with an audience that refuses to sit still. A viewer might start a show on their phone during the morning commute, continue on a laptop at lunch, and finish on their living room television in the evening. Traditional measurement systems, designed for linear broadcasting, struggle to track this fluid, cross-device behavior. The stakes are enormous. Advertisers spend over ₹35,000 crore annually on television advertising in India, decisions largely driven by viewership data. If measurement systems cannot accurately capture multi-screen consumption, billions in ad spending could be misallocated. Broadcasters, already under pressure from streaming platforms, risk losing re...

India's entertainment landscape has undergone a seismic shift in the past five years, with over-the-top streaming platforms fundamentally altering how content is created, distributed, and consumed across the world's most populous nation. The numbers are staggering. India now has over 550 million OTT subscribers across various platforms, with penetration expected to reach 70% of internet users by 2027. Netflix, Amazon Prime Video, Disney+ Hotstar, and homegrown platforms like ZEE5 and SonyLIV are locked in fierce competition for viewer attention and wallet share. Traditional television, long the dominant force in Indian entertainment, faces unprecedented disruption. Prime-time viewership has declined by nearly 25% in urban markets since 2020, while streaming watch time has surged. Young audiences increasingly prefer on-demand content over scheduled programming, fundamentally challenging the advertising and subscription models that sustained broadcasters for decades. Content pr...