Tuesday, June 14, 2016

Rs 1 lakh invested in these stocks could have earned you up to Rs 72 lakh in 5 years

Rs 1 lakh invested in these stocks could have earned you up to Rs 72 lakh in 5 years 

It's not easy to strike gold in stocks. But it's quite common to miss out on opportunities. 

Multibagger stocks are a rare breed on Dalal Street, but they remind you of the power that equities wield. 

"There is a higher possibility that a steady investor would receive positive payoffs over time. If history is any indicator, the possibility of negative returns on stocks is almost zero with a 15-year investment horizon," Nilesh Shah, MD, Kotak Mahindra Asset Management, said in a column written exclusively for ETMarklets.com. 

At ETMarkets.com, we embarked on a similar search to find the biggest multibagger stories of the last five years and came out with these hidden gems. 

Rs 1 lakh invested in these stocks could have earned you up to Rs 72 lakh in 5 years And the list might leave you wondering how come you missed these stocks, worse still, if you happened to sell any of them just because they wobbled a bit along their journey. 

Five years ago, had you to invested Rs 1 lakh on Indo Count, it would have made you Rs 72 lakh today. Avanti Feeds could have generated about Rs 62 lakh on that investment and 8K Miles Software Rs 47 lakh. 

These are very real wealth creation stories, and not just talk without substance. 

Indo Count reported a 15 per cent volume growth in the March quarter of FY16, which helped its revenue grow 15 per cent. Brokerage firm Systematix expects it to post 29 per cent annualised profit growth in FY16-18 and has a buy rating with target price of Rs 1,373. 

Sandeep Raina, Deputy Vice President, Edelweiss, believes Indo Count can still be a multibagger despite the huge returns it has generated so far. "The growth is there, the Market is there. Financials are very strong. I think the company can be a multibagger over the next two-three years," he said. 

8K Miles Software, a multibagger with 4,700 per cent returns over five years, reported 109 per cent profit growth in March quarter as the company built on its recent strong performances. 

"8K Miles has got a solid product pipeline. So there is merit in looking at the stock on a fundamental basis. But the valuations have already reached a level from where incremental appreciation will be difficult," Sudip Bandyopadhyay, an independent market expert, told ET Now. 

These are among the least talked about names on the Street, a place where the TCSs, Infosys and RILs of the world hog the limelight while smaller stocks like these silently churn out big returns for their investors. 

Source : http://economictimes.indiatimes.comChiranjivi Chakraborty

Saturday, June 11, 2016

Reliance Communications to shift 5-million CDMA users to 4G

Reliance Communications to shift 5-million CDMA users to 4G


Reliance Communications will upgrade its roughly 5 million CDMA customers to a 4G network in phases from May 4, joining bigger rivals Bharti Airtel, Vodafone India and Idea Cellular in rolling out high-speed broadband services.
The plan was revealed on the day ratings company Moody's Investors Service downgraded RCom's outlook to negative from stable, citing delays in the sale of its non-core assets, sending shares of the telco lower.
(The plan was revealed on…)

RCom has been trying to cut about Rs 40,000 crore of debt by selling its tower and optic fibre network and merging its wireless assets with Aircel, both of which have been delayed beyond their initial timelines.
However, Moody's noted that RCom's spectrum sharing and trading pacts with Reliance Jio Infocomm and the imminent completion of a merger with Sistema Shyam Teleservices were positive developments in the past three months.
"We will be upgrading our network from CDMA to LTE (a 4G standard) technology," the Anil Ambani-owned telco said in an April 4 letter to the telecom department. "We would be rolling out LTE services progressively in these service areas from May 4 and necessary intimation will be provided to our existing CDMA subscribers."
RCom will leverage its spectrum sharing pact with Reliance Jio and use its infrastructure to launch 4G services.
People familiar with the plan said RCom will initially roll out the upgrade in Haryana, Punjab, Himachal Pradesh and Odisha, followed by the more lucrative circles of Mumbai and Delhi, and intends to complete the process by August 15.
"RCom has already started intimating subscribers in the four circles that they can upgrade from May 4. It could also offer bundled 4G devices under various instalment schemes to those who don't have 4G handsets," one of the people said.
An industry expert cautioned that moving subscribers from CDMA to 4G may leave them vulnerable to poaching from stronger rivals.
Moody's said that while the benefits of the spectrum agreement will start accruing to RCom with the transition of its CDMA subscribers to LTE, meaningful financial and operational gains will come in only when Jio starts commercial services. Jio is expected to soft launch 4G services this month, with wider commercial operations likely to start around December.
RCom had signed a 17-circle airwave-sharing pact in the 800 MHz band with Jio. It also agreed to sell 800 MHz spectrum to Jio in nine service areas where the Mukesh Ambani company does not have airwaves in this band.
"There is unlikely to be a material improvement in leverage, as well as associated liquidity and refinancing pressures over the next 6-9 months, even if the company (RCom) announces a binding tower sale transaction this quarter," said Nidhi Dhruv, Moody's vice president and senior analyst.
It expects the valuation of RCom's tower assets to be 20-25% lower than its earlier estimate of $3.4 billion.
The ratings company said upon completion of the share-swap transaction with Sistema Shyam Teleservices, RCom will have adequate spectrum and added that if the telco participates in the upcoming spectrum auction, its leverage metrics will be further pressured.
There is also the need to refinance upcoming debt maturities, including $450 million in debt falling due in the quarter ending June 30. "This includes a $350 million ECB facility at Reliance Infratel, which is guaranteed by RCom and has a cross-default with other debt," added Dhruv.
Reliance Infratel operates the towers business. Had the tower transaction closed within the original planned timelines, proceeds from the sale could have been used for debt repayments.
RCom shares fell 1.5% to Rs 50.20 at the close on the BSE, underperforming the broader market.
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Reliance Communications gains on FII buying

On May 31, Integrated Core Strategies (Asia) Pte. had purchased 18.48 million shares of RCom at Rs 46.96 per share.

A customer leaves a Reliance communications store in Ahmedabad
A customer leaves a Reliance communications store in Ahmedabad


was up 5% at Rs 49.40 on the National Stock Exchange (NSE) in intra-day trade after the foreign institutional investors (FII) bought nearly 1% stake in Anil Ambani Group telecom company for about Rs 87 crore through open market.

On Tuesday, May 31, 2016, Integrated Core Strategies (Asia) Pte. had purchased 18.48 million equity shares representing 0.74% of total equity of Reliance Communications at Rs 46.96 per share via deal,  as per NSE data.

The name of the sellers not immediately ascertained.

At 10:49 AM, the stock was up 4.5% at Rs 49.10 on the NSE. A combined 14.45 million shares changed hands on the counter on the NSE and BSE.

Source : SI Reporter ;  http://www.business-standard.com
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Reliance Communications looks to cut debt by 75 per cent with Aircel, tower deal

Telecom operator Reliance Communications today said it expects to cut down its debt by 75 per cent through merger of MTS, Aircel and sales of mobile towers.
Anil Ambani, Petro Poroshenko, Reliance Defence News
Telecom operator Reliance Communications today said it expects to cut down its debt by 75 per cent through merger of MTS, Aircel and sales of mobile towers. (PTI)
Telecom operator Reliance Communications today said it expects to cut down its debt by 75 per cent through merger of MTS, Aircel and sales of mobile towers.

“Integration of MTS business with RCom is on track. We expect to complete the integration in August. We expect to make announcement with respect to Aircel merger anytime in June. Once we complete the Aircel transaction, we will go for the tower deal,” RCom CEO for Consumer Business Gurdeep Singh said today during a conference call.

“With completion of these deals, we expect RCom’s debt to reduce by 75 per cent.”

RCom’s net debt at the end of March 2016 stood at Rs 41,362.1 crore.

RCom and Aircel have extended discussion period for the possible merger of the two till June 22. Singh said discussions are in advanced stages.

RCom and Aircel talks, if successful, would lead to a combined entity holding 19.3 per cent of the total spectrum allocated to the industry — the highest by an entity.

The new entity, which is in the works, would hold spectrum across all allocated bands — 800 MHz, 900 MHz, 1800 MHz, 2100 MHz and 2300 MHz — for 2G, 3G and 4G services.

RCom also expects approval from the government for spectrum liberalisation in four circles — Kerala, Karnataka, Tamil Nadu and Rajasthan — by tomorrow. The company has paid over Rs 1,200 crore for liberalising spectrum in these circles.

DoT has already approved liberalisation of RCom’s CDMA spectrum in 17 out of 22 telecom circles. The company is using liberalised CDMA spectrum to offer 4G service to its customers.

RCom is migrating all its CDMA customers to the 4G network in phases and those who want to opt out will be disconnected.

“The current licence requires us to give 30-day notice to customers if we are closing a service. We gave the notice to them in first week of April. Those who do not want to move, they will be switched off today. By June, most of them will be switched off,” RCom President Punit Garg said.

RCom consolidated net profit in the last quarter of ended March 31, 2016 declined by about 22 per cent at Rs 177 crore from Rs 228 crore a year ago.

The rags to riches story of Leela Hotels founder

The rags to riches story of Leela Hotels founder

Last updated on: November 12, 2012 14:47 IST


Captain C P Krishnan Nair.

Captain C P Krishnan Nair may be 90 but his energy and passion for work has not diminished a bit even now.
In fact, the Chairman of the Leela Group of Hotels and Resorts, won the 'Hotelier of the Century' award by the International Hotel and Restaurant Association in 2010.
Even today, his day start at 6 in the morning with a game of volleyball followed by a walk inside Hotel Leela, Mumbai and work out in the gymnasium, which includes 7 minutes of cycling.

He works from 10 a.m. till 5.30 in the evening. From 6 p.m., it is time to unwind watching with Malayalam television serials his wife Leela. And his day ends at 10.30 p.m.
Interestingly, if work is worship for him even at 90, there was a time in his early twenties when he wanted to be a sanyasi!


Captain C P Krishnan Nair.
But after a few months with his guru in Rishikesh, his Guru told him that his path was that of a karmayogi and not a sanyasi. And, from then on, it has only been karma for this Padma Bhushan awardee. He has donned the role of an army officer, textile exporter and finally a world-renowned hotelier.
It was at 65, a retirement age for many that he became a hotelier by starting the Leela Group of Hotels and Resorts. Today, 20,000 employees work in his clothing business and 5000 people work in the hotel business.
That's Captain Nair, a man with indefatigable energy and enthusiasm. Before we started our almost 2-hour long conversation, he told me not to ask any questions about investments, revenue, money, etc. "Let us talk about what I did," he said, and that was what he did. 


Photographs of Captain Nair: Sreeram Selvaraj



Captain C P Krishnan Nair with his wife.
Childhood in a small village in Kerala
I was born in a village in Kannur in Kerala in 1922 as the fifth of nine children, and we were quite poor.
What I still remember about my early childhood was spending time in the village library. I was one of the voracious readers there. It was there that I read about Swami Vivekanada and Ramakrishna Paramahamsa, and got influenced by their teachings, especially the philosophies of Vedanta.

From then on, I stopped believing in idol worship. Recently when I spent Rs 2 crore (Rs 20 million) to renovate the temple in my father's village, many people asked me why I did that. I said that it was for the memory of my father that I renovated the temple.
Even at the age of five, I got influenced by what my school head master taught us; the teachings of Sri Narayana Guru - that there was only 'One caste, one religion and one God for mankind'.

He was against Chaturvarnya but I saw untouchability and inhuman behaviour in Kerala society then.  I understood why Swami Vivekanada had called Kerala, a lunatic asylum. If I got influenced by books, philosophy and ideology, it was all because of my school master. 


Captain C P Krishnan Nair with Dalai Lama.
Scholarship from the Maharaja
When I was in the first standard, the Maharaja of that region visited our school. In that function, I recited a poem I had composed about him. So impressed was the Maharaja that I was given a scholarship so that all my needs were taken care of till I finished my studies.

That was how I started my school education. It was the first turning point in my life.
Participating in the freedom struggle
I was the first secretary of the students' union of my school at the age of 13, and it was also India's first students' union too. That makes me the first students' union leader in India.
Many of us attended the study class conducted by the Communist leader A K Gopalan (AKG), and later we marched behind him in a rally against the British and we were all kicked and arrested, but later released as we were all youngsters.
Once, all of us marched with AKG to attend a meeting of Subhash Chandra Bose. I still remember how Netaji fell ill when he was there and I suggested a home remedy to get instant relief. And, it worked!


Captain C P Krishnan Nair with US president Barack Obama and Michelle Obama.
Off to Madras to study in College
I did my college education at the Madras Government Arts College. It was possible only because of the Maharaja again.
He gave me his diamond ring and asked me to sell it and fund my trip to Madras and studies, and that was how I did my pre-university.

First job at Abbottabad
In 1942, I got was the job of a civilian wireless officer and my first posting was at Abbottabad, which is in Pakistan now.
It was a very long journey from Madras traveling in several trains to reach the North West Frontier Province.
I had a remarkable experience in the train. I didn't have any money to buy food and was very hungry and tired. Seeing this, a co-passenger Karunakaran Nair, offered me both lunch and dinner. When he got down at Peshavar, he gave Rs 10 and said, this will help you complete the journey.
When I asked for his address to send the money back, he said, you need not send it back to me. Whenever you meet someone who needs money like you do today, give it to him.
I have never met that gentleman after that in my life but he taught me a big lesson in my life.



The Leela Hotel at Udaipur.
Decoding the messages of Netaji Subhash Chandra Bose
It was while working at Abbottabad that I got to decode Netaji's messages. Freedom struggle was at its peak then. I remember going to meet Frontier Gandhi when I was there.

Sheikh Abdullah was also there to meet him at that time. My relationship with the Frontier Gandhi's family started then and continues even today.
As a young man, it was Netaji who influenced many like me more than Gandhiji.





Capt. Krishnan Nair.
Wanted to be an Army Officer
I used to watch the Army officers walking around in uniform and my desire to be an Army officer intensified but I wanted to be in the Indian army and not the British Army.

I remember riding a white horse to the Military Academy which was almost near the Afghanistan border every weekend to see the Army men parading.
Desire to be a sanyasi
At the age of 20 or 21, I went to Rishikesh to see Swami Sivananda who was actually a good doctor but had stopped practising and turned a sanyasi.

At that time, I had a good job and I was intensely patriotic but the desire to be a sanyasi pulled me to Rishikesh. 
I tried meditating with my Guru, Swami Sivananda on the banks of Ganga early in the morning. After a couple of months, my Guru told me, Krishna, you are not destined to be a sanyasi; you are destined to be a karmayogi. Go out into the world and do your karma.
My friend at Abbottabad at that time was Balakrishna Menon, the man who later became Swami Chinmayananda. He also went to the same Guru and he became a sanyasi and I became a businessman. This is destiny.



Capt C P Krishnan Nair and his Rolls Royce Phantom.
Joining the Indian Army
After independence, I joined the army, in the Maratha Light Infantry. After four years, in 1951, I took voluntary retirement from Army as a Captain, to become an entrepreneur.
Starting the handloom business
I decided to leave the army and be a businessman in the handloom industry because of my wife. She asked me to do something for the people, especially the handloom weavers.

My father-in-law had a successful handloom business of 2000 looms and I was asked to take charge of one mill in Mumbai.
My ambition was not to do handloom business in one region; I wanted to spread it to the whole of India, and also to the world. I started a producers' and consumers' co-operative society, the first one in India. My mission was to improve the lives of millions of handloom weavers across India.



Captain Krishnan Nair (2nd from left) with Jawaharlal Nehru.
Starting the first Handloom Board in India
Captain V Nanchappa was the Textile Commissioner at that time. I told him about my desire to start a Handloom Board in India which can look after the industry and the weavers.
Later, I was asked to meet Jawaharlal Nehru by Lal Bahadur Shastri. He also warned that Nehru favoured power looms. So, I convinced Nehru by using the jargons modernisation and industrialisation, and they did the trick.
Jawaharlal Nehru agreed to start the first Handloom Board in the country, and to help the industry, he agreed to impose a cess of one paisa on all the material made in mills so that the money would go to the fund.

Pandit Nehru had no objection as I asked for only one paisa but this way, we got a funding of Rs 300 crore (Rs 3 billion) a year!
Eminent people like Pupul Jayakar, Kamaladevi, etc were there in the Board. When I see what is happening today to the handloom industry and the way it is dying, my heart bleeds.  


The Leela Palace, New Delhi.
Exporting fabrics to the world
It was V P Menon whom I fondly called Uncle VP (appointed as Reforms Commissioner by the British government in 1946), who introduced me to Lord Mountbatten.

And, it was through him that I could strike a business agreement with Laurence Mitchel, the managing director of a Scottish lace firm.

The agreement was that we would make lace for the international market. That was the beginning of Leela Scottish Lace and our window to the world.
In 1972, Leela Scottish Ltd became India's biggest garment factory. From my factory, we could export 'Bleeding Madras fabric' made of natural vegetable dyes.

I used to export millions of yards to America; such was the rage for the fabric there.
After exporting the material, I moved to supplying garments. I started India's first garment factory with 200 machines in Mumbai. We became the largest exporter of readymade garments from India and started winning awards for that for 15-20 years.


Meet the 90-year-old founder of Leela Hotels


The Leela Kempinski, New Delhi.
Entering the hotel industry at 65
became a hotelier at the age of 65.  There is a story behind this.

After I started my handloom business and the handloom board in 1957, I was asked by the government of India to head a trade delegation from India to Germany.
Germany had just recovered from the destruction of World War II but what I saw there amazed me. Nobody would believe that a World War had destroyed the country. That was my experience with luxurious hotels.

I was so impressed with them that I wondered why don't have such luxurious hotels in India. Then, I used to go to America in connection with the export of garments and I used to stay in Hotel Hilton in New York.
From then on, I was thinking of starting such hotels in India. But it took me several years.
Our garment manufacturing unit was close to the airport and taxis used to line up in front of our place. So, one day my wife suggested that starting a hotel in our factory land near the airport, would be easier for travellers. She said it would be an instant sucess.



The Leela, Bangalore.
So, I finally became a hotelier because of my wife, Leela. I decided that I would build only luxurious hotels. But everybody dissuaded me from starting a 5-star hotel at the age of 65 but I was confident that it would be successful.
In 1986, the first Hotel Leela with marketing alliance with Kempinski opened. It was an instant success.
We went on to have a chain of Leela Palaces in Goa, Bangalore, Udaipur, Gurgaon-Delhi NCR and Kovalam. Now, we are opening one in Chennai. We will soon have one in Agra, Jaipur and near Lake Ashtamudi in Kerala.
The motto of Leela Palaces is Atithi Devo Bhava, and that is why Leela Palace hotels are located at places where foreigners flock and corporates meet.



The Leela, Mumbai.
Preserving the environment
I grew up in a village amidst lush green surroundings. I would say I was born in a jungle! That could be the reason why I am passionate about the environment.

I make sure that there are many, many trees around all our hotels. Trees are my lifeline. Because of the work I do for preserving our environment, I was awarded Global 500 Laureate Roll of Honour by the United Nations Environment Program in 1999.
Karmayogi
Even today I am fully involved in the day-to-day activities of all my hotels. Everybody asks me from where I get the energy at the age of 90.

I tell them, when you have a job to do, you get the energy to work. There is no question of me ever retiring from work.

How can a karmayogi not work?

From 2 lakhs to 3,300 crores! How A Velumani did it!

From 2 lakhs to 3,300 crores! How A Velumani did it!


Thyrocare founder Arokiaswamy Velumani shares his success story with Anjuli Bhargava as he remembers the one person who stood by him through it all.
IMAGE: Arokiaswamy Velumani with his wife Sumathi. Photographs: Kind courtesy Arokiaswamy Velumani/Facebook
Roughly a hundred days before his initial public offering hit the market in April, Arokiaswamy Velumani lost his 55-year-old wife to pancreatic cancer.

The loss was more than a blow; it felt like a tight slap.
Velumani says his wife -- a woman he was initially reluctant to marry -- was the backbone of Thyrocare, the company he had built from scratch with a capital of Rs 2 lakh (Rs 200,000).

"No man can be successful unless his wife trusts, energises, supports and appreciates him," he says.

"If a wife questions or doesn't trust you, it can dissipate all your energy."
In his case, not only did she support him, she was his pillar.
IMAGE: Velumani's wife was the backbone of Thyrocare, the company he had built from scratch with a capital of Rs 2 lakh.
But even as his investment of Rs 2 lakh grew to Rs 3,300 crore (Rs 33 billion), Velumani did not have the pleasure of sharing his joy with the one person who had contributed to it the most.
I feel tears pricking my eyes as I listen to Velumani's poignant description of his wife's illness, the mishandling, or so he suspects, by her caregivers in her short period of illness (she was diagnosed on October 1, 2015 and died on February 13, 2016), how he tried his best not to marry her but eventually did and how it turned out to be his best decision ever.
What kind of mishandling, I butt in. "She walked in alive and all I got back was a corpse. In between, I know nothing about what happened."

His grief, he says, was so devastating that he failed to question the 'how, why or why not' of the matter.
IMAGE: Velumani had to leave the village to attend college.
Velumani was born in 1959 to a landless farmer in a tiny village 26 km from Coimbatore.
Unable to cope with adverse circumstances for what appeared to be an endless period of time, Velumani's father had given up taking care of his family, which included four children, early in life.

Faced with her husband's helplessness, Velumani's mother took on the responsibility of keeping their head above water by investing in two buffaloes.

The money from the milk -- Rs 50 a week -- was what sustained the family for almost 10 years.
To attend college, Velumani had to leave the village. His motivation to enroll in college was unusual: To get a 'fair-skinned wife'. "In those days in our village, only boys who were graduates could hope to marry a fair girl," he says.
IMAGE: Velumani employs only freshers in his company that has 700-odd people.
In 1978, aged 19, Velumani got his BSc degree and started looking for a job, but could not find one in Coimbatore.

For one, prospective employers seemed keener on one's facility with the English language than one's knowledge, and Velumani's grasp of English was not -- and still isn't -- something to write home about.
Two, almost everyone who interviewed him wanted to know what experience he had. As a fresher straight out of college, he had none.
The matter irked him to such an extent that today he employs only freshers in his company that has 700-odd people.
After months of looking, he finally landed a job at a capsule-making factory as a chemist on a salary of Rs 150 a month. "Graduates in Tamil Nadu then were paid less than watchmen," he says.
He used to keep Rs 50 for himself and send Rs 100 home to his parents, who needed the money to educate his siblings.

"In some ways, I had become a father at the age of 10 when I realised that my father could not bear the burden (of the family)," he says.
"And it is to my mind the hallmark of a good son even today -- to live frugally and send 60 per cent of his earnings to his parents." I interrupt to add that I will let my son know.
IMAGE: 'Men with whom I ploughed for an entire day in the early 70s. The men with black hair are their children.'
After working at the company for four years, Velumani could see that his life wasn't going anywhere.

Neither was his company. A month before its imminent closure, Velumani resigned and applied for a job at the Bhabha Atomic Research Centre in Mumbai.

He borrowed the money to go for the interview and landed the job at a princely sum of Rs 880 a month.
A government job was to his mind like eight hours of rest every day.

Air conditioned offices, comfortable chairs, a clean working environment -- he couldn't quite call it work at any stage, even though he put in long hours.

So, to supplement his income, he started giving four tuitions a day, earning another Rs 800.
IMAGE: Sumathi, left, with Velumani, thirsd from left.
Of the Rs 1,680 he made, he sent Rs 1,200 a month home, which was crucial too as he had told a lie -- a white lie -- to his mother that he was drawing a salary of Rs 2,000 a month.

"If I didn't send at least Rs 1,200, she'd say her son was ruined for life. I knew she wouldn't let me leave the village for a salary of Rs 800," he says.
When he was 27, a man came to Velumani with the marriage proposal of his daughter.

The girl worked with the State Bank of India. Velumani took one look at her and decided that he was not keen on marrying her: She wasn't fair-skinned.

But he didn't want to reject her outright either, so he agreed to meet her.
IMAGE: Velumani took one look at Sumathi, second from left, and decided that he was not keen on marrying her as she wasn't fair-skinned.
At the first meeting at her office at the SBI, he falsely portrayed all his 'assets' as liabilities to dissuade her from agreeing to the match.

"I cooked up stuff hoping she would reject me and tell her father that this boy wasn't worth marrying."

He says he spoke continuously for 55 minutes and she listened quietly without saying a word.
That night, her father called to say that his daughter had agreed to the match.

Later, when Velumani asked her why she had agreed to marry him -- despite him de-selling himself -- she said she 'knew he was exaggerating' and that she realised that 'bade ghar me main chhoti ban jaungi lekin chhote ghar me main badi reh sakti hoon (I would lose myself in a big house but would have a say in a small one).'
On his part, she won since she had managed to keep silent for almost one hour (something he thinks women can't usually manage).

IMAGE: 'The entire credit for making the family what it became goes to my wife.'
He presented his mother with this fait accompli, aware that she would never accept such a dark skinned girl.
After marriage, Velumani started doing his PhD in thyroid biochemistry (by then his daughter, the second child, was born).

Meanwhile, his two brothers were in Mumbai for higher studies -- at the insistence of his wife.

"The entire credit for making the family what it became goes to my wife," he says. Today, one of his brothers is the chief financial officer of his company.
"In some ways, my HR was managed by my wife from 1986, my human resource," he says. While she took care of his family, she left him free to take care of his education and business.
Velumani had by now been working for 15 years tirelessly at the government job but a kind of restlessness had begun to set in.

He watched those who had learnt thyroid testing from him mint money, while he continued to struggle on a government salary.
In 1995 -- without consulting anyone, not even his wife -- he resigned.

He broke the news to her at 2 am one day. "She didn't react at first and then said, 'What if I also resign from my job?'" he recalls.
"It came literally like a dhamki (threat). So I said, 'Jiyenge saath, marenge saath (we'll live together, we'll die together).'

From the very next day, she stopped going to office. She had quit SBI after 16 years.
Once, some years ago, Velumani told his son who was not focusing on his studies that he was worried about him.

He told him that his own grandfather was a very rich man and because of that his father became a very poor man.

Now he, Velumani, was very rich, so he was worried for his son.
The quick-witted boy promptly replied that he was very happy to hear this because this meant that his son (Velumani's grandson) would be very rich.
IMAGE: Frugality is the cornerstone of both Velumani's life and Thyrocare's.
Now 27, Velumani's son (an MTech in biotechnology) and his daughter (25) -- both unmarried and missing their mother "like anything" -- live in the laboratory with their father.
His children are frugal in their spending and approach to life. Does he then think they will amplify what he has built?
His daughter says he had an advantage, "the luxury of poverty," but he thinks the values instilled by him and his wife will hold them in good stead no matter what.
Frugality is the cornerstone of both his life and Thyrocare's.
Thyrocare offers thyroid tests to patients through its distributors at a fraction of the cost of competitors.
He calls the company "McDonald's plus Walmart" -- McDonald's for its focused menu and Walmart for its volumes.
"And she was also frugal. I don't think she consumed even 0.1 per cent of what she was entitled to," Velumani says, returning to the subject of his wife as our conversation winds down.
He says if the surgeon had come out of the operating theatre and said, 'Mr Velumani, I need Rs 1,000 crore (Rs 10 billion) immediately,' he would have signed the cheque without a thought.
"But he only came out and declared that she was no more."

Source: Anjuli Bhargava;   ; www.rediff.com
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