Jalna Icons / 1

Datta Joshi

Translated from Marathi by

Vikram Ghate

Publisher

Vinodrai Engineers Pvt. Ltd.

Dawalwadi
Jalna

Jalna Icons / 2
JALNA ICONS

Datta Joshi
9422 25 25 50
dattajoshis@gmail.com
dattajoshis.blogspot.com

Translated by:
Vikram Ghate
9167284703
emotivegraphics@gmail.com

Co-ordination and Assistance:

Shrikant Deshpande
Jalna

Published by:
Vinodrai Engineers Pvt. Ltd.
Dawalwadi, Jalna
vinodraieng@rediffmail.com
http://www.vinodrai.com

First Edition (Marathi): 29 Sep. 2011

First Edition (English): 14 Jan. 2013

Cover and Interior Design:

the Catalyst
Aurangabad

printed at
LAP, Aurangabad. 9422706954

Price:
Rs. 250

Notice of Rights:
All rights reserved. No part of this book may be reproduced or transmitted in any
form by any means, electronic, mechanical, photocopying, recording, or any other
retrieval system, without the prior written permission of the author or publisher.
Jalna Icons / 3
 A priceless legacy
from
preceding generations
to the
promising new generation
of
Jalna District
for their
prosperous journey ahead

Jalna Icons / 4
 JALNA Dist.

Acknowledgements:

Many well-wishers have contributed to

the making of this book by providing
information about the great achievers of
Jalna. While their sheer numbers makes
it practically impossible to mention all
names, I would like to express my heart-
felt thanks to all of them.

–Sunil Raithata
Jalna Icons / 5
 Contents

Foreword 7
Entering Jalna 10
Entrepreneurship 19
1. The 'Bhageeratha' Of Agriculture 23
2. Jalna Stock Exchange! 35
3. The Grand Vision 41
4. Disciplined Upbringing 47
5. A Recipe For Success 52
6. Family Matters 57
7. The Driving Force 62
8. ‘Paper’ To ‘Copper’ 66
9. The Computer’s Doctor 73
10. The Taste Of Jalna 78
11. Tailor-made Lives 84
12. A The Mountains Treat 88
13. The Gooseberry Woman 92
14. Blood Ties 98
15. The Seal Of Success 103
16. The Laws Of Motion 107
17. A ‘Fun’ School 112
18. The King Of Files 116
19. Bajaj’s Revolutionist 121
20. Lasting Impressions 126
21. Practical Magic 129

Jalna Icons / 6
22. Bhaishree 135
23. The Chemical World 145
24. Don’t Get Out 154
25. The Inspiring Question 165
26. The Ingenious Doctor 170
27. The Creator Of Dal Mills 176
28. Kabson 180
29. Masters Of Destiny 188
30. Thanda Matlab ‘Mohan Barf Gola’! 196
31. No Holiday 199
32. The Electronic Man 204
33. Men Of Steel 207
34. Food Is God 212
35. Social Homeopath 215
36. Round Table Camp 219
37. The Father Of Tempo Trax 224
38. Son Of The Soil 230
39. Confidence 238
40. Creativity 242
41. Passionate 247
42. Lion-heart 253
Quotes 257
About the Translator 262
About the Author 263

Jalna Icons / 7
 FOREWORD

What you are is God’s gift to you. What you become is

your gift to God. In between these two ends is your life. No
one can go back and change a bad beginning. But everyone can
start today and create a successful ending. Your life is full of
infinite possibilities. The history of mankind is replete with ex-
traordinary lives who created exhilarating success and landmark
achievements despite their limitations and handicaps. In the
present scenario of fast changing trends, globalization, scientific
and industrial revolutions, nothing is impossible. Anything that
your mind can imagine, is possible to create.
Performances can be surpassed, records can be broken, mile-
stones can be created. There is simply no limit to the human
spirit. It is for this reason that the book you are holding in your
hands is of immense value. In between the covers of this book
are forty inspiring stories of real life existential characters.
They have started their life’s journey from this small town of
Jalna and spread their wings far and wide, actualizing their infi-
nite potential. One thing is common in all these stories and that is
their humble beginning. The second thing that is common is that
each one of them has written an inspiring script of his or her life,
creating lasting foot prints on the sands of time. These are not
historical or fictional characters. These are real people in from
this small, our own Jalna, all of them still active and kicking.
They have all started from the very place which you belong to,
they have all had the same handicaps which you have, they have
all had the same struggles which you have and yet they have all

Jalna Icons / 8
done their home land proud.
When you read through the book, you will find four qualities
common in most of these people. These are (i) Self confidence
(ii) Mental toughness (iii) Vision and focus (iv) Commitment
to excel.
1. Self confidence: has three components (a) feeling good
about your goal and your effort to reach that goal. (b) taking
responsibility of your success on your own shoulders (c) devel-
oping the necessary skills to reach your goal. The basic and
important skill in life is education.
2. Mental toughness: is finding opportunity in every difficulty
and not difficulty in every opportunity. You can look at a rose
and feel miserable about its thorn or celebrate the fact that every
thorn is accompanied by a rose. Develop a positive attitude to
life.
3. Vision and focus : The first step towards success is to
have a vision. The second step is to keep yourself unflinchingly
focused on that vision. Constantly look for ways and means to
actualize your vision.
4. Commitment to excel : is the basis of the Japanese phi-
losophy called as Kaizen. Kaizen means continuous improve-
ment. The philosophy of Kaizen is, there is always a better way
of doing what you are doing. There is always a better way to
show care and concern towards people you love, there is always
a better way to treat your friends, relatives, employees, there
is always a better way towards customer satisfaction, there is
always a better way towards creating good health, education,
learning.
If you develop the same qualities like these forty Icons,
which I have enumerated above, all perceived shortcomings
like weak communication skills, language deficiency, financial
problems, inferiority complex, limited small town facilities etc
will simply whither away. The power of human spirit is far, far
bigger than any handicap.
Jalna Icons / 9
 Understand that successful people are not born, they
become successful by pursuing their dreams with single minded
focus. Jalna may be a small place but the human spirit in a Jala-
nite, an American, a German and a Japanese is the same.
Creativity, entrepreneurship, business acumen can all be learnt
and cultivated. You have the same infinite potential as every
other human being on the planet has.
Come, go through the pages of this book and take your
first step towards unlimited success. While you work hard to-
wards realizing your dreams, don’t forget to pray every morning
to the Almighty - “ God, help me to remember that nothing is
going to happen today which you and I together cannot handle.”
God Bless You ! May you become another chapter in this book
in the years to come.
‘Chak De Jalna’…!

– Sunil Raithata

Jalna Icons / 10
 ENTERING
JALNA…

It was the first week of February 2011. While I was in my

office in Aurangabad doing my routine job, my cell-phone rang.
It displayed the name of Jalna’s famous technocrat, Shri Sunil
Raithata. I have always revered him and found conversing with
him to be a delightful experience. It was with the same attitude
that I spoke with him. After we exchanged opening greetings and
inquired about each other’s well-being, Shri Raithatha proposed
an idea which filled me with a sense of excitement. Three years
ago, I had authored a book entitled ‘Jhep’ based on the then gen-
eration of businesspersons, including Shri Raithata. There are
many achievers who started from zero, but Shri Raithata has set
up his business starting from ‘minus’! I was aware of his contri-
butions towards the development of the new generation. It was
with the same vision that he shared his idea with me. He intended
to publish a book based on the same lines as Jhep to introduce the
achievers of Jalna, who were not only from the industrial field
but also from diverse fields, to the new generation. It was his
genuine desire that I take this responsibility. A quiver of excite-
ment ran through me. I felt very honoured and lucky to be chosen
to do his dream project. Moreover, out-of-the-rut work always
interested me. I agreed straightaway to undertake the project.
The next morning, I reached his pleasant office in Dawalwadi to
discuss the details of the project.
Shortly afterwards, we were joined by Shri Sunil Goyal of
Bhagyaxmi Group and an eminent CA, Shri Kumar Deshpande.
The meeting concluded with the decision to include the biog-
raphies of twenty individuals in the book. Work on the project
Jalna Icons / 11
had to begin at once. Over the next fifteen days, he created a list
of achievers to be included in the book. Now, there were thirty
selectees on the list. The first five persons to be interviewed were
selected. I arrived in Jalna on 28 February 2011. Most of the
people I had to interview were complete strangers to me!
The first interviewee on the list was Shri Paresh Runwal. The
only thing I knew about him was that he owns a brokerage firm in
Jalna. After entering the spruced hall on the first floor of a rather
unattractive building, I saw signs of share trading activity. In the
two and a half hour meeting with Shri Runwal, who seemed to
be in his thirties, I discovered that I was talking to a youth who
makes an annual turnover of 8000 crore rupees! I horripilated
at that very moment. Although I knew that Jalna had a big trade
market, I never imagined that the subject of share trading could
assume such immense significance in such a small town. For the
first time, I enjoyed being defeated. Presumably, it is the one and
only center, other than Mumbai, in the state that offers all broker-
age and financial services under one roof.
I was on my guard. I was simply excited to work on the proj-
ect previously, but now I became aware of the responsibilities
that came with it. My attitude changed from ‘What is there in a
city like Jalna?’ to ‘What more will I be able to see in Jalna?’ I
managed to conduct all the interviews in two months. Ten more
achievers were later added to the list. The list included industri-
alists, businesspersons, professionals, social workers, educators.
They were people from diverse fields, but the one quality they
had in common was that they were passionate about their work.
How did the local saying ‘Jalna¬…sone ka palna’, which glo-
rifies Jalna as the cradle of wealth, originate? What is so special
in the soil and water of Jalna? What is unique about its people?
I keenly sought answers to such questions while working on the
project. Gradually, I began to realize that the selection commit-
tee had chosen the names very carefully. It was from very close
that I saw the new generation of youth who were was changing

Jalna Icons / 12
Jalna’s stereotype image of ‘city of merchants’. I also met the
previous generation of resolute individuals. Among the luminar-
ies I met in Jalna were sexagenarians, Shri G. K. Kabra, Shri
Vinaykumar Mundada, and Shri Rameshbhai Patel. Shri G. K.
Kabra studied despite experiencing great hardships. He went to
Hyderabad in 1950 to pursue engineering studies. He quit a job
he held for twenty years at the age of fifty and founded Kabson
Company. Shri Mundada had a major role to play in designing
most of the vehicles for Bajaj Tempo. Shri Rameshbhai Patel
started out his career in 1975 as a supplier of loose tea before
establishing his business empire of Vikram Tea in Jalna. The
energy of these three doyens can put a youth to shame. Shri
Nitin Kabra is a pioneering steel industrialist of Bhagyalakshmi
Group, who believes that the other reason behind earning money
is to address social objectives. The co-founders of Rajuri Steel
demonstrate the tremendous power of a strong partnership.
Among these successful supermen is Shri Dwarkaprasad Soni,
who is considered to be the first among equals by the team, and
whose journey is inspirational.
Jalna is also home to great educators. Mrs. Vishakha Desh-
pande has been imparting value-based education to students
for over two decades. Mrs. Manisha Puri has set up an ideal
school in Jalna modeled upon the best international educational
practices. Equally valuable is the contribution made by the lab
assistant of CTMK Gujarati School, Sanjay Tikariya, who has
won many state awards for developing the scientific attitude in
students through his sheer ingenuity. Jalna has some very cre-
ative individuals who enrich its cultural landscape. Mrs. Vidya
Rao is a reservoir of artistic talent who continues to preserve the
rich legacy of Indian Classical Arts through her Natyanjali Acad-
emy of Dance and Music. Rekha Baijal, the shining star from the
world of literature hails from Jalna. It is very interesting to study
how she became a successful authoress and what is the inspira-
tion behind her books. Mrs. Basanti Chordia-Une, the owner of
Jain Bandhu Pav-Bhaji personifies the power of women. She
Jalna Icons / 13
stood shoulder to shoulder with her father in the most difficult
times and helped him to transform their humble food cart into a
spacious and successful fast-food centre. Priya Joshi turned her
love of cooking into a successful career. She continues to pamper
the taste buds of food lovers by offering a range of food products
under the brand name ‘Ruchi’. Mrs. Meenakshi Mehunkar’s leap
into the business of manufacturing lead seals with the support of
her husband is another incomparable feat. Shri Narrottam Han-
sora has come a long way since the days he worked as a Dal-mill
repair man. He took the bold step of starting a factory to produce
machinery for Dal-Mills. In response to the changing market
demands, he introduced innovative products thereby widening
the scope of his business. His business is now looked after by his
two industrious sons.
Shri Narayan Sonune was not able to keep up with his studies
in school. He started out as a telephone booth operator before he
became a leading supplier of stationery. His files and stationery
materials have also made their way into markets outside Jalna.
Students who are educationally unsuccessful can definitely gain
inspiration from his story. Mrs. Sitabai Mohite, who once worked
as a farmhand (saaldar) in Krishi Vigyaan Kendra, is now its Ad-
visor-Director. She used her business acumen to start a produc-
tion unit for processing gooseberries and other fruits. She has
won many awards and made a great impression when she went
abroad. Surprisingly, she is barely literate! Those from small vil-
lages can look at the example set by Shri Ishwardas Ghangaon
of Dongargaon, who made it big after he started his business of
banana chips. Another achiever of extraordinary character is Ra-
hul Bansal, who sacrificed high-paying job offers made by top-
notch international companies to create job opportunities for his
friends in India. He set up a web development company, rtCamp,
which has a majority of overseas customers.
Words fail to describe Shri Ashish Mantri, a degree-holder
from UDCT, who single-mindedly pursued his goals in life. He

Jalna Icons / 14
experienced the ups and downs of business at a very young age.
He emerged as a leading agro-based industrialist after he suc-
cessfully implemented the complex technology for producing
quality protein-rich animal feed from cotton-seeds. The process-
ing unit is first-of-its-kind to be erected in India, and two patents
have been filed for its technology!
It is equally enjoyable to read the stories of other amazing
achievers: Shri Pusaram Mundada, the man obsessed with his vi-
sion to start a fully-equipped blood bank in Jalna; Mohd. Yousuf
Haji Ahmed-bhai and his family, who ushered in the supermar-
ket culture in Jalna; The Sanduptala brothers, who captured the
hosiery market and empowered more than sixty economically
deprived women to become self-supporting; Shri Manish Rathi,
the founder of Laptop Clinic, who is expanding his business
across Maharashtra; Jeetendra Rathi, manufacturer of copper
components and corrugated boxes; Sanjay Kedar, who started
out as a pickup driver before he became the sought-after provider
of transport services.
This book is a collection of the biographies of 42 individuals
who are outstanding in their respective fields. After forty achiev-
ers were selected for the book, a necessary exception of includ-
ing two more names was proposed. One of them was Rahul La-
hoti, who was then in Jalna to spend his holidays. Having earned
a computer engineering degree from BITS, Pilani, Rahul quit a
high-paying job offered by Microsoft in America to specialize in
Public Policy out of which he made a career as a researcher at
IIM Bangalore. His story will definitely motivate the new daring
generation of youth who believe in turning their passion and in-
terests into a career. The second person to be selected was Manoj
Patwari. Being deaf since birth did not stop this gutsy youth from
pursuing a career aligned with his interests. He spares no effort
to uphold the rights of the deaf community. His story serves to
motivate differently-abled individuals.
The book contains the success stories of many other incredible

Jalna Icons / 15
achievers: Shri Kailash Jhanjri, the plant-in-charge of Bajaj; Dr
Sanjay Rakh, the eminent surgeon; Dr Satish More, the expert of
homeopathy; Shri Surajmal Mutha of Ganapati Chhap Mehndi;
Dr Anant Pandare, who helped set up Hegdewar Hospital; Dr
Pramod Bajaj, the founder of SPPL, which offers products and
services of international standard; Shri Vijayanna Borade of Kri-
shi Vigyan Kendra, who transformed the lives of farmers; Shri
Dinesh Chajed, the leading distributor of industrial supplies who
keeps up with modern and ethical business practices; Shri Vijay-
kumar Aggrawal, the inventor and manufacturer of UPS systems
and inverters; diploma-holder Shri Kailash Malode, who made
it big after joining a multinational company on the basis of his
performance; Kalpana Shah, who became a leading caterer after
she started a mini-catering business; Ravi Konka, who became a
Guinness World Record holder for drawing the largest rangoli;
Mohan Khodve, who offers respite from the heat by serving tan-
talizing ice candies. Each story will definitely give the readers
something to think about.
Another great achiever is Shri Badrinarayan Barwale, the
founder of internationally renowned company, Mahyco, which
has put Jalna on the map. Mahyco has become a name synony-
mous with Shri Badrinarayan. Convention-
ally, he may be described as a person without
even a degree, yet his huge empire of Mahy-
co speaks volumes for his determination, in-
dustriousness, and foresightedness. The
several institutes he has
built represent
his com-

Mr. Sunil Raithaththa

Jalna Icons / 16
mitment to the welfare of the society. Even this book does not
have enough pages to present the interesting details of his life!
This was my journey through Jalna! I felt I was walking up a
hill before I realised that it was a towering mountain. During this
difficult journey, I came across pretty flowerbeds and beautiful
reservoirs. Further ahead, there were fresh flowers on either side
of the path. Amazingly, I never felt tired. It was simply a pleas-
ant and enriching experience!
It would be most unfair on my part not to write a few words
on Shri Raithata, who gives us this fantastic experience. He has
taken remarkable efforts to publish this book. He is a success-
ful industrialist himself. His products are exported to more than
forty countries, but he did not become successful overnight. His
story of struggle is quite different. It is of a gutsy fighter who
overcame insurmountable odds like the Phoenix which rose from
the ashes. After he obtained his degree from Government Engi-
neering College, Aurangabad, he joined L & T. He quit L & T
in 1981 and embarked on developing his own business. He has
recently achieved an important milestone.
After expanding exports in many smaller countries, VEPL has
secured the market of France. Shri Raithata knows very well the
extent of trust he should place on his employees. For business
reasons, they have made more foreign trips than he ever has!
After he founded Vindorai Engineering Pvt. Ltd., he created men
of character, integrated them with his group & took them on his
journey forward.
Rotational Moulding Machines used for the production of wa-
ter tanks are manufactured at VEPL. Water tanks of 100–200 litre
capacity are available in the market. Shri Raithata has the tech-
nology for the production of such tanks. He started this business
in 1991. After he participated in Plast India, an industrial exhibi-
tion, the entire picture changed. It was at this exhibition that he
received his first order. Shri Raithata says, “We had booked the
smallest stall in the exhibition. We paid for it in instalments. We

Jalna Icons / 17
intended to put our machines on display but did not have enough
money to spare for its transport. Therefore, we took their photo-
graphs and charts with us. We weren’t prepared enough to even
give information about the dimensions of our machines. Here
we got the first glimpse of the global market. We understood our
shortcomings. Thereafter, our progress gained momentum.” He
presently exports machines to Saudi Arabia, Kuwait, Tanzania,
Malaysia, Haiti, Nigeria, Fiji, Libya, Yemen, Tunisia, Sudan,
Madagascar, Zambia, Qatar, UAE, etc. Recently, the remark-
able quality of his products has attracted orders from France. He
clears all doubts regarding exports. While many might perceive
that the first major hurdle is that of language, he considers it be
untrue. He says, “If your product is of the best quality, and you
offer it at a fair price, then language cannot stand in the way of
your business. In this case, only finance is important because
everyone understands the language of profit!”
He has been leading the ‘Young Innovators’ Movement since
2009. Under its banner, he has organized several programmes for
the children of Jalna by inviting experts from different fields. It
is his sincere undertaking to develop the inventiveness of young
minds. He has organized many activities such as Robotics Work-
shop, Photography Workshop, etc. He has spent nearly two lakh
rupees to set up a well-stocked library for students. He is making
an all-out effort to ensure that the upcoming generation of Jalna
becomes highly competent and knowledgeable.
Corporate Social Responsibility is part of the modern busi-
ness model whereby some funds are reserved for community
welfare activities. It has come under criticism for being nothing
more than an exaggerated outward show. Although Shri Raithata
is not bound by such obligations, he leads by example by car-
rying the torch of Young Innovators to which he has recently
added fuel in the form of this book.
I would like to make it clear that these 42 achievers represent
just a small part of Jalna’s population. There are many great in-

Jalna Icons / 18
dividuals whom we could not accommodate in this book. It was
decision we took with a heavy heart. The only reason behind this
is that we were limited by the number of pages. If the next time
we decide to publish a similar book then we promise to include
all those who have been left out.
I travelled to Jalna, Hyderabad, and Pune to interview these
42 individuals. In Hyderabad, I received the help of Shri Saty-
anarayan Soni, a greathearted gentleman who has done many ex-
periments in business. Meeting him was a very pleasant experi-
ence for me. I am grateful beyond words to Shrikant Deshpande
who facilitated my meetings in Jalna and Pune. He accompanied
me to every meeting. He helped me to initiate conversations with
people and co-ordinate my meetings with them. We did many
things together: he was equally involved in taking photographs;
sometimes, I was at the wheel. The invaluable help he extended
to me made my challenging job easy. Thanking him would only
sound pretentious. One more person who deserves credit in the
making of this book is Shri Sunil Goyal, who gave me valuable
inputs before writing this book. His suggestions in all the articles
have only added more value to the book. I am afraid, he may not
admire my expression of gratitude! The true maker of this book
is Shri Sunil Raithata, who supports social causes through ac-
tion. Because he came up with this wonderful idea and took the
initiative to publish this book, you hold it now in your hand. I am
forever indebted to him.
I heartily welcome you all to step inside the inspirational city
known as Jalna!
– Datta Joshi

Jalna Icons / 19
 ENTREPRENEURSHIP

Jalna district is regarded as a land of holy saints. It is also

known as the city of successful entrepreneurs and industrial-
ists. Jalna can only be compared to the Shekhawati region of
Rajasthan. The entrepreneurs of Jalna have been dominating the
business scene in the state and the country for the past three cen-
turies. In time, the business legacy has been passed down to their
successive generations who are actively engaged in expanding
the business further. The contribution of this new generation has
strengthened the city’s economy. While this book gives an up,
close and personal insight about these achievers and their suc-
cess stories, this introduction is simply a primer to describe the
key traits of entrepreneurship.
Today, the terms ‘Entrepreneur’ and ‘Entrepreneurship’ are
popular in developed nations. While that may be true, their
meanings have changed with the passage of time. Previously,
they meant different occupations such as that of a farmer, a sol-
dier, and even military construction workers who used to build
roads and bridges. However, it is only in the last 50 years, that
these words have been disambiguated and today the term entre-
preneurship conveys a definite meaning.
In India, the wave of globalization and liberalization has made
the government to stand up and take notice of the importance of
entrepreneurship. Even when this was an age-old concept in In-
dia, the reason it wasn’t so well-received by Indians was mainly
due to the strong conservative values and conventional upbring-
ing. Except for those who pursued traditional farming and jobs,
a majority of Indians entered these very professions. Service and
their related titles in government offices, banks, and educational
institutions were most coveted and respected. Even today, they
Jalna Icons / 20
are held in high regard. However, this mindset was most com-
mon among Maharashtrians. In stark contrast, the Gujarati, Mar-
wari, Sindhi, Parsi and Rajasthani communities were focused in
setting up their own business and engaged in trading. The other
noteworthy thing is that these communities were ready to relo-
cate anywhere for their business. In fact, the business attitude is
typical of these communities. This outlook has developed the
Marathi community only in the past 20–25 years.
Who exactly is an entrepreneur? According to other books,
there are many different interpretations: a person who organizes
and manages resources to provide goods and services; one who
buys raw material/resources/services at a definite cost, processes
them, and creates newer products and/or services for selling at
an indefinite price; a person who creates a means of personal
livelihood and eventually creates job opportunities for others’;
an enterprising individual who produces unique products and/or
services and is prepared to take risks related to their business;
one who is exceptionally confident, ready to face hardships or
take risks, is achievement motivated, able to garner support and
receive co-operation, wary of the current social situation, en-
courages innovation and is capable, takes responsibility and acts
responsibly, is fortitudinous and not easily stressed in times of
adversity. After incorporating such traits an ordinary individual
turns into an entrepreneur and also becomes a medium of em-
ployment for others.
When entrepreneurship wasn’t well researched and docu-
mented as a discipline, it was attributed only to birth (being
born in a business family). It was later recognized as a discipline
which people could study to became entrepreneurs.
What are the characteristics of an entrepreneur?
1. Strong Work Ethic:
Entrepreneurs are often industrious and work enthusiasti-
cally. This rubs off on all those associated and they too get moti-
vated to work efficiently. Everyone including family, friends or
colleagues inevitably find such individuals appealing and accept
their advice and direction. They never take their mind off their
work, are diligent, and exhibit great energy.
Jalna Icons / 21
 2. Persistence:
Persistence is simply the never-give-up attitude. It is one of
the major traits of an entrepreneur. Fighting and withstanding all
odds, finding effective solutions to problems, dealing with ten-
sions or stressful situations help to reinforce the persistence of
an individual.
3. Decisiveness:
The ability to make sound decisions, in a time-bound manner,
after examining relevant facts and change them if required are
the signs of a successful entrepreneur. It is always better to take a
decision than to delay making decisions or to take no decision at
all. As per the situation, an entrepreneur should also be flexible
enough to change decisions that may lead to losses or undesired
results.
4. Opportunity seeker:
Entrepreneurs research the market requirements, create new
needs, and work towards fulfilling those needs. Their constant
quest for innovation helps them to come up with fresh products,
provide unique services, employ new technologies, and discover
new skills. While they work towards personal gain, the society
indirectly benefits from them.
5. Goal motivation:
The person who has the drive to achieve the defined goal,
prove oneself, and daringly works towards self-employment is a
true entrepreneur.
6. Organizational skills:
The ability to effectively put together resources, delegate
tasks, as well as supervise the careful and timely execution of
work to produce a good or service of value accounts for organi-
zational skill.
7. Attitude:
Innovation, creativity, analytical ability, courage to stand
firm in unfavourable conditions, and the ability to make the most
out of a difficult situation comprises an enterprising attitude. An
entrepreneur is always aware of his/her moral and social obliga-

Jalna Icons / 22
tions.
8. Adaptability:
An entrepreneur is flexible to change as per the time or situ-
ation.
9. Self-image:
It isn’t necessary for entrepreneurs to have all the required
traits, but most of them usually a part of their personality. They
have a good sense of their own worth and know their strengths
and weaknesses. They are open to develop new traits to serve
business interests.
The more desirable qualities an entrepreneur has, the more
successful that he or she becomes. These qualities are not only
favourable to one’s business or profession, but also prove helpful
in their personal lives. They help you to excel in any field be it
writing, arts, sports, work, or personal responsibilities.
Why are some writers successful than others?
Why are some leaders more successful than others?
Why are some more successful in their personal
lives than others?
After searching for answers to such questions, we discover
that it has all to do with having the business traits. Reading the
book with this inquisitive spirit will prove to be most advanta-
geous to all readers.

-Kumar Deshpande

Jalna Icons / 23
 The ‘Bhageeratha’
of Agriculture
Jalna is synonymous with
Mahyco and Mahyco with Shri
Badrinarayan Barwale. He
is known as the Father of the
Indian Seed Industry for blazing
a trail in the field of agriculture.
His mega empire of Mahyco is
built upon his threefold principle
of precise situational awareness,
readiness to work hard, and the
constant pursuit of innovation. It
is an exceptional project worthy
of study and also a matter of
pride for the residents of Jalna.
This is the amazing story of
Shri Badrinarayanji and Mahyco’s
Badrinarayan journey.
Barwale

Jalna Icons / 24
 On 21 March 2001, at a grand ceremony held in Rashtrapati
Bhavan, Delhi, his Excellency, the President of India, K.R. Naray-
anan bestowed Shri Badrinarayan Ramulal Barwale with the Padma
Bhushan, one of the highest civilian awards, for his outstanding con-
tribution to trade and economic activity. This was an unforgettable
day not only for the team of Mahyco, and the people of Jalna and
Marathwada but also for the industry to which he had devoted his
life. It was a moment of pure jubilation for everyone to see a true son
of the soil being honoured. This veneration was of the ‘Bhageeratha’
who had brought the currents of change into the field of agriculture.
The story of Badrinarayanji’s journey in the field of hybrid seeds
over seven decades and that of the previous two decades of his life
is engrossing.
Hingoli district was once a taluka of Parbhani District and was
populated by nearly ten thousand people. It was in this town that
Badrinarayan Jaikishan Kagliwal was born at noon on 27 August
1930, which was also the day of Ganesh Chaturthi. Jaikishanji, his
father, worked as a milkman to make ends meet. Badrinarayanji
faced many hardships in his childhood. He attended a village school
run by a teacher, Vamanrao. He helped supplement the household
income at a very young age by buying sacks of sugar, onions, and
potatoes, and selling their contents loosely in the weekend market.
He also sold clarified butter and various home-made medicinal
powders (churna). Every rupee was precious
to them because they had to pay a
monthly house rent of four rupees!
Badrinarayanji was ten years old
when he passed his class 4 ex-
ams and got admitted
to a government
school for

Jalna Icons / 25
class 5. The wife of one of his teachers, who had a flock of sheep,
often sent a couple of students to the farm to fetch the acacia (babli)
leaves; Badrinarayanji went alone whenever it was his turn.
In that period, an incident changed Badrinarayanji’s life. Bhi-
kulalji Barwale, a cloth merchant of Jalna, was the father-in-law of
Badrinarayanji’s cousin sister. The sudden demise of her husband
prompted the Kagliwals to arrive in Jalna to offer their condolences
to the Barwale family. Impressed by the liveliness of young Badri-
nayanji, Bhikulalji straightaway requested the Kagliwals for his
adoption. His decision was also rooted in the fact that he had lost his
only son and had no future successor. After the Kagliwals gave their
consent, formalities for Badrinarayanji’s adoption were completed.
Badrinarayan Jaikishan Kagliwal was now Badrinarayan Ramulal
Barwale.
Conditions in Jalna were extremely better than in Hingoli. Bhi-
kulalji made a fortune from his cloth business. Unfortunately, he
died quite early. Soon afterwards, his relatives became embroiled
in a dispute over Badrinarayanji’s adoption. Their objections took
the form of lawsuits and court trials. An amicable settlement was
reached, and life was back to normal. These dramatic events un-
folded when Badrinarayanji was only twelve.
During this period, Jalna was under the Nizam’s regime. Jalna
also participated in the nationwide movement against British Raj.
After Badrinarayanji came to Jalna, he attended Mission High
School till class 7. In 1943, he got admitted to Madarse Fokania
Sarkar-e-Ali School to acquire further education. It was a period of
oppression. One had to struggle for almost everything. Back then,
students studied under oil lamps, but did not receive enough oil.
After Badrinarayanji led a students’ movement to demand more oil,
the concerned officers gave in to their demands. Everyone received
two extra units of oil. After he matriculated in 1946, Badrinarayanji
applied to Nizam College of Hyderabad. By then, the Independence
Movement had reached its conclusive stage. After he gained admis-
sion to Nizam College, he returned to Jalna. He actively participated
in the freedom struggle by lettering the walls with protestations, and
printing and distributing hand-outs. In 1947, India won its freedom
from the British rule, but the Marathwada region was still in the
Jalna Icons / 26
Nizam’s iron grip. The provisions of the Independence Act drafted
by the British allowed the Nizam to hold dominion over the region.
However, the Indian government kept persuading the defiant Nizam
for the integration of Hyderabad province with the Indian Republic.
Badrinarayanji’s activism brought him under the scanner of the
razakars. When they raided his house, they stumbled on a hand-out.
Badrinarayanji was brought before the S.P. Taking into account his
young age, the S.P. offered to release him provided he gave in writ-
ing that he was not involved in such activities, but Badrinarayanji
boldly turned down his offer. He was put in a prison in Jalna. The
sharp rise of protesters being imprisoned often led to overcrowding
in jails. The small cell in which Badrinarayanji was imprisoned had
43 captives! A few days later, he was shifted to a Central Jail in Au-
rangabad. He was tried in court. He was sentenced to a year in prison
with hard labour and fined 500 rupees. However, he was released
early. He served ten and a half months in prison.
Gulabchandji Nagori of Aurangabad and Kalyanmal Gangwal
of Dhakefal were his co-workers in the prison barracks. In prison,
Badrinarayanji willingly requested for farm work. He was keenly
interested in farming and wanted to work in the field of agriculture.
The State Congress was engaged in dialogue with the Nizam. The
decision to release some captives was reached. Badrinarayanji was
also pardoned on grounds of age. He soon returned to Jalna and
joined a camp set up in the premises of Shri Balaji Sansthan Dhar-
mashala in Deulgaon Raja. Many people were upset that their region
was not free from the Nizam’s rule even after India had gained free-
dom. This led to an upsurge in revolutionary activity. To sustain the
freedom struggle, revolutionaries often raided the Nizam’s strong-
holds, including police stations and tehsils for seizing arms and am-
munition, and looting money.
Badrinarayanji received arms training at the camp in Deulgaon
Raja. The training was given by officers of the Sikh Regiment. After
he completed his training, he was assigned the mission of exploding
the bridge over the river Kundalika. He was accompanied by Ra-
manlal Parekh of Aurangabad and Ramchandra Hundekar of Jalna.
Despite the tight security, the heroic trio managed to plant the ex-
plosives below the bridge; after connecting them to a burning wick

Jalna Icons / 27
they swiftly went far away. Coincidentally, the place was also Badr-
inarayanji’s grandparental village. After hatching their plan, they
sat at his grandfather’s shop in eager anticipation. After they heard
the loud explosion, they made their way towards Deulgaon Raja.
On 13 August 1948, news that Razakars were excessively torturing
Hindus reached the camp. A team of freedom fighters attacked the
police headquarters to revolt against these incidents. In the ensu-
ing clashes, a fellow revolutionist and Badrinarayanji’s uncle, Shri
Janardan was shot and seriously injured. The attack was called
off, and he was immediately rushed to the camp. He was bleeding
profusely because the bullet had penetrated deep into his body. He
was rushed to the district hospital in Buldana, but the doctors failed
to save him. Shri Janardan passed away on the night of August 14.
On 15 August 1948, when the entire nation was celebrating the first
foundation day of Independence, Badrinarayanji and his associates
were at the cremation grounds to light the funeral pyre of his uncle
Shri Janardan. On 13 September 1948, a military operation code
named ‘Operation Polo’ was launched by the Indian Army to secure
Hyderabad. On 17 September, the Nizam’s brutal and repressive
regime ended, and India finally annexed the State of Hyderabad;
however, the repercussions of these events were immediate. In Kajla
area near Jalna, some Hindus were mobilizing to burn the Muslims
alive. When Badrinarayanji came to know of this terrible plot, he
immediately headed towards Kajla. He managed to avert the tragedy

Jalna Icons / 28
by convincing the angry mob that the war was against the Razakars
and not against the Muslims.
As a tribute to Uncle Janardan’s patriotic spirit, his statue was
erected in Jalna’s main square. Veteran freedom fighter Shri Go-
vindbhai Shroff was invited to unveil the statue. A huge crowd
gathered in the square to offer their respects. On this occasion, a car
was presented to Shri Govindbhai on behalf of the freedom fighters
of Jalna.
Shortly before the Nizam’s rule ended, a new chapter was added
in Badrinarayanji’s life. After Badrinarayanji attained 18 years of
age, he got many marriage proposals. Nandlalji Jhunjhunwala of
Khamgaon made a marriage proposal on behalf of his daughter
Gomati. The statue of Uncle Janardan was also being sculpted in
Khamgaon. The bride-seeing program was fixed on the day Badri-
narayanji had planned to go to Khamgaon for the statue. Badrina-
rayanji liked Gomatiji. He chose to marry her. The date of marriage
was fixed. Badrinaraynaji declined the dowry of ten thousand rupees
offered by his in-laws. In fact, he bought 100 tolas of gold jewellery
for Gomatiji. Gold then was priced at 100 rupees per tola. Their
wedding was celebrated with full pomp and gaiety. They had six
children: five daughters, Prema, Shobha, Savita, Asha, and Usha,
and a son, Raju. Presently, Raju Barwale looks after the administra-
tion of Mahyco while Usha oversees its research division. There is
a wonderful coincidence related to Badrinarayanji’s marriage. They
did not check their marriage documents (lagna-patrika) for compat-
ibility before marrying each other. It was long after they got married
that they had them examined. It was found that Badrinaraynaji was
born on Ganesh Chaturthi Day and Gomatiji was born on Rakhsha-
bandhan Day. Both were mangliks and their 36 qualities (gunas)
matched perfectly!
After marriage, Badrinarayanji started to focus on farming. On
an average, each Indian family had five acres of land. The Green
Revolution was sweeping the nation. Everyone was trying to fill
the huge deficit of food grains. The Indian Agricultural Research
Institute (IARI) was researching hybrid seeds. The focus was gradu-
ally shifting from traditional farming practices to hybrid varieties
of seed. Badrinarayanji had the facility of water wells in his farm

Jalna Icons / 29
for irrigation. He paid special attention for deepening these wells
to ensure there was adequate water. He started producing lady’s
fingers; he sold the seeds derived from the produce. The brand was
known as Pusa Makhmali. His new business proved to be profit-
able. Badrinarayanji and his brother-in-law Girdharilal attended an
agricultural exhibition at Delhi organised by the Bharat Krishak
Samaj. Here, he got information on the latest developments made
by America and Russia in agriculture. Shortly afterwards, he visited
IARI. The IARI conducted many experiments in its Botany Depart-
ment. Here, Badrinayanji inquired about the Pusa Makhmali variety
only to discover that its production had been discontinued. Instead,
the IARI had developed a new variety resistant to the yellow vein
mosaic virus called Pusa Savani. An IARI officer offered him 50 gm
of Pusa Savani seeds as a sample, but he asked for more seeds. He
returned to Jalna with 2 kg of seeds.
In his farm in Mundwa, he sowed some seeds in a small plot.
He was amazed to see the robust yield of lush green lady’s fingers,
which had five vertical rows of seeds. After he cooked them, he
noticed that they were less greasy than the other varieties of lady’s
fingers. He reaped nearly 100 kilos of lady’s fingers. He sold them
at 2 rupees per kg. The next day, its price slipped down to 1 rupee
per kg. On the third day, its market price was 50 paise per kg. The
large supply of lady’s fingers in the market led to the sudden drop in
its price. The quality of the produce available in the market was not
as good as his produce, but the great influx of lady’s fingers caused
its price to drop. He figured out that he could have made a good
profit by selling his produce after the other farmers had sold their
entire produce. Probably, he also miscalculated its ripening time. He
waited longer to reap the remaining produce of lady’s fingers. He let
the fruits ripen sufficiently. The lady’s fingers grew to nearly nine
inches in length. He collected the fruits and brought them home.
This time Badrinarayanji wanted to make most of his lady’s
finger produce. He hit upon the idea of commercial seed produc-
tion. The idea gave birth to the seed industrialist in him. This was
actually the inception of Mahyco. He embarked on a new venture to
overcome the effects of market instability. This proved to be a turn-
ing point in his life!
Jalna Icons / 30
 Badrinarayanji rented a stall in an exhibition in Aurangabad
organized by the Government of Maharashtra. It was attended by
the then prime minister, Yashwantrao Chavan. Badrinaryanji dis-
played a number of insecticides of Burma Shell Company, including
Endrin, Aldrin, and Dieldrin. He decorated his stall with the Pusa
Makhmali variety of lady’s fingers and two of its saplings on either
side of the stall. A Pune based businessman approached Badrinaray-
anji to buy the seeds. Badrinarayanji made a deal with the business-
man to sell the seeds at Rs 5.50 per kg with a discount of 20%. He
dispatched nearly 25–30 kg seeds from Jalna to Pune by rail. The
buyer started haggling over the price. Badrinarayanji knew that the
buyer was selling the seeds to farmers for 20–100 rupees per kg. He
flatly refused to compromise on the price.
The growing demand for the seeds prompted him to step up the
production of lady’s fingers. Another cultivator, Lt. Col. Lal Singh,
was also growing the same variety of lady’s fingers in the northern
foothill regions and selling its seeds. As a result, many customers
bargained with Badrinarayanji, but he never compromised on the
price. In this period, Badrinarayanji came to know that Dr Venka-
tratnam, who worked as a senior chartered officer in Delhi, was on
a trip to Aurangabad. Badrinarayanji requested his friend Barrister
Jawaharlal Gandhi to invite Dr Venkatratnam to his farm. Dr Ven-
katratnam was very impressed with Badrinarayanji’s work. After he
returned to Delhi, he recounted his experience to Sardar Harbhajan
Singh. He also wrote an article, Lender becomes Seed Producer, in
his magazine!
Thus began Badrinarayanji’s entrepreneurial journey and the
entire nation was witnessing it. It was a different era. Increasing
the production of food grains was the need of the hour. As a farmer,
Badrinarayanji understood the gravity of the situation quite well. He
took up the cause with patriotic fervour. He used his skills to intro-
duce many new trends in farming. A detailed account of this journey
would require a separate book, but some events are worth mention-
ing. After he introduced hybrid corn seeds into the market, there was
in a two-fold rise in the production of corn. The farmers could ben-
efit from the high yield only if they could sell their produce. Only
then they would buy seeds for the next growing season. A division
Jalna Icons / 31
of Hindustan Lever Company used to process corn to produce feed
for livestock. Badinarayanji entered into an agreement with HLL to
supply corn. He bought the corn from the farmers and sold it to the
company. This sent a clear message to the farmers: Not only could
they sell their produce but also get good returns for it. This led to an
increase in the demand for seeds. Badrinarayanji says, ‘A farmer is
not a simpleton. He is very intelligent. If someone plans to deceive
him, then he may be fooled only once. It is impossible to cheat him
twice. Therefore, he can identify good-quality seeds.’
Badrinarayanji hired researchers and management experts from
renowned Universities. There was a significant increase in the pro-
duction of food grains in India, but it was also necessary to sustain
this positive trend. Badrinarayanji says, ‘Hiring the finest experts is
important to develop the best product and maintaining its quality at
all times. Of course, all this requires money. It is vital to earn good
profits to run the company effectively. Research and development
(R & D) requires hefty investments. Therefore, since the beginning,
the quality of our seeds has been exceptional, and they are highly
priced in the market.’ The journey which began with the humble
lady’s finger has now encompassed many crops, including corn, jo-
war (sorghum), bajra (pearl millet), wheat, cotton, and rice. The suc-
cess of Mahyco drove many industrialists to get on the bandwagon.
Badrinarayanji does not consider them as rivals but as fellow travel-
lers. He maintains good relations with them. Whenever necessary,
he entered into co-operative agreements with foreign companies for
developing certain technologies, but he has given emphasis to indig-
enous research for developing new strains of seeds.
The formation of his character is another interesting aspect of
his life. Everyone is astonished to discover that he is an individual
born in the pre-independence era, who never went to college, yet he
built a large industrial organization in the next half decade. The only
advantage he had was his business background. He performed a
patriotic role to liberate Marathwada from the razakars. Afterwards,
he stepped into the world of business. He emerged as a serious entre-
preneur in the period in which he worked on his farm, acquired an oil
agency, and conducted trials on hybrid seeds. He started concentrat-
ing his efforts in the field of hybrid seeds in which he saw a bright
Jalna Icons / 32
future. In the course of this journey, he faced many challenges. The
first impediment was of English. He needed more than what he had
learned in school to develop his business. His interest of reading
English books and articles served him well. He used the business
letters he received from his oil company as a reference to develop
business English. The western oil company wrote to its distributors
in highly-effective English. In this way, he learned business English.
He was mocked by others for his poor communication in English,
yet he continued learning English till he gained English proficiency.
Thus, he worked independently to expand his business and develop
his relations in India and across the world.
Badrinarayanji had no technical or research background. He dis-
covered the enterprising spirit within him. His biggest accomplish-
ment was setting up Mahyco, which is based on the foundation of
scientific research. His innate abilities were key to his success. He
was aware of the importance of innovation and progress, needs of
farmers, geographical conditions, and the available opportunities in
the market. In addition to having marketing skills, one must be able
to identify the needs of the target customer and respond to them by
offering high-quality products. Empowered with such knowledge,
he set out on his business voyage. He brought excellent researchers
and experts to Jalna. The entire country was the land of his destiny,
yet he wished to make Jalna its centre. He succeeded in making it
happen.
Badrinarayanji has shown strong commitment and support to
public welfare activities. He has championed many social causes.
In 1962, while JES College was being built, people had to cope
with various problems. Many temporary arrangements were made.
Teachers were given two rooms of Rashtriya Hindi School to con-
duct lectures. However, the construction of JES College stopped at
the plinth stage owing to unavailability of asbestos sheets for roof-
ing. The sheets weren’t available in the market because most of the
supplies were sent to the Indian army during the Indo-China war. As
the head of the construction committee of JES College, Badrinaray-
anji was responsible for most of the work. Seth Bansilal facilitated
the funds to build the college. The amount allocated to buy the
sheets was not enough. It was difficult to raise funds immediately

Jalna Icons / 33
to make a full payment for the sheets. After Shri Nagbhushan of
Aurangabad arrived in Jalna, he surveyed the construction site. He
learned about the unavailability of asbestos sheets. On the very next
day, he sent two trucks of asbestos sheets to the construction site.
The college was in no condition to make a full payment, yet Shri
Nagbhushan co-operated and provided the sheets. Seth Rustomji
Jalnawala supplied the iron required to support the sheets. All prob-
lems were sorted out in eight days; the construction progressed as
planned. Latifbhai of Hind Welding Works, Jalna, shaped the steel
to make fittings for the roof and fixed it at no cost. Students gave a
helping hand to lift the sheets over the rooms. Thus, the roofing job
was completed in a day. Not a single sheet was damaged! The col-
lege became a symbol of the power of unity. If one determined hand
rises to an occasion, many hands join it and become a fist of steel
capable of accomplishing even the most difficult task.
Shri Ganapati Netralaya is the outcome of Badrinarayanji’s self-
less concern for others. He knew that there was a general tendency
among the rural folk to neglect their health. He was also aware of the
inconveniences caused due to the lack of good and reliable medical
facilities in rural areas. In 1987, he underwent a similar experience
after he contracted cataract. The facility to perform laser surgery
to treat cataract was then available only in two hospitals of which
one was in Mumbai and the other was in Chennai. After receiving
the treatment, he realized it was a fairly quick procedure.
This touched the humanitarian chord within him. A
year and a half later, on 31 December 1992, a
fully-equipped Shri Ganapati Netralaya
was opened to the public. This was
the first high-tech hospi-
tal in Marathwada to
provide a compre-
hensive range of eye
care services. It was
built on 7.5 acres of
land granted by the
state government
for a token amount.
It now occupies an
Jalna Icons / 34
expansive area of 1,75,000 sq. ft.
Badrinarayan Barwale College is another of his invaluable con-
tributions to the society. In 1996, the Mahyco Research Foundation
took the incentive from Padma Vibhushan recipient Shri Govindb-
hai Shroff to start Badrinarayan Barwale College. The college was
established with the vision of providing the high-quality education
to students. Among the subjects taught at this college are Biotech-
nology, Microbiology, and Computer Science.
Golden Jubilee School, an English-medium school, is another of
his ambitious projects for making quality education accessible to the
children of Jalna. GJS is situated within city limits and spans across
35 acres of spacious landscape. Usha. B. Zehr, his daughter, is the
school’s administrator. Under her guidance, GJS aims to promote
the moral, physical, and intellectual development of its students.
The school’s unique educational system encourages the develop-
ment of communication skills, and independent and logical thinking
among its students. It is a one of its kind school in Jalna based on
the CBSE model and offers nursery through class 12. Its mission is
to develop well-rounded students.
Shri Barwale’s is a man with a grand vision, who inspires awe
and wonder through his conversations and ideas. He finds the pres-
ent generation of youngsters to be very promising. He recalls the
days when one had to wait for hours to speak on the telephone and
international mail took months to deliver. He considers the advances
in present-day communication systems to be of great importance.
He sees advancement as a continuous process. He cannot stand the
gloomy outlook of others. He says that the new generation is adapt-
ing to new systems. He says, ‘We need to change according to the
needs of our country. The success of Green Revolution was a land-
mark achievement for us. The farmer of today is changing and mov-
ing towards alternative crops. This is the indication of progress.’
….....
Shri Badrinarayan Barwale, Mahyco, Dawalwadi, Jalna
lll

Jalna Icons / 35
1 Jalna Stock
Exchange!
In 1998, a youngster from Paresh N. Runwal
Jalna walked into the office of
Mumbai is the economic
the renowned brokerage firm,
hub of India where the
Motilal Oswal, to get a sub-bro-
NSE and BSE account for
ker terminal. Although he ap-
a majority of the trading
peared to be quite young, he was
volume in the country.
a qualified CA with a fairly good
Adinath Stock Broking Pvt.
knowledge of stock trading. He
Ltd. in Jalna has emerged
spoke with great confidence
as the only independently-
on the subject of stock markets
operated brokerage firm
and discussed the potentiality of
outside of Mumbai that has
commodity markets. However,
the membership of several
his request was turned down.
exchanges. Its founder is
The persistent youth did not give
Paresh Runwal. The story
up. He went to the office of an-
tells of how he carved his
other leading brokerage house,
own future in the stock-
MSKI (now Sharekhan), to meet
trading business.
its CEO, Tarunbhai Shah. In the
talks that ensued, he expressed
his interest to work as a sub-broker and also spoke at length on
commodity markets. Mr. Shah probably saw a spark in the
youth. Without brushing aside their discus-
sions, he agreed to grant the youngster
a sub-broker terminal. He also
shared a few words of wisdom
and caution with the youth.
Thus, he entered the world
of stock trading. Today,
he is best known as the
founder of Adinath Stock
Broking Pvt. Ltd.
The youth’s name is
Paresh Runwal. He is the
Jalna Icons / 36
son of Shri Nemichand Runwal of Jalna, the owner of the well-
known company, Hastimal Shantilal & Company. Shri Nemichand
has proven himself to be a successful businessman by managing an
oil mill and the business of kirana goods. Paresh was born on 27
November 1973 in his grandparental home in Vaijapur. He majored
in Commerce at JES College and topped the class 12 board exams
in accounts with a 99% score. His mother, Smt. Satyavati, expected
him to become as successful as Madhu Bhakkad, a then prominent
CA of Jalna. Paresh wanted to live up to his mother’s expectations.
Paresh planned his career path wisely. He wanted to major in
Commerce from Pune’s BMCC College. He left for Pune with his
friend Ritesh Saklecha. While they were on the way to BMCC Col-
lege, they came across Symbiosis College. Charmed by its campus,
they promptly decided to apply to Symbiosis College. After enter-
ing the premises of the college, they noticed a very long queue of
applicants. To put an end to the uncertainty of getting admitted to
Symbiosis, they met the principal of the college, Smt. Veena Yadav.
Impressed by Paresh’s score, she gave him special preference to
grant him admission to Symbiosis. After completing the procedure
for admission, they went to Hirachand Nemchand Digambar Jain
Hostel. Surendra Gandhi, the rector of the hostel, was known as a
strict disciplinarian. He had once rusticated the director’s nephew on
disciplinary grounds. Paresh had to make several attempts to win the
rector’s confidence before he gained admission to the hostel. Thus,
he embarked on his academic journey.
In 1996, a change in rules allowed students to pursue a CA founda-
tion course and a B.Com. degree concurrently. Paresh was delighted
as he never intended to spend five years in education. He joined the
CA foundation course. He took lessons from Shri Zhavre, who was
a stern man and an excellent teacher. Paresh was studious, but he
was also shy by nature owing to his rustic Marathwada background.
He was good at his studies. This gradually boosted his confidence.
He soon became a front runner from a backbencher. Paresh rarely
liked to be disturbed while he was studying. He wanted to avoid the
distractions of his many friends at the hostel. He took special efforts
to get permission to study in the library of Pune University. He spent
most of his time studying in the quiet of the library. Taking notice

Jalna Icons / 37
of Paresh’s sincere efforts, R. Surendra Gandhi relaxed the hostel’s
timings for him by issuing him a special pass. In the period 1996
to 1998, Paresh earned his B.Com., M.Com., and CA degrees. The
way in which he managed his studies is commendable.
Paresh returned to Jalna in 1998. He became obsessed with open-
ing a Colour Lab ¬– a facility not available in Jalna back then, but
his plan was strongly opposed by his parents. They could not toler-
ate the fact that their son, who was well-qualified to be a CA, was
planning to enter the business of photo printing. However, he stuck
to his decision and bought a second-hand machine worth 17 lakh
rupees from Singapore to set up Photofine Colour Lab. His project
was funded by his generous grandfather of Vaijapur. Paresh says,
‘The help received from others is definitely important, but the help
received from the family proves to be more useful.’ The colour lab
did good business. To cope with the heavy workload, the machines
had to be run for 24 hours by operators, who worked in shifts. The
success of the lab prompted him to open another lab in Old Jalna.
He later started a third lab in Barhanpur, which was the hometown
of his brother’s in-laws. It was in this period that the previously
mentioned meeting between Paresh and Mr. Shah took place, and
his career took a new turn.
Paresh knew the ins and outs of the share bazaar business. After
he got a sub-broker terminal from Sharekhan, he started to work in
Jalna. After working for three and a half years with Sharekhan, his
business dealings with Sharekhan started to increase. He looked for
other options. He entered into a business tie-up with Bonanza Portfo-
lio Ltd. Sharekhan offered him membership of NSE for five lakh ru-
pees in 2001, but he turned down the offer as it was quite expensive.
Instead, he opted for membership of BSE and NSE through Bonanza
Portfolio Ltd. After 2003, Paresh started specializing in commod-
ity broking and providing related products and services. This was
Paresh’s long-held dream. On 24 September 2003, he obtained the
NSE Commodity Exchange Course Certificate. To capitalise on his
immense knowledge of the subject, he was inducted into the NSE
panel to formulate the guidelines for commodity broking.
Gradually, Paresh became a stock-broker by acquiring the mem-
bership of recognized stock exchanges. He is now a broker for mul-
Jalna Icons / 38
tiple institutions, including BSE, NSE, MCX, NCDEX, MCX-SX,
CDSL and USE. According to CRISIL’s Broker Grading, Adinath
is rated as a competent brokerage firm. Adinath is perhaps the only
brokerage house outside Mumbai that has the membership of sev-
eral exchanges. A humble setup of two computers has today become
a full-fledged enterprise to provide quality services to investors.
Paresh is the go-to person on the nitty-gritty of stock market and
the mathematics of turnovers. Paresh has navigated Adinath through
the turbulence of share and equity markets by virtue of Risk Preven-
tive Management. While commenting on those who failed in the
business, he says, ‘They came, they erred, and they sank!’ The ex-
change business is monitored by SEBI. Paresh adheres strictly to the
regulations set by SEBI in his dealings with clients. One of the most
important rules laid by SEBI that he has abided by is of not crossing
the permissible ‘limit’. Even if the investor is a family member, the
business is done strictly according to the rules. There is no room for
a credit system, whoever the client may be. Paresh cannot stand late-
ness on working days. He recalls the time the market crashed after
BJP got a drubbing in the elections and Congress came to power.
Stockbroker’s limits were then curtailed on a nation-wide scale.
However, Adinath was doing good business owing to the growing
demand for inexpensive shares for which people literally queued up
with ready cash! Paresh made some blunders on that day but they
weren’t too serious; however, he took it as a learning opportunity.
His firm presently oversees the business of 110 terminals. The busi-
ness of each of Adinath’s terminals is connected to a single server.
Paresh carefully supervises the entire business. This demanding
business is run by Adinath from morning 9 o’clock till midnight.
Paresh provides a liberal environment in the office to enable
his employees to cope effectively with the stressful business. The
employees are not overburdened with any targets, and therefore,
they do not have to call clients repeatedly to pursue them to make
investments. Paresh values his clients greatly. He does not believe
in misleading or sweet-talking his clients to make investments. He
says that clients should be given the freedom of choice to make in-
vestment decisions. He considers trust as a key factor for retaining
clients.

Jalna Icons / 39
 Paresh attributes his success to his grandfather and parents. He
says that he has learned from them to observe discipline in his life
and business. He gives utmost credit to the stock market software
he uses as part of his long-term strategy. It is a highly responsive
and effective application that allows him to monitor and handle the
business on multiple fronts. Very few companies have this piece of
software. He says that it is a very reliable tool to safeguard the in-
terests of his clients. The price of the software is 70 lakh rupees and
its AMC is seven lakh rupees! Paresh takes great care to maintain
the KYC (Know Your Customer) of nearly 3000 clients. He plans to
digitize this information when his customer count reaches 5000. A
single KYC can contain nearly 40¬ to 50 pages. The broker is held
responsible for any discrepancies related to the KYC.
In addition to managing Adinath Stock Broking Pvt. Ltd., Adi-
nath Commodities, and Photofine Colour Lab, Paresh oversees the
operations of a newly found ginning mill in Gundewadi, Bhumi Cot-
ton Pvt. Ltd. As soon as the licensing policy for new private ginning
factories came into effect, a farsighted Paresh started the ginning
mill. The mill is running successfully. In order to extract oil from
seeds that are expelled in the ginning process, he has started an oil
mill under the banner of Runwal Industries in MIDC area.
This farsighted, resourceful, and 38-year-old young man has

Jalna Icons / 40
made an annual turnover of 8000 crore rupees. By using his forecast-
ing abilities to take decisions and by executing his plans expertly, he
has revived the identity of Jalna as the cradle of wealth and fortune.
He plans to build a new office, which will have all the facilities, in
a large plot in MIDC by the end of this year. While pursuing Risk
Management and leading his companies, he sticks to one principle:
it is not the strongest species that survive, nor the most intelligent,
but the one most responsive to change.
As a person who is responsive to the changing times, Paresh
Runwal has grand plans to expand his business, but his business
headquarter will be only in Jalna!
….....
Paresh Nemichandji Runwal
Adinath Stock Broking Pvt. Ltd., Runwal Complex,
New Mondha, Jalna
lll

Jalna Icons / 41
2 The Grand
Vision
“Our mission is to make Dr Sanjay Rakh
all medical treatments accessible
even to the most common man of Dr. Sanjay Shankarrao
Jalna District. We have succeed- Rakh is an eminent figure
ed in offering highly-effective in the medical circles of
healthcare solutions for diagno- Jalna. He is committed
sis, prevention, and treatment to provide the latest and
of various diseases. We have finest healthcare facilities
tackled big financial challenges to the people of Jalna. He
to introduce the latest technolo- is a man of vision who
gies into the hospital on several works very hard to fulfil
occasions. I am now chasing a his dreams, but regard-
dream envisioned by my mother less of whether they are
of setting up a cancer hospital in related to the medical
Jalna along the lines of Tata Me- or the social fields, the
morial Hospital, Mumbai. I look common man is always at
forward to the day when God their epicentre.
grants me that power…” These
are the words of Dr Sanjay Rakh,
who oversees the administration of Deepak Hospital, a well-known
hospital located in town hall area of Jalna. He belongs to the second
gener- ation of the hospital’s administration.
The hospital has made incredible
progress under Dr Sanjay’s
leadership.
A huge river
originates from
small streams. The
Rakh family too
made a small be-
ginning when they
began their journey
through the world of
Jalna Icons / 42
healthcare. Dr Shankarrao Rakh embarked on his medical career on
8 December 1963 by starting a hospital in Mutha building, Jalna. In
March 1964, he started a general hospital in Laxmi building where
he offered his services for four years. He later moved to a spacious
hospital in Jalna’s town hall area. The hospital was fully-equipped
with a range of facilities, including an operation theatre, maternity
ward, an x-ray facility, and a high-tech laboratory for performing
clinical tests.
While this progress continued under Dr Rakh’s able headship,
new developments were taking place on the family front. Sanjay
was born on 16 October 1965. He attended Saraswati Kindergarten
till class 2 and went to a boarding school in Nasik till class 5. There-
after, he acquired education at Dr Antonio D’Silva High School in
Mumbai. He got admitted to Jalna’s JES College where he pursued
higher secondary education. He earned his MBBS degree in 1988
and MS degree in 1991 from Government Medical College, Aurang-
abad. Later, he left for Mumbai to pursue a career in healthcare. He
was offered a job by a famous hospital in Mumbai, but he worked
there for a very short period. Determined to provide medical ser-
vices to the people of his hometown, he quit his job and returned
to Jalna. He received the support of his wife Dr Anuradha Rakh,
who was a paediatrician by profession, to start a Surgical Dept. and
a Paediatric Dept. in 1993. The surgical facility developed fully in
1995. They started two Intensive Care Units (ICU) and a Sonogra-
phy facility in 1996. Later, they started a high-tech store in the prem-
ises of the hospital, which was open to customers 24/7. The store
became popular for offering reasonably-priced medicines. Deepak
Hospital currently has nine specialized departments for diagnosis
and treatment of its patients: Obstetrics and
Gynaecology, General Surgery, Paediatric,
ENT (Ear, Nose and Throat), Radiology,
Medicine, Orthopaedic, Anaesthesiology,
and Pathology.
When he was returning to Jalna from
Mumbai, he dreamed of a fully-equipped,
self-sufficient, and state-of-the-art hospital
in Jalna. His dream was gradually becom-

Jalna Icons / 43
ing real. In 2006, it appeared in its most impressive form as a brand-
new and grand complex.
“A hospital is more than just a counselling or treatment centre
for doctors and their patients. It is a shrine of health and vitality.
A part of patient’s illness should disappear as soon as the patient
steps in this temple. After entering, the warm and welcoming re-
ception of Deepak Hospital evokes confidence. The spacious and
huge waiting halls on each floor inspire a positive and open-minded
attitude towards life. A patient immediately experiences a feeling
of betterment and relief when consulting a doctor,. There are cam-
eras installed almost everywhere to ensure safety and security. The
fully-computerized business and billing leave no room for doubt or
speculation regarding the patient’s treatment.” Dr Sanjay describes
his accomplished dreams before our very eyes.
Dr Sanjay is reasonably proud of the hospital’s services. A
team of highly-experienced doctors available 24/7, an Emergency
Dept., and a Neurosurgery facility for performing complex brain
surgeries, are ready with the most modern medical equipment to
treat patients. The Dept. of Radiology has diagnostic imaging ser-
vices such as Open MRI, Spiral CT Scan, Colour Doppler Test, and
Digital X-ray to visually identify and treat diseases. The Open MRI
facility affordably priced at 2000 rupees and within the reach of all
sections of society, is a feather in the hospital’s cap. The hospital’s
Dept. of Medicine supports facilities for 2d Echo, Colour Doppler,
Stress test, etc. The Surgical Dept., and the Doppler and Sonography
facilities are adjacent to the Maternity Dept. having two maternity
rooms to ensure that prospective mothers get proper treatment. The
up-to-date Orthopaedic Dept. deals with accidents, fractures, spinal
disorders, and bone diseases like osteoporosis and arthritis. Deepak
Hospital is the first hospital in Jalna to start an ICU with 19 beds. It
is also the first hospital to introduce facilities for bronchoscopy and
surgery of cancer in Jalna. Additionally, the hospital has an Infertil-
ity clinic, and a Urology dept. for treating diseases related to the
urinary tract such as kidney stones.
Dr Sanjay has strived hard to make every possible medical
service available to the people of Jalna. He has recently set up the
Cardiac Cath Lab with high-tech imaging equipment where lifesav-
Jalna Icons / 44
ing procedures such as coronary angiography and angioplasty can
be performed on heart patients.
Among the hospital’s vital services is the Neonatal Intensive
Care Unit (NICU), which specializes in the treatment of critically
unwell and premature newly-born infants. It integrates a host of
modern facilities, including eight radiant warmers, phototherapy,
and monitoring systems. Even the previously inaccessible neonatal
ventilator facility meant for infants, for which people headed to
other metropolitan cities, is available at Deepak Hospital. The hos-
pital has a Nursing Mother’s Room to assist mothers in feeding milk
to their children. It also has a Paediatric Dept. Deepak has no dearth
of medical services and addresses every possible inconvenience of
its patients.
There is an advanced operating theatre adjoined by the pre-oper-
ative and post-operative holding areas on the third floor of the hospi-
tal. Modern sterilization equipment, central AC, epoxy-coated walls
for an aseptic environment, superior operating theatre lights, and
the emergency generator facility, exemplify the high standards of
healthcare services maintained at Deepak. Another of the hospital’s
essential services is the Mobile ICU for monitoring, sustaining, and
safely transferring critical patients to other hospitals for providing
special medical care and treatment. The vehicle is integrated with an
artificial respirator (ventilator), defibrillator, oxygen and monitoring
facilities. A team of paramedics and nurses is put on standby for this
‘ICU on wheels’.
These all are the technical aspects. What is Dr Sanjay’s outlook
towards these developments? Dr Sanjay is carrying forward the
legacy of healthcare inherited from his parents. His social awareness
stems from his parental upbringing. While he is fully aware that a
doctor’s profession is highly revered by society, he is equally sensi-
tive to the difficulties and hardships faced by some sections of the
society. Asked what is his recipe for success, he replied, “I attribute
my success to the blessings of my parents and Deepak Hospital’s
dedicated team of doctors, nurses, experts... in fact, the entire team
of Deepak. This was hardly possible without their valuable contribu-
tion.”
Dr Sanjay Rakh shares two incidents which show his genuine
Jalna Icons / 45
concern for people.
The first incident took place when Dr Sanjay was pursuing his
MS degree from Government Medical College, Aurangabad. When
he was returning to Jalna from Aurangabad, 4–5 people escorting a
boy stopped his car near Shekta. They said, ‘Mulala pan lagla aahe’.
At first, Dr Sanjay did not understand their local parlance. They
actually meant that the boy was bitten by a snake. After Dr Sanjay
realised this, he quickly huddled them in his car, and his wife Dr An-
uradha took the wheel. As they approached Chikhalthana, Dr Sanjay
sensed the boy’s pulse was weakening. Immediately, he performed
mouth-to-mouth resuscitation on the boy. By the time they reached
Ghati, Dr Sanjay realised that the boy’s heart was failing him. After
they reached Ghati Hospital, he immediately started treating the boy
by massaging and giving him injections. He handed over the boy
to the hospital’s doctors for further treatment. Days later, after Dr
Sanjay had forgotten the incident, a woman rushed towards him,
fell down at his feet, and said, ‘Doctor, my son was saved because
of you...’ She couldn’t stop reiterating how thankful she was to the
doctor. Dr Sanjay was nothing short of a God-man for that woman!
The second incident concerns an 18-year-old girl from a place
near Sindkhed-Raja. The girl was pregnant, but unfortunately her
uterus had ruptured in her abdomen. Because there were no medi-
cal facilities in Sindkhed-Raja, her relatives brought her to Jalna;
however, nobody in Jalna was ready to handle the case. They ap-
proached Dr Sanjay. The girl’s case was complicated and life-
threatening. The diagnosis revealed that the baby had already died
following the uterine rupture and the girl had a very slim chance of
surviving. Removing her uterus was the only way to save her. The
relatives gave their approval to conduct the operation and accepted
the responsibility of any eventuality. Dr Sanjay performed the
complex operation expertly. He was successful in saving the girl.
Dr Sanjay approached her after she recovered. It was necessary to
inform her about her condition. After he disclosed that the child had
died, the girl was grief-stricken; however, when he told her that she
could no longer bear children, an agonizing expression marked the
girl’s face. This heart-stirring experience disturbs Dr Sanjay to this
day. Although he saved the girl, he regrets deeply at his helplessness

Jalna Icons / 46
to rescue her from the catastrophic loss. There was nothing the doc-
tor could have done for the girl except for praying to God.
Dr Sanjay tries to find time from his busy schedule for social
activities. Besides giving his time to various banks, and educational
and medical institutions, he is at the forefront of organising commu-
nity events and programmes like Jalna Ganesh Festival. He consid-
ers the entire staff of Deepak Hospital as his extended family. He
tells, ‘It is not possible to obtain anything worthwhile in life without
dreaming and working hard to fulfil the dream.’ Five years ago, he
fulfilled his grand dream of a fully-equipped multispecialty hospital
in Jalna. His next plan is to fulfil his mother’s vision, which was
born from compelling reasons. Her father had pancreatic cancer, but
the family was financially challenged to provide him adequate medi-
cal treatment. He died an excruciating death in Mumbai’s Tata Hos-
pital. This motivated Dr Sanjay to take up the challenge of starting
a hospital for treating cancer patients. His other dream is to develop
an old-age home and an orphanage in one place. There are two rea-
sons behind this: Firstly, the children who are deprived of parental
love will receive the guidance and affection of elders; Secondly, the
elders, who are abandoned by their children, won’t feel lonely or
depressed in the company of youngsters.
The city is extremely fortunate to have selfless and caring people
like Dr Sanjay Rakh, who pursue dreams for the well-being of its
residents and work hard to make them a reality.
….....
Dr Sanjay Rakh
Deepak Hospital, Near Town Hall, Jalna
lll

Jalna Icons / 47
3 Disciplined
Upbringing
The first ten years of Vishakha Deshpande
childhood are the formative
years for a child’s development. A value-based education
In the first five years, a child’s system for holistic child
mind is akin to potter’s clay. development is the real
It is very receptive to learning need of the hour, but most
new skills and developing new schools are overlooking its
habits. This is precisely when a importance. As a result,
value-based study program can children in relatively small
do wonders to the child’s over- cities like Jalna are de-
all development. However, the prived of good schooling.
commercialization of education The insensitive educational
has coldly turned its blind eye to scenario finally motivated
these concerns. This drove Mrs. Vishakha to establish the
Vishakha Vinaykumar Desh- Balvihar Sanskar Kendra.
pande to take action. In 1996, As a proactive woman spir-
for the sole purpose of provid- ited by a social cause, Mrs.
ing children a solid foundation Deshpande skilfully passes
through value-based education, on the legacy of disciplined
she started the Balvihar and positive upbringing,
Sanskar Ken- gifted by her mother, to the
dra in her city’s children.
house
itself.
If you ever travel by Kacheri Road in
the early morning hours, keep your
ears open to the Saubhadra build-
ing, opposite the house of a law-
yer Mr. Jafrabadkar. You hear
the sounds of children reciting
poems and multiplication
tables, coming from atop the
building. Your guess is right;
Jalna Icons / 48
however, this is more than just a regular school.
As you walk up the staircase of the Saubhadra buiding, you
glance at the boards–‘Parijat’, ‘Gulab’, ‘Sadabahar’, ‘Angels’, and
many others. You soon discover them to be different classroom
names. The classrooms are occupied by children aged 3–5 years,
studying in Marathi and English mediums, attentively scribbling
on their slates. Growing under the watchful eyes of Mrs. Vishakha,
you will immediately find these kids appealing. Unlike other school
kids their age who generally indulge in mischief, these children are
busy in number recognition, alphabet recognition, studying general
knowledge, and drawing.
Vishakha was born at her grandparental home in Hyderabad.
Her father, a deputy collector, during his service, was transferred
to many different places in Marathwada. Thus, Vishakha received
schooling from Osmanabad, Parbhani, Latur and other cities. In
1977, when her father was deputed in Parbhani, she was married
to Jalna’s Vinaykumar Deshpande. After spending fifteen years in
family life and raising kids, Vishakha began mulling over the idea
of a ‘Sanskar kendra’. In the meantime, she also birthed a second
‘medically special’ child. While raising the boy, she discussed her
plans to start the Sanskar Kendra with her husband which received
his full support. They enthusiastically advertised the opening of the
school, and Vishakha received enrolments of nearly twenty-five

Jalna Icons / 49
children. The school kicked off and there was no looking back.
In the beginning, the school syllabus wasn’t pre-planned and it
was neither based on a conventional teaching outline. Vishakha’s
vision was to impart discipline and value-based education to chil-
dren. In the first two months, children were taught to sit in a row,
and to neatly line up their footwear. They were also given lessons
for behaving well at home. Gradually, they were taught basic let-
ter and number recognition skills. Vishakha never encouraged rote
learning. It was not compulsory for the children to know the count
to 100. They were expected to learn to count from 1 to 20, and to
correctly identify any of these numbers whenever questioned. A
similar rule applied to alphabet recognition. In time, the children got
accustomed to periodic tests which helped assess their comprehen-
sion skills and intelligence quotient. Vishakha found the test results
most useful in her discussions with parents.
New activities were being introduced as the school steadily took
shape. The regular morning prayers were followed by a drill. For
two-days a week, Vishakha engaged the children in age-appropri-
ate activities such as drawing and craft to encourage creativity. The
children picked up new skills like chanting of shlokas, Maruti stotra,
and Ganapati stotra. They also developed the etiquette of chanting
the prayer ‘Vadini Kaval Gheta...’ before taking meals. Vishakha
had successfully created an educational and disciplinary environ-
ment that promoted good manners. This was truly a ‘Sanskar’
school. Parents noticed the change in their children, and Vishakha
received a likewise response from them.
Vishakha’s road to success wasn’t very easy. It was a big chal-
lenge to train children from different economic, social, and cultural
backgrounds. However, Vishakha succeeded with her flair for teach-
ing and handling children. In just a few years, there was a noticeable
increase in student numbers. Vishakha alerted herself. She never
intended minting money by packing classrooms. Implementing the
policy of ‘first-come, first-served’, she accepted only the first two-
hundred admissions which simplified further planning. The children
were sorted into different classrooms on an age-wise basis. In due
time, new teachers joined the Sanskar Kendra which required a
reasonable increment in fees to pay off their salaries, but this was
Jalna Icons / 50
little compared to the quality of value-based education the children
received.
The school had firmly established itself, and many advised
Vishakha to develop the school even further and offer education at
least up to 5th class. However, Vishakha ignored these suggestions.
She neither wanted to expand the school, nor avail of any govern-
ment grants. Vishakha consistently defended her vision of running
a highly-efficient school and creating a new generation of morally
sound and well-groomed individuals.
During this period, Vishakha gained many new experiences. In
an existing ill-mannered society, she had the courage to teach good
manners and discipline to a new generation. She says, ‘Nowadays,
parent’s everywhere often grumble that their children never listen.
However, the fault lies with the parents. It is alright to praise chil-
dren, but don’t get excessively lenient with them or pamper them.
Get them used to denial…’ In this school two punishments are mete
out to children. The first punishment is a delay of ten minutes in
mealtime, and the second one is standing on the seat. It isn’t all work
and no play in the school. Here the children celebrate all Indian fes-
tivals with great joy and enthusiasm. The partition between adjacent
halls is removed to create a large hall and everyone gathers to cel-
ebrate Sankrant, Daserra, Diwali, birth anniversaries of great fig-
ures, and many other important festivals. Thus, the rich and valuable
legacy of Indian traditions is skilfully passed over to the children.
There are certain expectations from the parents too. The children
spend three hours in school, and the remaining 21 hours they are at
home or with their parents. Is it possible to guide them in 3 hours
on how they should behave for the next 21 hours? Therefore, par-
ents also need to actively co-operate for the child’s disciplining and
development. Vishakha is confident that if the parents take a little
effort, they can bring considerable positive change in their children.
In her seventeen years of the school’s administration, Vishakha has
also made some relevant observations. She strongly opposes the
semi-English medium of education and advises parents to educate
their children in either Marathi- or English-mediums, at least up to
5th class. Later, they may opt for semi-English medium of educa-
tion, because by then the children reach the required intellectual
Jalna Icons / 51
maturity.
Children are innocent and unpolluted by worldly needs. They are
happy in their own world. They enjoy frolicking with their peers.
The upbringing and education received in their first ten years serves
them as a foundation for a lifetime. Vishakha is now looking for a
large area near the school’s premises. She believes a playground
where the children could indulge in outdoor sports will further en-
hance their development.
Vishakha’s vision embodies what the great philosopher Aristotle
once said, ‘Educating the mind without educating the heart is no
education at all.’ ….....

Vishakha Deshpande
lll

Jalna Icons / 52
4 A Recipe for
Balvihar Sanskar Kendra, Sub-
hadra, Kacheri Road, Jalna
Success
Priya Pramod Joshi
“I recall the days when
Priya had no idea that her
casual cooking for a neigh-
my mother asked for help in the
bour would one day lead
kitchen and I would slip away
to a serious business. With
to my friend on the pretext of
her husband’s business ap-
studying. I hardly helped her to
proach, she started serving
sift the pulses. Any household
to local food orders and
chore was never my cup of tea.
thus gave birth to Ruchi
Instead, I preferred wandering
Products. The following is
with my friend. However, things
the story of Priya’s mouth-
changed after marriage. My hus-
watering journey.
band, a food-lover and a fairly
good cook, enjoyed eating rich
and savoury dishes. At times, noticing my boredom he cooked the
food himself, but this really discomforted me. It was after all my re-
sponsibility to keep him happy. Then, I started preparing dif-
ferent food items. Thus, I developed
an interest in cooking and finally
entered the food business” says
Priya Joshi, head of ‘Ruchi’
whose food products are
in high demand in Jalna’s
markets. The business
operates from a small
house in the Bhagyana-
gar area of Old Jalna.
Priya starts her busy
gastronomic affair
by tucking her
saree’s fold in the
waistline. Under
her direction,
Jalna Icons / 53
her cooperative female associates prepare various food items to
satisfy the insatiable appetite of food-lovers!
In the past, womenfolk would come together to prepare papads,
kurdai, pickles, kharodya, and many food items. It was a common
practice in villages as well as big cities. The wide assortment of only
papads included sago (sabudana) papad, jowar papad, wheat-extract
papad, udad papad, moong papad and many other varieties! In time,
the papad-making practice almost disappeared leaving behind a
potential market for papads and pickles. Is an Indian meal complete
without some crispy and spicy accompaniments? Thus, many com-
mercial initiatives sprung up to cater to these demands, and Jalna’s
Ruchi Products also forayed into food business.
Priya’s hails from Khamgaon. Her maiden name is Ranjana
Prabhakar Kulkarni. She duly completed her education and gradu-
ated with a B.Com. degree. In 1990, she was married to Jalna’s
Pramod Joshi. Encouraged by her husband’s support, Priya applied
for an external MA degree program and got her Master’s degree in
Social Work.
In 1996, Priya started receiving orders for the food items she
had prepared on the occasion of her daughter’s birthday. This was
truly the dawn of Priya’s culinary journey. In those times, they
were staying in a traditional mansion (wada) of Old Jalna. Which
had 10–12 houses. In the beginning, Priya prepared potato papads.
Many people liked her potato papads and started requesting for
them. Finally, Pramod’s persuasion and encouragement pushed her
to carefully package the papads and sell them. This received a good
response and her papads sold off in no time. Slowly her products
started moving out of the mansion. More orders started coming in
from nearby homes and fulfilling them became a tiring experience
for Priya. Priya became fairly ambitious and decided to offer more
products. Alongside papads, she also started preparing puffed jowar,
amaranth (rajgira) flour and many other food items. She received
regular orders for nearly 10–12 different products. Priya decided to
take her venture a step further. She began marketing her products.
She approached shopkeepers and requested them to stock her prod-
ucts to which many agreed. She now started paying more attention
to the packaging.
Jalna Icons / 54
 Priya was becoming aware of the nitty-gritty of the business. She
registered her small-scale industry with the SSI, and also acquired
the mandatory food licence from the Food and Drug Administration.
The brand name was aptly named as ‘Ruchi’ and its products started
showing up in many stores.
Priya was off to a flying start. She further diversified her prod-
uct line by adding fasting items prepared from baghaar, sabudana,
groundnuts, potatoes and rajgira. The potato papads and sabudana
papads became Ruchi’s specialities. Sun-dried preparations like
kurvadi and kharodi were also being produced. Ruchi Product’s
now offered various items, including wheat papad, rice papad, jowar
papad, rajgira ladoo, rajgira cake (vadi), chilli pickle, lemon pickle,
and mango pickle.
Priya’s earnings boosted her confidence and thus her creativity,
but there is no gain without pain. Priya had to brave the challenges
and uncertainties of a business. Except for some familiar shopkeep-
ers, many others rudely snubbed her. Some retailers refused to carry
her products whereas some haggled for unreasonable rates. Priya
even had to bear unpleasant remarks such as ‘Your products have no
buyers’ and ‘The product’s packaging is inferior’. Some shops that
did keep her products simply put them aside, and so they were never
sold. Priya had to bear the loss of throwing away the expired goods.
These were testing times for Priya, and she underwent many bitter
experiences. There were also others who kindly helped her on the
grounds of being a hard-working woman, but most other times she
faced difficulties. Priya bought wholesale cereals, sago etc. from big
markets as it was affordable, but when short of cash just by 40–50
rupees, she had to return home, manage the money, again reach the
market, and buy the goods. However, those days of inconvenience
are over. Nowadays, a purchase worth 20–25 thousand rupees can
be made with a single phone call. In fact, if a purchase isn’t made for
several days, the trader himself makes a follow-up call.
Priya was often posed with sexist queries. ‘Is you husband unem-
ployed?’ ‘Has he lost his job?’ ‘Did he not receive his dues?’ They
seemed to undermine a woman’s abilities and potential. Necessity
is not the only reason for a woman to take up a business initiative!
When Priya went out for door-to-door sales, she had both encourag-
Jalna Icons / 55
ing and discouraging experiences. Whenever she was disheartened,
she recollected her positive experiences and put her mind to work.
Priya once availed a loan from SBI for bulk purchasing which
soon expended owing to unfavourable market conditions. When the
payment of instalments stopped, the bank issued an inquiry. Mr.
Shegonse was the branch manager. He gently investigated the mat-
ter. He gave his guidance and moral support. He offered some valu-
able suggestions for the packaging. He advised hiring a salesman for
field sales and marketing, setting sales targets, and provided useful
business tips. As the conditions improved, Priya was able to repay
the loan. Priya gratefully acknowledges the help received from Shri.
Doiphode and Shri. Joshi of Zilla Udyog Kendra. Mr. Doiphode had
apprised Priya of the loan facility and also helped her secure the loan
for buying new machines and building production units. She also
expresses her gratitude towards the Parivar’s supermarket chain in
Jalna, for extending support and putting efforts to sell her products.
In the course of these events, Priya attended training programmes
conducted by Zilla Udyog Kendra at Aurangabad, Parbhani, and
Jalna, and thus applied the skills in her business. She was invited
by Zilla Udyog Kendra to conduct training and share her experience
with the trainees. In fact, in the last couple of years she conducted
several training-programmes aiming to empower women for finan-
cial freedom. Alongside training for the production of puffed rice,
flattened jowar (poha), popcorn, juices, and jams, she also trained
the women for vermicomposting (Gandul Khat Nirmiti).
Priya’s business has grown to the scale of Jalna city. It would
not be an exaggeration to mention that each household in Jalna has
tasted at least one of Priya’s products. Priya still has bigger plans to
develop her business. Any business demands certain adjustments,
self-control, cool temperament, and a sweet tongue, and Priya has
definitely perfected the art. She agrees that one must learn to deal
and cope with all types of people, be they young or less-intelligent,
for the sake of business. She clearly indicates her lofty ambitions for
business expansion.
Priya’s message for women is to gain financial freedom. She dis-
approves of stereotypes who don vermillion on their foreheads, wear
mangalsutras around the neck, and nag their husbands for not giving
Jalna Icons / 56
enough money to manage household expenses. She urges to show
empathy for their husbands and shoulder financial responsibilities
with them. ‘Do some similar kind of business and become indepen-
dent,’ she says, ‘Respect and self-esteem, will automatically follow.
Once a woman is employed her children also gain confidence.’ This
is Priya’s philosophy. She wants to support needy women by em-
ploying them, and thus contribute to their livelihood and progress.
With this vision, she is planning to buy a big plot in Jalna’s new in-
dustrial zone and is determined to sell her products in every district
of Maharashtra. ….....

Priya Pramod Joshi

lll

Jalna Icons / 57
5 Family
Matters
Ruchi Products, 41, Bhagyana-
gar, Old Jalna, Jalna Mohd. Yousuf Haji
Mohd. Yousuf-bhai Ahmed-bhai
vividly recalls the past. He tells,
“My father worked as a feeder In 1958–59, Ahmedbhai,
at Umar Oil Mill. In 1947, with a feeder in an oil mill,
India’s independence came its dared to fulfil his long-held
partition. Umar Seth, the mill’s dream to open his shop.
owner, sold the mill and left Today, his third genera-
for Pakistan. The mill’s new tion owns Jalna’s big-
owner named it Saraf Mill. My gest supermarket chain.
father got to keep his job, but A small venture with a
he always dreamt of his own turnover of thousands has
shop. In 1958–59, he set up his become a business which
kirana store in a 990 square-feet churns out crores. This is
shopping-bay of Old Jalna’s an inspirational story of a
vegetable market – Mohammed closely-knit family of Kut-
Yousuf Ahmedbhai…” chi Memons who have kept
At 68 years of age, Mohd. their faith in the business
Yousuf-miyan is presently free while merging with the
from all commercial respon- city’s culture.
sibilities. His children and
nephews manage the com-
plete business. He was
hardly six years of age
when his father started
the shop, yet his early
memories are still fresh.
The shop was located in a
well-colonized area and
did good business. How-
ever, any business can
run into a risk. As fate
Jalna Icons / 58
would have it, a great misfortune befell and the liability of a huge
loan burdened his father. Yousuf-bhai recollects those days. The
stressful atmosphere at home was near the breaking point. His father
was very afraid and restless. At this critical juncture, some of Jalna’s
eminent figures came to their rescue. Breaking the religious barriers
were Ratanlal Hariram, Ghanshyamdas Narayandas Panch, Sitaram
Rameshwardas, Swaroop-seth Runwal, and Seth Dhanraj Pannalal.
Even today, Yousuf-bhai knows these names by heart. They sent all
the required merchandise to the shop. In fact, many loaded carts had
lined up outside their shop. The tragedy was averted and soon the
shop prospered.
Yousuf-bhai was born in Jalna on 7 June 1953. It was in his
schooldays that his father had started the shop. Bashir, his elder
brother, also attended school. Bashir was good at his studies, and
enjoyed everyone’s adoration. As the business grew, their father
required a helping hand for running the shop. After matriculating
in 1971, Yousuf-miyan gave up higher studies, and started tending
the shop with his father. He was later joined by his younger brother
Yakub, who had graduated with a B.Com. degree. Managed by the
brothers, the shop gained popularity. Ahmed-bhai slowly shifted his
attention from the shop’s day-to-day affairs; however, he kept m its
overall business.
In 1982, there was a new twist to the business. In observance of
the Islamic tenets, Ahmed-bhai made preparations for the holy pil-
grimage of Hajj. Business decisions were finalised. Bashir was now
a doctor, and he had left for Ner-Sevli to start his independent prac-
tice. Yousuf-bhai and Yakub-bhai were in charge of the shop. After
this allocation, Ahmed-bhai left for Hajj. The children held their
father in high esteem and loved the business, but they were also the
new-age rebels. They balked to change anything in the presence of
Ahmed-bhai. However, after he left for Hajj, major alterations were
underway. The shop’s planks got replaced by new shutters. The sit-
ting area boasted a display counter. Glass panes were mounted to
keep away pests. The interior wall was smashed to make the shop
more spacious. The backside of the shop was converted to a godown
using some metal sheets. The shop underwent a huge makeover.
Ahmed-bhai was returning from Hajj. The brothers were anxious

Jalna Icons / 59
about their father’s reactions. After his arrival, Ahmed-bhai noticed
the shop’s new look. He heartily welcomed the change and show-
ered praises on Yakub-bhai and Yousuf-bhai. Ayesha Begum, their
mother, blessed them and said, ‘You will never fall short of anything
for seven generations...’ It was a moment of great rejoicing.
As the years passed by, the shop flourished. The brotherhood
between Yousuf-bhai and Yakub-bhai was a paragon worthy of
inviting the evil gaze. Both had a clear understanding of their roles.
Yakub-bhai managed the purchase of goods and financial transac-
tions, whereas Yousuf-bhai was responsible for sales. They had
great trust in each other. Even after these many years, they have no
misgivings between them, and they never interfered in each other’s
work! In his lifetime, Yousuf-bhai never signed any business’
chequebooks because that was Yakub-bhai’s work! Yousuf-bhai
has great affection for his younger brother Yakub-bhai. Speaking
about his brother, Yousuf-bhai tells, ‘Even if my face is clouded
over with slight worry, he rushes to his sister-in-law and inquires
about me.’ The days went by. In 1997, it was decided to open a new
store in the Shani-Temple Square, and thus ‘Sansar Kirana’ was set
up. The family’s younger members were gradually following in
their parents’ footsteps.
Yousuf-bhai is the father of five. Asif (B.Com.), Ashraf (class
10), Altaf (B.Com.), Anwar (class 10), and Azhar (PhD in Microbi-
ology, MBA in Retail Management) are his children. Yousuf-bhai
was happy with only two children; however, his mother kept de-
manding him to father a girl. When Yakub-bhai fathered a daughter,
Yousuf-bhai explained to his mother that he considered Yakub’s
daughter as his own daughter. Yakub-bhai has a daughter, and two
sons named Saber (D. Pharmacy) and Shaker (B.Com.).
The children had grown. The kirana store was their family busi-
ness. The parents offered career advice to their children. They were
told, ‘Kirana–Dhool Matino Dhanda (You will get your hands dirty
in this small-time business). You need not do what we did.’ Howev-
er, the children decided to join the family business, whereas Azhar
enjoyed his professorship at Barwala College. After the children
took over the business, Yousuf-bhai willingly retired.
History repeats itself. Like their parents who once brought
Jalna Icons / 60
change to their grandfather’s business, they too were the next gen-
eration of modernizers. They were aware of the current business
trends. They knew that malls were taking over traditional kirana
stores. New entrants to the retail industry were building huge malls
with the capital raised from their shareholders’ investment. A seri-
ous discussion ensued between the family members. After a major
financial reckoning, the family reached a unanimous decision to be
a part of the new supermarket tradition. The supermarket would be
developed on the site of the old shop that was started in 1953. This
shop was located in an alley, where neither small four-wheelers nor
trucks could enter. Would a supermarket in narrow alley be a worth-
while investment? Many family members had serious doubts. On the
other hand, Yousuf-bhai’s family was assured of success because
they believed in the family’s long-standing tradition of integrity,
virtues of two generations, and six spirited children. Their belief
rang true. The Parivar Supermarket set up in 2002 became popular.
The business had a high turnover. Officials from big companies
used to drop by the supermarket to witness its success. This was the
progressive beginning of a modern vision. The family started setting
new milestones on their successful journey. They opened a second
branch which received an equally great response. In 2010, Parivar’s
largest, spacious, and the most ambitious branch opened near Ga-
nesh Ginning Mill of Old Mondha. The computerised supermarket
has modernised the rustic landscape.
This was the vision of Yousuf-bhai’s son Asif. When attend-
ing college for his B.Com. degree, he astutely studied new market
trends. Since 1997, he had started brainstorming new ideas. He had
understood that the success of malls is attributed to ‘Feel Therapy’.
Customers like to handle products before buying them, and thus end
up spending more liberally. He observed this behaviour in Mumbai,
Pune and Aurangabad. He introduced the supermarket-oriented cul-
ture in Jalna and succeeded.
There were big risks in the new undertaking. Consumer behav-
iour in Jalna was quite different. Jalna’s people were unaccustomed
to such buying habits. Questions arose about customers’ satisfaction
with this new experience. However, all doubts were dispelled when
all branches attracted many customers. The transformation of the

Jalna Icons / 61
kirana store to a supermarket needed vast amounts of capital. There-
fore, other products were also offered besides the regular kirana
merchandise. This increased the capital investment, but provided
convenience to customers and thus improved sales. The hefty profits
helped to raise the capital.
Parivar is known for its clean and unadulterated products that
are fairly weighed. In the past, cumin and mustard seeds were win-
nowed using table fans. This practice continues to this day, but fol-
lowing the expansion of the business, works related to backward
integration are carried out at their independent processing centre in
Shiraswadi, named Kutumb Udyog. Here, the goods are winnowed,
meticulously weighed, and then packed. Yousuf-miyan oversees the
operations of Kutumb Udyog. He eats and shares his home-made
tiffin with the workers of the centre. Yousuf-bhai says, ‘Customer
is God.’ Asif says, ‘Customer is always right.’ Strongly committed
to his customers, Asif intends to perform newer experiments. Asif
has put out feelers to open Parivar’s outlets in other cities of Marath-
wada. By 2012, Parivar will open at least one of its outlets out of
Jalna. The three generations of the family have created a novel
business philosophy. They believe in the system of joint family, and
this faith radiates in the names of their three stores: Sansar, Parivar,
and Kutumb. Yousuf-bhai’s three-pronged philosophy is: ‘House-
hold matters should never cross the threshold’, ‘Never argue with
customers’, ‘Service and care of one’s mother, father, and seniors
is above all businesses’. He also warns by saying, ‘Maintain trust;
Suspicion has no antidote.’
Carrying this tradition, the new generation is marching forward.
Many youths like Asif have come forward to drive out the big
players in the market. They have formed a state-level association.
Collectively, they are putting efforts to increase their bargaining
power. In the course of major developments, while sharing profits
with the employees, Asif is planning to make them indirect partners.
The generous profit-sharing plans for the benefit of their employees
display the family’s bigheartedness.
….....

Yousuf Ahmed-bhai
Parivar Supermarket, Old
lllvegetable market, Jalna
Jalna Icons / 62
6 The
Driving
Force
If you ever travel through
Sanjay Kedar
Jalna’s MIDC area, you may
come across a three-wheeler Sanjay Kedar is the living
pick-up tagged MH-21 8932. proof that the enterprising
There is nothing special about the attitude is not only limited
vehicle, but it is its owner who is to the industrialists of
one day destined to make it big Jalna. Sanjay’s academic
in Jalna’s transport industry. His years were a bumpy ride,
name is Sanjay Dasharath Ke- but that hardly stopped
dar. Sanjay was born on 1 June him from becoming a suc-
1975 to Shri Dashrath Kedar of cessful transport driver.
Nagar district’s Prabhu-Vadgaon He is presently the owner
village. Sanjay attended the of two pick-ups, one Bolero
village’s government school jeep, and a six-tyre truck.
up to class 4. Shri Dashrath Soon, he wishes to add a
Kedar was the owner of a dry- 10-tyre truck to his modest
land farm which was hardly a fleet. This is his story...
source of livelihood. In time,
Shri Dashrath Kedar arrived at Jalna along with his family. Here,
he worked as a porter on a contract basis in Jalna’s Sahyog Oil
Mill. Sanjay’s education was also
taken care of after he got admission to Jalna’s
Zilla Parishad High
School. After his ma-
triculation, Sanjay
attended Matsyo-
dari College with
a major in Com-
merce. Sanjay was
not good at his
studies and failed
his class 12 exams
Jalna Icons / 63
miserably. Thereafter, he decided to give up higher education.
Sanjay was an industrious youth. During his college days, San-
jay took a part-time job at a colour factory named Tulsi Chemicals.
After he discontinued his studies, he began to work full time. He
was not the typical incurious worker. He kept himself informed of
surrounding events. Many companies in MIDC area were rapidly
developing. Their day-to-day business-related work and operations
were running smoothly. Sanjay noticed the only problem was the
lack of adequate transport facilities. He inferred that he could do
good business if he owned a commercial vehicle, and thus dared
to buy a three-wheeler pick-up. However, the vehicle was priced at
1,63,000 rupees, and Sanjay could not afford it. He presented his
file to the Zilla Udyog Kendra. He finally managed to raise 66,000
rupees, and after taking a loan of 1,10,000 rupees purchased the
vehicle in 1999.
Sanjay rode in his new pick-up to MIDC, but met with disap-
pointment. He did not get any work. He was doubtful if his as-
sumption was wrong. He put out some feelers and found out that
he was right, and yet he was not getting any work. The following
four months were extremely stressful for Sanjay. During this time,
he became aware of certain things. He was willing to work hard, but
nobody knew him. Who would trust such an inexperienced new-
comer? He needed to create contacts. He sincerely kept trying. After
four months, he finally made some progress. Sanjay was feeling
happy about his decision.
How did Sanjay earn this trust? He did not refuse to do any work.
He always completed the work at the appointed time. He never felt
offended by any work and even assisted in loading and unloading
of goods. He always stayed in touch with everyone. His efforts bore
fruit and he hardly got any respite from his increased workload. He
now saw plenty of opportunities in his occupation. His confidence
had reached a new level. He now had several contacts and received
many assignments. He also received the support and guidance of
industrialists like Shri Sunil Raithatha. On this basis, he took the
big decision to buy another pick-up. In this regard, he took a loan
of 1,10,000 rupees from Aurangabad’s Sundaram Finance Agency
and personally invested 66,000 rupees to purchase another brand
Jalna Icons / 64
new three-wheeler pick-up numbered MH-21 1480. He handed over
the vehicle to his brother Ranjit, who was then working as a porter.
Together the brothers worked hard.
By now, they had firmly established themselves in the MIDC
area. They easily got work owing to their reliable nature. They
managed all types of transport work between Jalna and MIDC area.
Everyone was familiar with the way they worked, and therefore,
their clients’ expectations were also increasing. They were gradu-
ally getting requests for transporting goods over long distances as
far as 200–250 km. However, the pick-up was unsuitable for this
work, and Sanjay was ready for the next bold step.
In 2007, Sanjay decided to buy Mahindra’s Bolero, worth nearly
4.5 lakh rupees, for long distance assignments. Again by investing
some of his savings and taking a loan, he purchased the Bolero
tagged MH-21 D 8729. This time he hired a driver. After owning
this vehicle he received many assignments. He became popular for
providing accident-free and time-bound service.
What followed next was quite predictable. Companies are al-
ways on the lookout for reliable services. Sanjay had developed
good relations with 25–30 companies. The Bolero was a small com-
mercial vehicle fit for light loads. Therefore, there was the question
of transporting larger payloads for which Sanjay was receiving
many inquiries. Clients insisted him to provide conveyance services
for heavy loads regardless of who owned the truck. This added to
Sanjay’s responsibilities. Sanjay thought that it would be profitable
to undertake the extra work instead of assigning it to others.
Sanjay’s thinking was always followed by action. In 2010,
nearly three years after he owned the Bolero, Sanjay appraised the
situation, discussed with his brother, and placed the order for the
Tata 1109 LPT. With a loan of 7,10,000 rupees from AU Finance
and a personal investment of 2,40,000 rupees, he bought the truck
tagged MH-21 X 665.
Sanjay now provides his services all over the state. He interacts
with transport companies based at Pune, Mumbai, Nagar, and many
other cities. Usually, only the destination fee is claimed from a com-
pany after its goods are delivered. To recover profits it was equally
necessary to charge the return fee. Sanjay was able to take on such
Jalna Icons / 65
‘return’ jobs by means of the transport companies. Sanjay actively
engaged the new truck in his business.
There is an increasing demand among industries for good
transport services. Sanjay is receiving inquiries from large-scale
manufacturers for bigger trucks to transport heavier loads. He has
got great confidence from his many years of experience. He will
probably buy a multi-axle truck by next year. He is quite ambitious
and dreams to make it big in the transport industry.
A nearly 35-year-old Sanjay is the owner of four transport vehi-
cles, and he will soon add a multi-axle truck to his collection. Judg-
ing by the growing demand for his reliable services, his business is
going to expand rapidly, and one day he will have a fleet of transport
vehicles. There is no doubt that in the next ten years he will be an
eminent figure in the transport industry.
Sanjay stays in the MHADA Colony near TV Centre along with
his parents, wife, and children. His son Sumit attends St. Mary’s
High School. He is in class 1. It was Sanjay’s decision to educate him
in an English-medium school. Although he was not able to complete
his studies, he intends to provide good education for his son.
Sanjay was very frustrated in the first four months after he pur-
chased the goods carrier. He almost wished to give up and get a
job, yet he kept on trying. He worked hard and became extremely
successful. He says, ‘One reaps the fruits of hard work.’ Today, he
works even harder and one day he is definitely going to reap its rich
rewards. ….....
Sanjay Kedar
MHADA Colony, TV Centre, Siraswadi Road, Jalna
lll

Jalna Icons / 66
7 ‘Paper’ to
‘Copper’
Travelling by Jeetendra Rathi
Delhi’s Metro Rail is very pleas- After becoming an engineer-
ant and comfortable. The metro ing graduate, Jeetendra
rail is mostly underground and Rathi was grappling with
partly aboveground, and all unemployment for a long
its coaches are air-conditioned. time, yet it did not dampen
The cooling comfort provided his entrepreneurial and
by the air-conditioning system gutsy spirit. He took the first
is a boon, especially during the steps in realizing his dreams
scorching summer. The complete by starting a packaging
copper pipe (copper tubular part) business. He later estab-
systems inside the air-condition- lished himself as a highly
ers were manufactured in Jalna. successful industrialist after
Yes, that’s true! These copper he took a quantum leap into
tubes have been developed and manufacturing of copper tu-
manufactured in Jalna’s Apro- bular components. His story
corp Company situated in Ad- serves to inspire all those
ditional MIDC area. who dare to take risks.
Jeetendra grew up in a fam-
ily with a business background. The fam-
ily consisted of nearly fifty members.
Jeetendra’s father, Shri Bachraj
Rathi, was a Civil Engineer by
profession. He was the only
well-educated member of his
generation in the family.
Bachraj Rathi hailed
from Jalna, but his
government service
saw him trans-
ferred to Vasmat,
Hatta, Tirthpuri,
Nanded and
Jalna Icons / 67
many other places. Jeetendra’s birth, childhood, and education too
were a part of this nomadic experience. In 1989, when at Nanded,
Jeetendra passed his class 12 exams with a respectable score. He
decided to pursue engineering studies. He had to make a choice
between Mechanical engineering and Electronic engineering. Elec-
tronic engineering had more takers, yet Jeetendra decided to go
against the grain and opted for Mechanical engineering. He gained
admission for the same to Government College of Engineering, Au-
rangabad. While he was attending college, he often pondered his fu-
ture. He decided against working in the family-owned Kirana store
business. He believed that a 9-to-5 white-collar job would guarantee
a happy and secure future for him. He earned his engineering degree
in 1993. Fate seemed to shine upon him when he found himself to
be one among the two candidates shortlisted for a job vacancy at
Wipro Lighting in a campus interview, but his happiness was short-
lived when his name was dropped in favour of the other candidate.
His dream of a white-collar job now seemed distant. He was dis-
contented, but nothing could be done. During his college years, he
received the steadfast guidance of Bapu Apte, a personal manager
of a company. This guidance proved invaluable in giving Jeetendra
the required direction in life. After losing an opportunity to work at
Wipro, he got a job at Fores Company in Paithan where he worked
for eighteen months. He was not too happy to earn a monthly salary
of 2500 rupees. He quit his job and went to Pune.
Meanwhile, he also pursued Master’s degree in Management
Studies thinking that two degrees would brighten his chances of
landing a good job. After he completed his MMS program, he
got engaged. He quit his job soon after he got married. Aware of
the additional responsibilities his marriage had brought, he started
searching for another job. He followed his father’s advice to start
an air-cooler business in Jalna. The air-cooler business was a sea-
sonal business which experienced substantial idle time during slack
periods. This prompted an impulsive Jeetendra to close down his
air-cooler business in just four months.
After turning his back to the air-cooler business, Jeetendra
started mulling over the idea of starting a packaging business. He
visited a packaging exhibition in Mumbai where he learnt that cor-

Jalna Icons / 68
rugated boxes were in high demand in the Indian market. He thought
that there was immense scope for the packaging business in Marath-
wada. Moreover, the innovative packaging materials developed by
other countries were far too expensive to be introduced to the Indian
market. This led him to believe that if he could offer an affordable
packaging solution such as a paper-based corrugated box, he could
capture the Indian packaging market. Thus, he finalised his plans to
set up a packaging business.
He approached several companies to see if they were interested
to buy his packaging materials. No matter which company he visit-
ed, the reply he got from the company’s officials was that he should
first start off and only then they could decide. Nobody guaranteed
him that they would buy his product. He was in a quandary – should
he start a packaging business or shouldn’t he? He eventually made
the impulsive decision to set up his packaging company. In this en-
deavour, Jeetendra received help from his uncle, Shri Ramesh Totla.
Jeetendra put a capital of nearly 20 lakh rupees in his venture. He
bought a piece of land in MIDC area where he set up his production
unit. He intended to purchase the best machines available in India,
but he was left only 1.5 lakh rupees. He took out a loan from MSFC
to pay for the machinery. Thus, Jeetendra launched his company,
Yash Industries.
Jeetendra was against hiring experienced workers. He learned to
operate the machines by working for some days in his acquaintance’s
unit in Jalgaon. He then used his experience to train the novices he
hired to work in his unit. After three months, his staff was skilled
enough to work. Jeetendra created a list of companies in Jalna. He
pitched his products to these companies. He got orders from two
companies. Thereafter, he went to Aurangabad. He told his college
friends about his new business. Some of his friends were working as
executives in different companies. One of his friends who worked in
Videocon Company helped him bag an order worth 25,000 rupees
from Videocon. He started getting orders from other companies
too. Over the next three months, he got orders worth 1 crore rupees
from Videocon. He supplied boxes to pharmaceuticals companies,
seed industries, appliance manufacturers, textile manufacturers, and
many other industries. After Jalna and Aurangabad, his products

Jalna Icons / 69
made their way into Pune’s market. The company’s initial turnover
was 25 lakh rupees. It has now become 4 crore rupees!
Notwithstanding the direct competition faced from entrants in
the packaging business, Yash enjoyed the loyalty of its customers.
However, Yash’s production capacity could only meet small and
medium orders. Jeetendra could not help but turn down large orders
placed by even the most insistent customers. This continued until
the time Videocon demanded a monthly supply of 60,000 boxes.
Jeetendra explained that Yash could only produce 45,000 units each
month, but Videocon refused to compromise on its order.
This was a turning point in Jeetendra’s life. Jeetendra felt more
confident in his products and in his ability as a manager. He once ar-
rived at Videocon to discuss business. The company’s officials were
discussing the problems faced in importing copper components used
in the company’s brand of ACs. They were so annoyed that were
ready to delete the supplier’s number from their cell phones if they
had an alternative solution. Jeetendra was listening intently to their
discussion. Unable to resist his gutsy and impulsive nature, he said
to them, ‘Can I get the opportunity?’
Although Jeetendra was a mechanical engineer, he had not the
faintest idea about the copper business. However, the confidence he
had gained from managing the packaging business prompted him to
explore new business avenues. He requested Videocon’s officials to
give him six months to be able to supply them the copper compo-
nents they required. He purchased a 1-acre plot of land in Additional
MIDC area to build a production unit on. He sent copies of the land
documents to Videocon as proof of his commitment. He needed to
buy the required machinery from a foreign country. He required a
capital of 10 crore rupees. Initially, he invested three crore rupees
in the business. To raise the remaining amount, he applied to SIDBI
for a loan which he eventually obtained. Thoroughly impressed by
SIDBI’s customer service, he says, ‘I was wondering whether I was
offering them a loan.’ Over the next two months, he kept commu-
nicating with some Chinese suppliers and booked six machines.
Asserting that he meant business, he sent copies of the booking
documents to Videocon.
All necessary tests were conducted before ‘Aprocorp’ became
Jalna Icons / 70
ready for actual production in 2008. Videocon placed its orders
with Aprocorp. Aprocorp was gradually developing. Aware that
a business cannot rely on a single client, Jeetendra reached out to
other prospective customers. He started getting orders from Mumbai
and Delhi. Aprocorp’s business was hit when Videocon abruptly
cancelled its order with Aprocorp and again started importing the
copper components. This came as a great shock to Jeetendra, but
he soon regained his balance. He started participating in several
national and international exhibitions. His logic behind this was
simple. ‘Exhibitions provide a platform to meet officials of big com-
panies, which is otherwise difficult. High-ranking company officials
such as presidents, vice-presidents, and managing directors attend
these exhibitions, and they approach you. You have the opportunity
to impress them with your products and services.’ Jeetendra had
such an experience at an exhibition in Delhi. German company,
Bombardier, one of the world’s largest companies in the rail equip-
ment manufacturing and servicing industry, received the contract
by Delhi Metro Rail Corporation Ltd to supply metro cars. The
company manufactured the metro cars in Hosur, Tamilnadu, and it
imported the copper tubular part required in ACs. In the exhibition,
after Bombardier’s officials learnt that Aprocorp was manufacturing
such components, they made an open offer to Jeetendra. They said,
‘If you are interested to do business with us meet us in Hosur. If not,
then don’t waste your as well as our time.’ Jeetendra was impressed

Jalna Icons / 71
with their straightforward attitude, but it also made him worry. That
very moment he took the decision to go to Hosur.
After Jeetendra reached the company’s office in Hosur, he was
greeted by 10-12 senior officials seated in the conference hall. Jee-
tendra was on his own. The first question fired at Jeetendra was,
‘What is your confidence level?’ At first Jeetendra did not under-
stand the question. After some time he replied, ‘Good’. He was told
to take a tour of the factory. The tour lasted for half an hour and was
soon followed by a meeting. One of the officials asked him, ‘Now,
tell us, what is your confidence level?’ Jeetendra was stumped. He
was awed by the technology and the extensive nature of work at
Bombardier. He replied, ‘Honestly, it is less than it was before, but
I will definitely be able to work for you.’ Jeetendra’s choice to take
up the challenge proved to be a decisive moment in his life.
Bombardier wanted Aprocorp to supply 62 different parts. Apro-
corp developed the samples as per Bombardier’s requirements. Of
these, Bombardier immediately approved 59 samples. Minor errors
were detected in three samples. These were found to be caused by
design fault and were corrected at once. Bombardier’s principle of
collaboration was loud and clear – ‘If you wish to supply us, then
first attain our level.’ It was necessary for Aprocorp to upgrade. Jee-
tendra imported new CNC machines required for this undertaking.
To help Aprocorp develop the new products, Bombardier’s techni-
cians and engineers stayed at Jalna for several days. The efforts of
Aprocorp’s team and Bombardier’s engineers proved to be extreme-
ly valuable. The company is manufacturing 250 metro cars this year
and 1000 metro cars next year. Who is going to be their supplier of
copper tubular parts? You guessed it¬ – Aprocorp!
The force behind Jeetendra’s success is his team of industrious
and committed colleagues. In their presence, Jeetendra hardly has
to look after the day-to-day affairs of his two units, thus allowing
him to concentrate solely on business expansion. Atul Joshi who is
responsible for the corrugated box unit single-handedly manages
the purchase of raw materials, processing, production, and delivery
of the packaging materials. The production of copper tubular parts
is managed by a team of ten engineers under the headship of A. A.
Maniyar and Dasharath Phad. They have told Jeetendra to get the
Jalna Icons / 72
work and leave it to them to execute it in the best possible manner.
They both were Jeetendra’s engineering classmates! The team’s
motto is: ‘We develop any kind of tubular component in 48 hours.’
Previously, this work required a month to be completed. Aprocorp’s
engineers have nearly 1500 different tools at their disposal! The
support Jeetendra has received from his younger brother, Purshot-
tam, has proven to be most valuable. They discuss matters with each
other before taking any important decision.
Their next goal is to handle the complete assembly of separate
components. They believe delivering assembled units instead of
separate parts to their clients will help improve their product’s qual-
ity and increase the scope of their work. They have already started
working towards it. They plan to implement this project in 2013.
The person they consider to be their role model is Shri Ramkishanji
Mundadda of Mahendra Seeds Company. Although they converse
very rarely with him, they regard him as their role model for his
sense of timing.
….....
Jeetendra Rathi
Aprocorp Engineers Pvt. Ltd., Plot No.–7, MIDC Phase 2, Jalna
lll

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8 Computer’s
Doctor
‘If I have to choose be- Manish Rathi
tween sales and service, I will Computers have become an
select service. Selling comput- integral part of our lives,
ers is no big deal, but the real but these powerful ma-
challenge is providing good chines are also vulnerable
technical support. Any electrical to a host of problems. When
item breaks down sooner or later a computer breaks down,
and requires service. The person one starts to look for good
who develops the most reliable technical support. The first
service system is a sure win- name that comes to mind is
ner,’ says Manish Rathi. He gets Manish Rathi, founder of
straight to the point while shar- Jalna’s famous computer
ing his experience. Shri Manish store Laptop Clinic. The fol-
Rathi has been working in the lowing is the story of a man
computer business since 1996. who is gradually taking the
Today, more than fifty techni- state by storm by using his
cians work under him to provide after-sales service strategy.
comprehen-
sive
computer-based solutions to customers.
His business plans took shape recent-
ly in the form of a computer store,
Laptop Clinic. He wants to
expand his business across
Maharashtra by 2013.
Manish was born on
31 March 1973. He was
tech-savvy since child-
hood. He matriculated
in 1988 and passed
his class 12 exams
in 1990. He obtained
his Bachelor’s de-
Jalna Icons / 74
gree in Science in 1993. When he was in class 8, he helped his elder
brother Satish to run his medical store. Computers made their way
into Indian markets in 1985. They were named as 286, 386 back
then; it was a generation of DOS-based computers. Manish imme-
diately fell in love with computers. Bhageerath Agencies in Jalna
purchased a computer. After noticing Manish’s fascination with
computers, ‘Bhageerath’ gave away its first order for a new com-
puter to Manish. A computer would then cost nearly 1.5 lakh rupees!
For Manish, who was hardly 20 years old, it was one of the happiest
moments of his life. It was also the turning point in his life.
Satish entrusted the store to Manish, who was more interested in
making a career in the field of computers. In 1995, Manish handed
over the store’s responsibility to his cousin brother and entered the
computer business. A computer institute, Tantra Software, located
on the top floor of Khardekar complex (opposite to Mission Hospi-
tal), had then closed down. Manish bought the room along with its
furniture and started his business in 1996. Computers were new to
the small city of Jalna; his business was in its trial stage. However,
even before Manish could make any progress, an unexpected do-
mestic crisis was compelling him to shut down his business and take
up a job. It was at this critical juncture that Shri Suresh-seth Mantri
of Bhageerath, Shri Sushil Karva, and Shri Sunil Raithata came to
his aid. Thus, he gave up the idea of closing down the business;
he could still pursue his dreams. Everyone supported him because
he had provided excellent service for three years to his custom-
ers. After his family–mother, father, wife Smt. Radhika, and rela-
tives–overcame the crisis boldly, he opened a training institute and
offered courses in computer hardware and language. After 1997, he
provided training only in hardware.
Manish experienced the thrill of carving out his own career, espe-
cially because it was aligned with his interests. The most remarkable
period of Manish’s journey was between 1988 to 1998. This was the
period when he handled computers, repaired them, assembled and
sold them, and provided hardware training. He acquired the Annual
Maintenance Contract (AMC) of many companies. He was among
the privileged few who were permitted to handle and work on this
once expensive machine. Many, including Shri Suresh-seth Mantri

Jalna Icons / 75
and Shri Sunil Raithatha, trusted Manish and his abilities. Manish
gained an in-depth knowledge of computers by reading many com-
puter-related articles and books. He kept himself up-to-date with
global trends and technological developments in the field of com-
puters. This helped him to develop his business and gave him the
edge over his competitors. He soon became popular for providing
effective computer solutions in Jalna.
Manish knew that the growing craze for computers would lead to
an increase in its demand, yet he focussed more on providing good
service. The people of Jalna were never really accustomed to pay-
ing service charges, but Manish gradually introduced this concept.
‘Selling computers does not require special skills, but to survive and
thrive in a market full of competitors after-sales service is going
to be the decisive factor.’ His assessment stood the test of time. In
2002, after his business grew considerably, he was joined by his
older brother, Satish. Satish used his business expertise to manage
the purchase department while Manish concentrated on enhancing
services.
When laptops began hitting the market, many companies were
still focussing on selling computers and laptops. There was always
a shortage of service providers for laptops. The only service avail-
able for laptops was the replacement of their faulty parts. Knowing
perfectly well that laptops would soon become popular, Manish
decided to learn how to repair laptops. Other business developments
were also under way. Manish started hiring new people. He became
a leading name in the computer industry of Jalna. He shared his
computer knowledge freely with all his employees; even the pos-
sibility that his employees could one day become his competitors
never made him uneasy. Manish says, ‘Generally, in this field, no
one shares key points with their employees, but I do.’ Some of his
previous employees are now employed with Microsoft in Banga-
lore, Varanasi and elsewhere. He mentions that except for one per-
son from Krishidhan Company’s IT-hardware department, he has
trained all of his employees. His actions prove that knowledge does
increase by sharing.
He kept his feet firmly on the ground and never became com-
placent, though he made great progress. He continued learning
Jalna Icons / 76
new skills and keeping track of the latest developments in the field
of computers. Even after his three engineers left the company, he
provided service to his customers without any difficulty and inhibi-
tion. ‘It is acceptable if the sales suffer, but people must always get
proper service’ has become the motto of his business.
With an eye on the future, Manish focused on the subject of
laptop-repairs; after 2007, he started taking special efforts in that
direction. He stepped up his efforts in 2010. On 10 October 2010, he
started Laptop Clinic, a fully-equipped showroom in Jalna. This is
probably a one-of-its-kind showroom in Marathwada, which offers a
wide range of products, including nearly forty different laptops. The
showroom boasts of various PCs, hardware, and computer-related
components and gadgets. Customers from faraway places, including
Aurangabad visit Laptop Clinic to make a purchase.
He has also set up another outlet in Old Jalna on 6 March 2011.
On 13 March 2011, on the Aurangabad-Jalna Road, opposite a milk
dairy, he has opened a huge showroom. Within the next six months,
he will be starting branches in Nanded, Solapur, and Nagar. He is
planning to operate franchises all across Maharashtra by the end of
this year.
He has called his nephew Sagar Kabra from London to help him
achieve his goals. Sagar has been successfully running a computer
store with four outlets in London for the past six years. His expertise
will definitely be helpful to Manish in expanding the business. With
his 10–15 year old, experienced workforce, and enthusiastic new
recruits, Manish is making great progress to realise his goals. How-

Jalna Icons / 77
ever, he sticks to one rule. He says, ‘I have disliked cheating right
from childhood. One can make extra money by deceiving customers
but not for long. Such a person may be able to make a quick buck
but gets out quickly…’
........
Z-Security: A new concept
Manish has introduced a completely different concept. He is
setting up a separate gallery to provide security and surveillance
solutions under the name Z-Security in Jalna and Aurangabad. The
aspect of security for home and business is going to be of utmost im-
portance. Door-phone, camera, camera-recording, wired and wire-
less cameras, alarm system, shutter - door sensor, motion sensor,
and panic alarm systems will be put on display in the gallery. It will
also have a live demo facility to explain how to operate these de-
vices. In the coming future, these systems will prove important for
homes, shops, warehouses, banks, supermarkets, and showrooms.
This is definitely a unique gallery in all of Maharashtra with a live-
demo facility and the credit goes to Shri Manish Rathi of Jalna…!
….....
Manish Rathi
Laptop Clinic, Opposite Mission Hospital, New Jalna, Jalna
lll

Jalna Icons / 78
9 The Taste of
Jalna
The Chordia family Nemichand Chordia /
Basanti Chordia – Une
endured great hardships about
twenty-five years ago. Nemi- The quote of the famous
chand Chordia stayed at the philosopher Bertrand
Ganesh Bhavan Cowshed in Russell, ‘Extreme hopes
Jalna’s Nalgalli area with his are born from extreme
wife, daughter, and brother. The misery’ applies to the
gentlemen of the family worked inspiring story of a dar-
in a cloth shop, but what they ing and gritty, 64-year-old
earned was barely enough to father and his daughter.
make ends meet. Nemichand’s They joined forces to climb
wife and daughter also sweated out of poverty and started
for a pittance by rolling papads, Jain Bandhu Pav-Bhaji at
filling packets of salt, and grind- Karva Nagar, Jalna. They
ing chillies. Nothing in their have created a memorable
lives changed for many years. taste of pav-bhaji that has
Offended by certain incidents left their loyal patrons
at the cloth shop, the gentlemen from Jalna and elsewhere
quit their jobs and worked at a longing for more. The story
relative’s juice centre, where reveals their magical recipe
the conditions were no differ- for success.
ent. Embittered by

Jalna Icons / 79
the meagre wages and the lack of respect, they quit the juice centre
to start their own business. In 1988, they bought a food cart to sell
pav-bhaji, but their business suffered a major setback after the cook
whom they appointed ran away with the advance payment. A year
later, a 64-year-old and determined Nemichand again attempted to
start the pav-bhaji business. The year was 1989. In fact, the entire
family girded up their loins to start the pav-bhaji business. Thus,
their food cart hit the pavement near Jalna’s Shivaji Putla area with
a couple of tables and chairs borrowed from acquaintances. A hired
cook prepared the pav-bhaji while Nemichand and his daughter
served the customers, and his wife washed the utensils. Many
months went by. The family’s efforts paid off; the food cart was
replaced with a spacious hall, which they named as Jain Bandhu
Pav-Bhaji & Juice Centre.
The rags-to-riches story of Nemichand and his daughter ex-
emplifies that determination can move mountains. A 64-year-old
Nemichand Chordia proved that age is not a barrier to achieving
success. Owing to his self-respecting nature, he could not stand
being unfairly treated by his employer and relatives. Therefore, he
decided to take control of his own life. His family stood by him and
together they showed their mettle.
In 1990, after they started the food cart, they continued to stay
in the Ganesh Bhavan Cowshed. Later, they moved to a rented ac-
commodation next to Ganesh Bhavan as it was convenient from the
business point of view. Their efforts bore fruit; seven years later, in
1997, they purchased a flat in Prem-Ganga Plaza. In 1998, they pur-
chased a plot in Karva Nagar area where they shifted to on 14 June
2000. However, all this wasn’t easy.
Although Nemichandji had hired a cook, he made the pav-bhaji
masala all by himself. He bought the required ingredients, measured
them according to his recipe, and made the masala. His customers
savoured the unique taste of his pav-bhaji. It didn’t take long for
Nemichand’s pav-bhaji to become popular in Jalna. There was a
significant improvement in the family’s living conditions. Basanti
was a bright student. She took her studies seriously. She majored in
Science at college; she passed her class 12 exams in 1995. When she
got admitted to a college in Aurangabad to pursue DHMS, she was
Jalna Icons / 80
much talked about in their community. Everyone praised her. She
even got accommodation to a student hostel. After some days, Bas-
anti began to feel restless. She missed her parents. She was worried
about them. After much consideration, she decided to quit college
and return to Jalna. Her homecoming became the subject of debate
among the relatives. Basanti had only one thing to say – ‘Relatives
will discuss and have their own opinions, but nobody will come
forward to help. I have come to help you. I will stay here and help
you to develop the business. DHMS is not the only available op-
tion. I will pursue a degree in Commerce from a college in Jalna.’
She proved that daughters are no less than sons. Apart from helping
her father, she also studied hard to obtain an M. Com. degree. This
proved to be the turning point for the Chordias.
Basanti eased the burden of her father by taking care of the busi-
ness. A significant development in Basanti’s life was in the offing.
Harish Une, the owner of an ice-cream parlour in Aurangabad, often
frequented Jalna to market his products. During one of his visits,
he got acquainted to Basanti. Gradually, they fell in love with each
other. Back then, societies were not in favour of women working
independently in business. Basanti often felt lonely. However, after
Harish entered her life, she felt comforted. Harish was quite helpful.
He provided tips to develop the business and kept track of its prog-
ress. News of the budding relationship between Harish and Basanti
soon spread among friends and relatives. Harish came from a finan-
cially stable family. He owned a house, a shop, and an ice-cream
parlour in Aurangabad. Basanti turned down his proposal because
she did not want to part with her parents and business after marriage.
Harish was considerate towards Basanti’s feelings. He knew that her
father was quite old. Moreover, the workload was also increasing.
Basanti had no siblings and was the sole caretaker of her family.
Finally, a bighearted Harish took the decision to settle in Jalna. His
family also took into account Basanti’s situation and gave their ap-
proval for their marriage.
In 1994, Basanti took over the reins of the business. In 1995,
after Harish joined forces with the Chordias, the business developed
rapidly. In 1997, they purchased a flat in Prem-Ganga Plaza. They
were not yet financially strong. However, some heaven-sent people

Jalna Icons / 81
offer support even when the whole world has turned its back on you.
The person who came to their rescue was Shri Ram Karva, the own-
er of Prem-Ganga Plaza! The flat was quite expensive; the Chordias
could not afford even to make an advance payment. Shri Karva
trusted the family; the Chordias too proved themselves worthy of
his trust. Shri Karva gave the flat to Nemichandji without taking any
advance payment or deliberating on the matter. The family had to
make a fixed payment to Shri Karva on Tuesdays. Accordingly, the
family paid off the complete amount in three years.
The Chordias’ pav-bhaji business was booming. The family
shifted to their new flat. Their next business strategy was to own
a shop. They hoped to buy the favourably-located roadside plot on
the very corner of Karva Nagar. Coincidentally, the plot belonged to
Shri Ram Karva, and it was up for sale. When the Chordias came to
know of this, they immediately contacted Shri Karva. However, the
problem was they only had 20% of the required amount. Moreover,
Shri Karva was not in a position to make any compromises because
it was a family-owned plot. The bond would be issued only after
receiving half the amount as down payment. The purchased bond
was valid only for six months. The six-month term almost came
to an end, yet the family was not able to raise the required amount.
Basanti says, “We did not have bhishi (chit-fund) with a big group,
and nobody invited us to programmes or functions. We were petty
tapriwalas (tea seller, who owns a makeshift stall) to the society.
Why do tapriwalas need money? – ¬was their question. In times of
need, we used to borrow money on a loan basis. Even after recover-
ing the loan with interest, they would sing mocking couplets like
‘Tapriwale…!’” However, fortune favours the brave. The timely
intervention of Shri Vijay-bhaiyya Karva and Shri Omprakash
Aggrawal helped to solve the money problem of the Chordias. The
family acquired the new plot. Initially, they built a shed from metal
sheets on the plot. On 14 June 2000, the Chordias shifted their busi-
ness operations to the shed on the plot.
New developments in Basanti’s life were also under way. In July
2000, Basanti Chordia married Harish Une. Harish began paying
more attention to develop the business. The plot was open in all di-
rections. A boundary wall was first built around the plot. The eatery

Jalna Icons / 82
was refurbished and furnished with brand new chairs and tables.
The Chordias spent most of their time serving customers, so they
decided to save travelling time by staying in the eatery. They spent
the first 4–5 years in repaying the loan.
Basanti felt quite lonesome before Harish Une entered her life.
Now, her friend circle was increasing. Basanti says, ‘There is a
significant difference between women’s groups and men’s groups.
Even if women are quite friendly with each other, they are not able
to lend 5000–50,000 rupees in times of need. However, men manage
to lend and borrow money with ease.’ In the course of these discus-
sions, she also spoke about the problems she had to face as a woman.
Basanti has shown great courage by setting up the business in a time
when society disapproved of women getting out of their homes.
While the loan’s instalments were due, the family decided to
build a kitchen facility. It was difficult to prepare pav-bhaji in the
open, especially in the monsoons. They obtained loans from SBI
and Chikli Urban Bank to build their kitchen. After the workload in-
creased, they decided to build a house on the plot. By then, they had
almost repaid their previous loan. When they needed a loan to build
their house above the kitchen floor, Shri Paresh Raithata promptly
came to their aid and acted as a guarantor. After the construction
was completed the family moved to its new address. Even while the
construction work was in progress, the Chordias never closed their
business!
Many changes have occurred in past five years. In addition to
pav-bhaji and juice, the Chordias have introduced Chinese cuisine,
cold-drinks, and ice-creams to their menu. They have always paid
special attention towards maintaining a clean and hygienic environ-
ment. In the opening hours, the kitchen, counter, and the service area
are attended by at least one member of the family. Nemichandji,
now an octogenarian, still makes the pav-bhaji masala and man-
ages the counter during peak hours. Basanti oversees the kitchen,
whereas Harish manages the serving area, and the juice and ice-
cream orders.
Jain Bandhu’s pav-bhaji has become the signature food item of
Jalna. Many locals and people from outside Jalna relish this pav-
bhaji. Even those who are reluctant to eat outside food, savour the
Jalna Icons / 83
Jain Bandhu’s pav-bhaji owing to the good hygiene and quality
standards maintained by the Chordias. Basanti says, ‘We started this
business simply for our subsistence. It is by the grace of God and
the invaluable support of many well-wishers that we have been able
to come so far.’
Poonamchandji is Nemichandji’s younger brother. They have
been staying together since the beginning. Poonamchandji extends
his full co-operation to Nemichandji in every single undertaking. In
the year 2000, after they acquired the new plot and started the pav-
bhaji centre, only one name came to their minds – Jain Bandhu Pav-
bhaji – a fitting name for the strong bond between the two brothers.
….....
Basanti Chordia – Une
Jain Bandhu Pav-Bhaji, Karva Nagar Corner, Jalna
lll

Jalna Icons / 84
10 ‘Tailor-made’
Lives
Rameshwar / Dyaneshwar
In the city of Jalna,
Sandupatla
the brothers, Ramehswar and
Gyaneshwar Sandupatla, own a The Sandupatla broth-
store by the name of Gayatri Pet- ers struggled to make a
ticoat in Akshadeep Arcade near living. Although they were
Terapanthi Bhavan. They have studiously challenged and
many brands of hosiery products came from a non-business
in their well-stocked store. In background, their business
fact, they have acquired distribu- acumen and steadfastness
torship from many companies paved the way for their
for the city of Jalna. Besides success. Their brand of
other goods, dozens of neatly- petticoats has made way
folded petticoats lay in piles in into the distant markets of
the shelves of the store. These Mumbai and Solapur.
uniquely frilled petticoats have
a story to tell. It is a story of the
brothers who clambered out of poverty and achieved success, and
empowered as many as 62 women to become self-supporting.
Narayanrao Sandupatla, their father, is from Manvat. He came to
Jalna at the age of 45 to find a job. He struggled to make ends meet
by working in a clothes store.
Shri Sandupatla and his
wife, Smt Savitribai,
were childless for
nearly 12 years be-
fore Dyaneshwar
was born to them
in 1971. Two
years later, in
1972, Ramesh-
war was born
to the couple.
Narayanrao now
Jalna Icons / 85
had many mouths to feed, and his family could hardly live off his
paltry earnings. Savitribai stood shoulder to shoulder with him by
working at home as a bidi worker for ‘Majoor Chhap Bidi’. The
brothers attended the Shri Mahavir Sthanakvasi Jain School. Ever
since they were in the fourth grade, they started performing odd jobs
during their summer holidays.
Dyaneshwar successfully completed secondary school, and
Rameshwar completed higher secondary education. Their struggle
to fend for themselves and their parents left them with little time to
study, and therefore, they gave up pursuing further studies. After
his matriculation, Dyaneshwar helped his friend to set up a cutlery
shop. His friend invested the capital to set up the shop. At his insis-
tence, Dyaneshwar started working in the shop, but what he earned
in return for his services was not much. To make some extra money,
he did pygmy collection work as a sideline. He carried out the col-
lection work on his way home during lunchtime and in the evenings
after working at the shop. In 1996, his friend’s brother started to
oversee the business. He disapproved of Dyaneshwar’s sideline. He
once warned Dyaneshwar and asked him to choose between his job
and sideline. Dyaneshwar immediately quit the job and resolved
never to work for anyone in the future. He opened a kirana shop
nearby his house in Balaji Nagar and made a daily profit of 100–150
rupees. His pygmy collection work fetched him 100 rupees each
day. He was happy to earn thrice of what he earned before.
Rameshwar worked as an accountant in a clothes store. He felt
that there was a good demand for petticoats. He came up with an
idea. For trial purpose, he purchased a 100-metre fabric for 1750
rupees from the very shop he worked in and stitched 50 petticoats
from it. He showed his petticoats to his brother-in-law, Shri Paraji
Chitral, who owned a clothes shop in Ambad. Shri Chitral bought all
the petticoats from him except for two petticoats, which Ramehswar
kept with himself as samples. Thus, on 26 August 1998, Rameshwar
made his first profit in the petticoat business of 100 rupees. Shri
Chitral helped him to get advance orders amounting to nearly 250
petticoats from various clothes shops in Ambad. An overjoyed Ra-
meshwar returned home and shared his business experience with
his brother. Dyaneshwar liked his brother’s business plan. Although

Jalna Icons / 86
Rameshwar had bagged orders for 250 petticoats, he hardly had the
money to buy the required fabric. He headed straight to the shop
to meet his boss. He told his boss everything about his newfound
venture and requested him to give 500 metres of fabric on credit.
His boss tried to dissuade him from continuing the petticoat busi-
ness. He told Dyaneshwar that he did not mind giving him fabric on
credit, but the petticoat business was trivial and short-lived. How-
ever, Rameshwar stood by his plan and bought 500 m of fabric on
credit from his boss. After creating 250 petticoats from it, he left for
Ambad. This time he took Dyaneshwar with him. They delivered
the petticoats to retailers and collected the money from them. Al-
though many retailers expressed dissatisfaction over the petticoats,
they placed double their previous order on the condition that they
improve the quality of the petticoats. Rameshwar used his earnings
to pay the outstanding debt to his boss. He again bought 1000 metres
of fabric on credit from him. Over the next week, he made 500 pet-
ticoats. This time his petticoats were of good quality. Rameshwar’s
business gained ground and his petticoats started to reach the distant
markets of Jintur, Selu, and Mantha.
Previously, Rameshwar used to cut the fabric and outsource the
stitching work to some women in his neighbourhood. In light of the
increased workload, they required a dedicated workforce. During
their search for poor and needy women who could stitch petticoats,
they came to know that women from the Muslim community were
good tailors. These women are capable of delivering quality work,
are reliable, and punctual. They started assigning jobs to such
women. Sometimes they also assigned them the cutting work and
gave them extra payment. As the market demand for their petticoats
increased, they employed more people for managing the cutting
work. Their business was in full swing. Both brothers were working
fulltime in the petticoat business. They bought a new 400 sq. ft. shop
after their 120 sq. ft. shop proved too small.
Best quality and reliability became their selling points for doing
good business. Gradually, ‘Gayatri’ petticoats gained popularity
over local brands in the distant markets of Solapur and Ulhasnagar.
When they were unable to meet the rising demand, they decided to
buy a cutting machine. The machine could cut 300 units in an hour.

Jalna Icons / 87
They also increased the number of garment workers. Presently, 62
women are working for Gayatri and a majority of them are Muslim
women. They share a bond of trustworthiness with the brothers.
Although these women rarely step out of their homes, they have
no reservations working with Rameshwar and Dyaneshwar. They
treat Rameshwar and Dyaneshwar like their real brothers and speak
openly with them. Two years ago, Ramehswar remained bedridden
for nearly one and half years. At that time, these women asked for
‘Mannat’ in all the mosques they visited from Jalna to Ajmer. Ra-
meshwar believes he recovered from his prolonged illness because
of his ‘sisters’ who prayed for his good health and is forever grateful
to them.
Dyaneshwar and Ramehswar are doing the hosiery business
together. The bonds between the members of the Sandupatla house-
hold are so strong that the children call each other’s fathers ‘Papa’.
The oneness of the women of the house has rubbed off on the chil-
dren who enthusiastically visit each other’s grandparents. The secret
of the Sandupatlas’ success lies in their unity that extends from the
household to their business. Rameshwar is engaged in the welfare
of Gayatri’s employees. The brothers seek to bring about positive
social change by texting inspirational thoughts to others each day
under the name of ‘Vichardhara’.
Both the brothers never fared well in their school exams, but
they passed the test of life with flying colours. That education is a
supplement and not the means to achieve success seems true in their
case. We prospered owing to our father’s constant encouragement
and our good intentions. Thus, the brothers disclose their formula
for success – ‘Courage, hard work, and good intentions’.
….....
Rameshwar Sandupatla
Gayatri Petticoat, Near Alankar Talkies, Jalna
lll

Jalna Icons / 88
11 The
Mountain
After crossing Bad-
treat
napur on the route from Aurang-
abad to Jalna is Dhopteshwar Ishwardas Ghangaon
Fork. Further ahead after tak- Ishwardas Ghangaon, a
ing a left from Naigaon Fork simple rustic of Dongarg-
and crossing the Purna River aon, at first sight may fail
is the small village of Dongar- to impress you, but after
gaon. While moving alongside eating his Gokul brand
a stream in the village, the nose of banana chips you will
begins to get the whiff of some- start singing his praises.
thing frying. The aroma leads This hidden talent from a
to a simple house with several small village was discov-
bunches of bananas piled at its ered through the medium
entrance. The place is bustling of Krishi Vidyapeeth. His
with human activity. A group of story tells that the way
women is busy peeling the ba- to success is through the
nanas, slicing them directly over customer’s stomach.
a big wok, and flavouring the
deep-fried chips with peppercorn
and chilli powders. The ready chips are weighed with an electronic
scale to create packets of 60 g, 100 g, 500 g, and
1000 g. After the large heap of packets is loaded
into the Tata Magic Minivan, it takes
off to fulfil the orders.
The owner of the
production unit is
Ishwardas Dhondiba
Ghangaon. He
wears a white
bush-shirt and
pyjama, a basil
mala around his
neck, and a
Jalna Icons / 89
tilak on his forehead. Born on 12 March 1967, he is today 45 years
old. He was inclined towards business at a young age. He somehow
coped with his schooling up to class 8. The family-owned dryland
farm was hardly a source of income because of the lack of water and
proper irrigation facilities. Ishwardas once tried propagating plants
for a nursery but failed owing to water scarcity. In December 1998,
while searching for some means to supplement his agricultural in-
come, he came across an advertisement published by Pune’s Krishi
Shikshan & Sanshodhan Parishad. It informed of thirty different
training courses including specialization in fruit processing offered
by Agricultural University, Parbhani. Ishwardas was interested in
fruit processing. His previous trials in fruit processing failed ow-
ing to lack of guidance. He applied for the training course and was
selected. He received a stipend during his three months of training,
and thus, he discovered a new way to realize his ambitions.
After receiving training and direction from Dr P. N. Satvadhar
of Krishi Vidyapeeth, Ishwardas decided to dive into the business
of commercial production of chips. But, business is easier said than
done. Every bank that Ishwardas approached with his project report
rejected him a loan even though it was a small amount to buy new
equipment. Finally, in July 1999, he used kitchen utensils to start
small-scale production of chips.
The most important of all ingredients were the bananas. They
had to be green and raw. The process involved buying fine bananas
from Jalna’s market, transporting them to Dongargaon, peeling and
slicing them, frying the slices, spicing the chips, and finally weigh-
ing and packaging the chips. Ishwardas’ wife Sumitrabai equally
contributed her efforts to business development. She was in charge
of the production process whereas Ishwardas took care of purchas-
ing raw-material and marketing the product. About 10 kg of chips
are prepared from half a quintal of bananas. The plant’s peels and
stems were used as fodder. Initially, he bought the bananas from the
market. Later, when he came in contact with commercial cultivators,
he directly purchased the bananas from them.
The real challenge was marketing and selling the chips. In com-
parison to the chips produced from local varieties of banana, the
chips produced from the starchier Grand-Naine variety were crunch-
Jalna Icons / 90
ier and had an appealing
yellow colour. However,
Ishwardas had to make
do with the local vari-
ety of bananas as the
Grand-Naine was
mostly available in
Kerala and Tamil
Nadu. The other
downside was
the packaging
which was unat-
tractive by urban
standards. More-
over, the marketing
representative was not
a dressed-to-impress, seasoned professional. He was I s h -
wardas Ghangaon, a simple dressed rustic of the Malkari community.
Most shops that he approached refused to stock his products, but he
did not lose hope. He remained resolute and repeatedly visited the
shops. The market response to his products was great in areas where
they were sold, yet there were other places where the business was
not getting off the ground. In this regard, Ishwardas shares one of his
experiences. He tells, ‘On each of the four occasions I approached
one of the shops my request met refusal. On my fifth visit, I was
invited inside the shop and asked to take a seat. The shopkeeper after
sampling the chips immediately agreed to stock the entire 1.5 kg of
chips that I had with me. He placed another order within a week.
Now every week the shop sells 60–70 kg of my chips.’
In the beginning, Ishwardas transported his sack of products on a
bicycle. He later bought a motorcycle and delivered his products to
distant towns and villages. Thereafter, he purchased the Tata Magic
Minivan. Every year he now sells up to 120 quintals of chips. The
otherwise full-scale production of chips slows down from March up
to May on account of limited supply of bananas. Ishwardas’ Gokul
Chips have reached as far as Aurangabad, Beed, Nanded, and Parb-
hani.

Jalna Icons / 91
 Ishwardas intends to expand his business in the coming years.
He has four women employees working at his production unit, while
his six family members handle other related responsibilities. Ishwar-
das plans to invest in setting up a new production plant on his farm.
To cut down on the manpower cost, he wishes to equip his new unit
with machines to automate the production. He is arranging capital
for his new undertaking. Ishwardas who was once turned down by
many banks is today in a position to choose a bank for a loan! He
will approach a bank that provides loan on favourable terms.
Ishwardas has participated in various food fairs where he ad-
vertised and sold his products from a stall. He has received many
awards. Even the governor and ministers have praised him for his
tasty products. He once introduced bitter-gourd chips to the market,
but it has faced a setback following the difficulties in bitter-gourd
production. He has started the production of Gooseberry (Amla)
Candy and Chana Masala, which are selling well. He has greatly im-
proved the packaging of his products to increase their market reach.
He advances on the path to success with the support of his wife and
his children, Gokul and Deepak. He has resolved to make Gokul a
state-level brand in the next five years. Ishwardas has a small piece
of advice for budding entrepreneurs: Work with perseverance. Nev-
er get exhausted and never give up. Success will be yours.
….....
Ishwardas Ghangaon
Gokul Chips, Dongargaon, Ta. Badnapur, Jalna District
lll

Jalna Icons / 92
12 The Gooseberry
Woman
Sitabai Mohite
“After purchasing While many praise the quali-
the gooseberries, first they
are washed with saltwater and ties of the Indian Gooseberry
then dried. It is at this stage (Amla) as the most potent
we decide what to prepare fruit beneficial to mankind,
from them. The first machine Sindhi-Kalegaon’s Sitabai
shreds the berries. The ves- chops, skins, boils, grates,
sels on its either sides collect and grounds them at her
the shreds, and the seeds are production unit. If it wasn’t
expelled. The shredded berries for her, people would be
are squeezed with a cloth to deprived of the exhaustive
get the liquid extract used to items she prepares from this
prepare juice and syrup. The single fruit. Candy, shar-
shreds are dried and then used bat, gulkand, pickle, supari,
to prepare powder, supari, or ladoo, and many other Amla
ladoos. To prepare Amla candy derivatives are part of her
first the berries are boiled and line of products. Armed with
then chopped in the other ma- only three English expres-
chine. The seeds are removed, sions– Thank You, Sorry,
and the chopped berries are and Good Morning – this
marinated in sugar-syrup for barely-literate woman has
also made a successful tour
abroad!
3–4 days. Afterwards,
they are dried for 1–2
hours in the dryer, and
the Amla candy is
ready. The middle
machine is for pre-
paring Amla Mu-
rambba. To operate
the machine stand
on it, place two ber-
Jalna Icons / 93
ries on the frontal bar, and step on the pedal. Needles emerge from
the machine and pierce the berries. A workman can pierce nearly
two quintals of berries in a day. These custom-built machines were
bought from Ichalkaranji. The perforated berries are partly cooked
and marinated once in a sugar-syrup of one-thread consistency for
5–6 days and then in a sugar-syrup of two-thread consistency for
3–4 days. The syrup must be thick and without a trace of water so
that the Murambba can last for 1–2 years,” explains Sitabai at her
production unit. Sitabai has been honoured with several prestigious
awards, including awards related to State Government Industries.
She was also offered a foreign tour. A few years back she was in-
troduced to alphabet recognition as part of the adult education pro-
gram. However, after conversing with her, it is hard to believe that
she is barely-literate.
Sitabai lived with her parent’s Natha Patil Waghmode and Dhru-
padabai Waghmode, and brothers, Nanasheb and Kakasaheb, in
Ambad Taluka’s Tad Hasgaon village. In 1991, at just 13 years of
age, she was married to 16-year-old Rambhau Mohite of Ghodegaon
village. Rambhau worked as an agricultural labourer in Ramnagar,
near Ghodegaon. In 1997-98, he moved to Sindhi-Kalegaon along
with Sitabai and started working in Kisanrao Kharat’s farm. Rambhau
entered into a partnership for grape cultivation. Both Rambhau and
Sitabai would toil in the farm. They cultivated grape vineyards and
potherbs. They developed a nursery bed and sold the plants, but it
was a seasonal business that worked for six months. The rest of the
months they had to look for work or sell some home-made products.
They lived near a roadside dhaba. Many years passed by. One day a
girl excitedly came running into the house. She had a packet of amla
candy in her hand. The candy was priced at 10 rupees. She informed
that the candy seller was eating lunch at the dhaba. He was Shri
Kadam a worker of Limbgaon’s Shetkari Sanghatana. By the time
he finished his lunch, Sitabai approached him and invited him home.
She offered him tea and straightforwardly inquired about the recipe
for the amla candy. Kadam openly shared the recipe. He hinted that
the recipe was easier said than done. All the berries would go to waste
because of one little mistake.
Those were the times when Sitababai carried vegetables on her

Jalna Icons / 94
head to sell them in Jalna’s Shakuntala Nagar and other areas. On the
next day of her discussion with Shri Kadam, Sitabai bought home 2
kg of gooseberries. She tried out the candy recipe explained by Kad-
am, but as per his warnings the candy got spoiled. Discontentedly, she
contacted Shri Kadam. He laughed and then said, ‘Come to Limbgaon
for two days and observe the actual process.’ Sitabai and Rambahau
soon left for Limbgaon. They stayed at Limbgaon for two days and
carefully observed the process of preparing amla candy.
Sitabai made a second attempt at the recipe. She bought 200 ru-
pees worth of gooseberries and sugar. This time the candy turned out
right. In 2003, an event was arranged by Jalna’s Shetkari Sanghatana
and Sharad Joshi was invited on the occasion. Laxman Mohite no-
ticed the efforts of the struggling couple and granted them a free table.
The duo took full advantage of the opportunity. They sold amla candy
and amla juice. Customers also bought their dried farm yield and in
five days the Mohites earned 1200 rupees. Minus the overheads, they
had made a profit of 1000 rupees. They were ecstatic about it. They
decided to invest the money in the business instead of using it for
household expenses. Today, if Sitabai is asked about her investment
in the business, she replies, ‘200 rupees!’
The couple did not get carried away with their initial success.
They had more ambitious plans. They would carry their products
on the bicycle and present themselves beforehand in different areas
of Jalna at the first signs of a potential crowd. They did not even
miss the opportunity to pitch their products to the crowds that would
gather during grand weddings. In the afternoon hours, Sitabai moved
around Jalna for door-to-door selling. Some women even disdained
her, yet she remained calm and left after handing out her informa-
tion leaflets to them. After some days, she would receive orders from
these very women who would be impressed after reading about the
high potency of the fruit. Sitabai made some conjectures based on her
day-to-day observations. She did good business at offices from 1st to
the 15th of each month. Most housewives had money after the 15th,
and so it was then she approached residences. Sitabai was gradually
making progress. At one time, she made the rounds to sell a single
packet, but now she visited the colonies only after she got orders for
10–12 packets. She even fixed particular days to visit different areas.

Jalna Icons / 95
In fact, she religiously fixed Thursdays for visiting the spot before
Swami Samartha Temple! She became more confident than before.
After legitimately completing the formalities, she started receiving
aid from Zilla Udyog Kendra. In 2005, she got a subsidy from the
Zilla Udyog Kendra and took a loan of 16 lakh rupees from Baroda
Bank to purchase the present plot. A building was constructed on the
place. She was selling door-to-door up to 2006. As the business began
to grow, she sold her products through consignment stores. At first,
some shopkeepers refused to stock her products, but eventually things
changed. They began to treat her with more respect when her product
range increased.
Increasing the product range required more than just workers. It
necessitated buying new machinery and equipment. The Mohites got
the information that the shredder machine they needed was available
with Ganeshrao Mhatre of Digras. However, they did not find it ac-
ceptable to make such a huge investment only for shredding goose-
berries. After some prior discussions, they placed a special order for
a big machine that could shred gooseberries as well as raw mangoes.
Sitabai explains, ‘Iron is unsuitable for gooseberries, and therefore,
the machine was made from stainless steel. The machine was built
with the valuable help of Ichalkaranji’s factories. They designed it as
per our needs. Previously, we used steel forks to perforate the berries.
When the machine was installed the same process could be carried
out faster and gave far better results. It is also possible to prepare
sweet lemon-pickle using this machine.’
Sitabai has received a total of 46 awards. Of the two awards re-
ceived from the government of Maharashtra State, she has won one
award in a competition between the entrepreneurs of Maharashtra and
Goa. The other three women awardees were from cities each running
a business with an annual turnover of nearly a crore rupees. Out of the
700 applicants just 130 had been short listed of which only four would
be awarded. When it was Sitabai’s turn to be interviewed, she ques-
tioned, ‘Will it be an oral interview or a written interview?’ All the
judges were baffled by Sitabai’s candour. In order to clarify, Sitabai
explained, ‘I am illiterate. If it is a written test, then I have to leave…’
The judges informed her that there will be three rounds of oral- inter-
views, and a camera will be present in the last round. Sitabai carried

Jalna Icons / 96
the day by succeeding each round of interview and won the award.
Along with the award Sitabai also received a free package tour
from Kesari Travels for Bangkok, Thailand, and Pataya. These
international trips seemed quite challenging for Sitabai who was il-
literate and had not the faintest idea about English. Sitabai not only
overcame the challenge, but also won the hearts of the accompanying
team members. She tells, ‘It is sufficient to know three phrases in
English. They are Thank You, Sorry, and Good Morning.’ During the
trip the group members were seated in seven different buses. She was
welcomed by the all members to accompany them, and so each day
she had to board a different bus. She conversed with everyone during
her travels. She also gave an hour-long speech before an international
assembly of entrepreneurs assisted by someone volunteered who
acted as an interpreter. ‘I often receive calls from at least one of the
300 ladies who toured with me. The amla has transformed my life,’
tells Sitabai movingly. Jijamata Krishibhushan Award, Maharashtra
Udyogini Award, and Sahyadri Channel’s Udyojika Award are also
among the awards she has bagged.
The Mohites faced great hardships and overcame their miseries
through sheer determination. Sitabai has great respect for
her husband. She tells, ‘He is the modern-day Mahat-
ma Phule. In a society which does not permit women
from even leaving the confines of the house,
Rambhau had encouraged his wife to go
abroad. It was impractical to wear a
saree in a foreign land. They secretly
bought some tailor-made dresses to
avoid the chagrin of family mem-
bers. Sitabai changed into new her
dress before boarding her flight.
After returning from her trip she
wrapped away her dresses. None
of her in-laws know about this
till date!
Sitabai’s has always worked
hard with a long-term vision. Sit-
abai is well-informed not only with
Jalna Icons / 97
the operations of her machines, but also how to repair their each and
every part. If a mechanical glitch occurs in any of the machines, she
immediately fetches the repair tools and fixes the machine by herself.
Sitabai’s believes in repairing most mechanical faults herself and does
not depend on a mechanic who would waste both time and money.
Sitabai’s children attend school. She wants her children to learn for
the sake of education and in the future manage the family business
instead of pursuing jobs. She is of the viewpoint that it is more worth-
while investing money in a business than wasting a fortune for getting
a job. As per her a business apart from being a strong personal source
of income also creates job opportunities for others.
She aspired to learn many new things when she entered the busi-
ness world. However, she discovered that successful entrepreneurs
don’t openly share ideas and instead found small entrepreneurs to be
better guides and more helpful. After their successful journey so far,
the admirable couple still work for at least two hours in the farm.
They haven’t abandoned their industrious side.
When in the business she wanted to learn many things. But big
businessmen don’t tell the truth, she frankly expresses her opinion.
Instead small entrepreneurs are more humane and give better guid-
ance. After this long-term struggle, yet this admirable couple works
in the farm for two hours. They haven’t forgotten their rugged and
industrious life. At one time Rambhau and Sitabai have worked as
farm labourers (saldaar) in Kharpudi’s Krisha Vigyan Kendra’s
(KVK) farm numbered 33. Sitabai is now the member of KVK’s Ad-
visory Committee. Yesterday’s saldaar has today become an advisor.
Sitabai’s successful story reminds us of the words by Napolean Hill
– Education comes from within; you get it by struggle and effort and
thought. ….....
Sitabai Mohite
Shri Bholeshwar Fal va Bhajipala Prakriya Udyog, Sindhi-
Kalegaon, District -Jalna
lll

Jalna Icons / 98
13 Blood Ties
Pusaram Mundada
It was just another day In this world, there is one
such donation where the
of the year 1992 for Pusaram,
seated at his jaggery shop. A giver and the receiver de-
man hurriedly rushed towards velop blood ties – ‘Blood
him and asked him, ‘A patient is donation’. To increase the
in urgent need of blood. Would count of members serving
you please volunteer?’ Pusaram this noble cause, Pusa-
thought for a moment. He had ramji Mundada has been
never donated blood before. striving since two decades
Moreover, the patient in this case with the help of Rash-
was a total stranger to him. But, triya Swayamsevak Sangh
Pusaram followed the man to (RSS).
Dr. Suryakant Hayatnagarkar’s
blood bank. After donating blood, Pusaram stepped out, but some-
thing in him had changed. The act of saving someone’s life filled
Pusaram with a new sense of fulfilment and joy. ‘Blood donation’
suddenly became his new-found interest. From then on, Pusaram
started his very own blood do- nation drive.
He would educate others on this topic
and persuade them to join the cause. In time
he created a list of 200 donors and collected
their blood group details. In this noble
cause, he struggled for almost a year.
A year had passed by. The gymna-
s ium grounds were wit-
ness to Shakhas
conducted by
the members of
the Rashtriya
Swayamsevak
Sangh (RSS).
Pusaramji
followed his
Jalna Icons / 99
own healthy regime of a morning walk. One fine morning, after his
morning walk, Pusaramji was on his way home. He was followed
by some RSS volunteers. Amongst them was Shri D. D. Kulkarni,
an engineer from Aurangabad. All of them became acquainted over
tea. In time Pusaramji joined the Shakha. At the end of 1994, the
RSS volunteers were seated in a meeting presided by the Sangh’s
senior regional Sanghchalak, Prahladji Abhyankar. After some for-
mal discussions, Prahladji questioned everyone about their favourite
pastime. When Pusaram’s turn came, he disclosed his concern for
blood donation and how he had gathered a list of 200 potential blood
donors. Prahladji listened carefully to Pusaramji’s story to the end.
He knew he had found a gem of person. Prahladji was always on the
lookout for such gems for it was his speciality to polish them and
hone them to perfection.
Prahladji asked Pusaram, ‘If you are indeed so sincere towards
this cause, then why don’t you open a blood bank in Jalna?’ Pusa-
ramji answered, ‘Since long this has been my dream, but from what
I know that such an undertaking would require no less than 25 lakh
rupees. Moreover, I would also need to go to Delhi where I will have
to go through a troublesome and time-consuming bureaucratic pro-
cess.’ In those times, 25 lakhs was indeed a huge sum. Prahladji did
not comment; however he told Pusaram, ‘Girish Kuber the Sangh’s
Vibhaag Pracharak would be soon visiting Jalna. You could discuss
the matter with him.’ Was Pusaramji really interested? Only time
could tell.
A year and half passed by. At the end of 1996, Girish Kuber
along with Nana and Dr. Babasaheb Ambedkar Pratishthan’s, Dr
Satish Kulkarni, arrived in Jalna. Several discussions later, Pusa-
ramji was happy to learn from Dr Satish Kulkarni that an investment
of 10 lakhs would be sufficient for starting the blood bank. Also
Dr Jugalkishorji Bhala was interested in starting a blood bank. In
1997, a decisive meeting was held at the residence of Vishwa Hindu
Parishad’s Chief minister, Shri. Madhusudanji Mutyal and plans for
starting a blood bank were finalised. On 29 July 1999, after two
years of rigorous pursuit, the blood bank was finally realised. Pusa-
ramji saw his dream come true before his very own eyes.
Pusaram was sentimental at heart. He had faced many hard-
Jalna Icons / 100
ships early in his life. He was born on 10 November 1962, in Gunj
Khurd Village of Pathri Taluka, Parbhani. His father ran a small Ki-
rana store. When Pusaram was nearly two years, they shifted to the
Dukri Pimpri. Pusaram attended school in the nearby Utvad village
up to class 9 and he passed his class 10 exams in 1975 from Janata
High School, Jalna. He earnestly wished to study further, but poor
economic conditions forced him to work in Jalna’s jaggery market
at Harikishan Goyal’s shop. Later, he worked in Laxminarayan
Ramkishan Nagarwal’s jaggery shop. In 1989, nearly after 13 years
of toil and labour, he started his own jaggery shop in partnership
with Nanakram Ramkishan Mantri and Baburao Paachfule. Their
partnership dissolved in 2002 and Pusaramji began to independently
run his jaggery mart. The business was as usual – goods arrive in the
market and are sold off. Perhaps, with time jaggery’s sweetness had
mingled with his heart.
Though an emotional person at heart, he was accurate in his busi-
ness dealings. This was reflected in his visit to Delhi, in 1997, where
he tactfully managed to dodge the corrupt bureaucracy and acquire
a license without spending a single paisa. Today, his Jankalyan
blood bank operates smoothly on the second floor of a building near
Amar-Chaya Talkies on the Shivaji Putla Road. Soon, an indepen-
dent blood bank worth 1 crore will be established at the old cotton
market’s (now Chattrapati Shivaji Sankul) wing no. 3. At present
the blood bank is managed by a staff of 18 – 2 doctors, 1 manag-
ing officer, 2 PRO’s, 5 technicians, 2 receptionists, 1 computer op-
erator, 4 peons, and a driver. The bank is equipped with centrifuge
machines for separating plasma, platelet and paxil, and it has the
required storage facilities. It also boasts of a bloodmobile, which
was donated by Devgiri Nagri Sahakari bank’s Shri Vijay Hulsurkar
during his tenure in 2004–2005.
The blood bank has provided blood to up to 40 thousand patients
till date, conducted 1132 camps, provided blood to nearly 40 thal-
assemic patients, and distributed nearly 1150 blood bags for free.
Here the blood is donated to patients for free except for the process-
ing charges and in return they appeal to the people to volunteer for
blood donation. They have maintained their continuous efforts to
appeal to people to donate blood. For this, they have also set up three

Jalna Icons / 101

Prabodhan centres.
The first blood bank cost nearly 10 lakh rupees. On the surface
this number game appears easy, but for Pusaram and his patrons
this had been a very challenging task. Eventually, people’s attitude
towards blood donation was changing. It took nearly 2 years to raise
these 10 lakhs from nearly 364 generous individuals and on 22 July
1999 the blood bank was ready. After that nearly 20 lakhs were
funded for the Raktvighatan Clinical Laboratory. The money was
raised only in six months. This was possible only due to the people’s
increased faith in the cause. The new land requires nearly 1 crore.
Dr Sunil Goyal has taken special initiative in this matter and nearly
50 lakhs have been raised. The remaining lap is still to be covered.
Shri Banarasidas Jindal has donated 1 lakh, Assam tea’s Rameshb-
hai Patel has donated a lakh, Mahyco’s Bradrinarayan Barwale has
promised 1 lakh and has already funded a machine worth 1 lakh 62
thousand. With their combined efforts and many others this blood
bank is being realized.
Pusaramji says, ‘The blood bank was set up due to the efforts
and support provided by many others. I cannot really take the credit.
This blood bank stands today because of the society.’ This is true.
Such an undertaking is not possible without the society’s co-opera-
tion. But, what is also true is that it requires a real motivator to direct
the society towards such a noble cause and Pusaram is the man on
the job. Pusaram recalls a memorable incident in his life. Pusaram’s
birthday on 10 November is celebrated in Mondha by organizing
a blood donation camp. On 4 November the blood bank phoned
in the mart to inform the critical depletion in blood stock. This
indeed was a serious issue. All of Mondha was informed – ‘Today
is Pusaramji’s birthday and a blood camp will be organized.’ On
that day nearly 40 bottles of blood was collected. Someone in the
crowd remembered that it was not Pusaram’s birthday that day. To
this Pusaram said, ‘The date hardly matters. The blood collection is
more important…’
The blood bank’s inauguration on 24 July 1999 by Dr. Badri-
nayan Barwale and Dr. Ashok Kukde, was soon followed by the in-
auguration of the Prabodhan centre by Jalna’s Krishi Utpaan Bazaar
Samiti’s Sabhapati Shir Narayan Chavan. Pusaram definitely had
Jalna Icons / 102
some hidden agenda behind his invitation. After walking up the two
floors and inaugurating the blood bank Pusaramji indirectly hinted
to Narayan Chavanji, ‘Could you please decrease the stairs on the
two floors?’ Narayanrao mentally took a note of the matter and after
two years allotted the land to the blood bank. For namesake, the
blood bank acquired the land on lease basis. As the complications
of allotting such a land for Non-agricultural purpose arose. Pusaram
approached the concerned authorities to resolve the matter and the
place was acquired by the blood bank.
Pusaram has donated blood for nearly 64 times. He is truly ob-
sessed with his cause of blood donation. The blood bank is currently
at a loss of 27 lakh rupees, but it owes only about 3 lakhs. Who will
bear this loss? Pusaramji has an answer, but he prefers to keep it a
secret. Only this much can be revealed that he is raising this money
from 44 individuals who are donating money on an yearly basis. If
every individual our society could even contribute a small share of
their earnings for this ‘life-giving’ venture then such an organization
need not be at loss.
….....
Pusaram Mundada
Jankalyan Blood Bank, Near Amar-Chaya Talkies, Jalna
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14 The Seal of
Success
Rahul Metal Manisha Mehunkar
Industries has been manu- Meter boxes are sealed with
facturing lead seals since lead seals to tamper-proof them
1990. It has become a lead- against dishonest customers.
ing supplier of lead seals to Chances are that these lead
Maharashtra, Karnataka, and seals have been manufactured
Andhra Pradesh. Its products in Rahul Metal Industries,
have also entered into the which is run by Mehunkar
markets of Madhya Pradesh. family. In the past, the lead
Smt. Manisha Mehunkar is seal market was dominated
the woman behind this suc- by companies in Calcutta and
cessful company. She has the Chennai. After Smt. Mehunkar
full support of her husband founded Rahul Metal Indus-
Shri Subhash Mehunkar. tries in 1990, she was able to
Their son, Rahul Mehunkar, capture the lead seal market in
too has entered the business, Maharashtra and expand her
following in his parent’s business to as far as Karnataka
footsteps. and Andhra Pradesh. RMI is
Smt. Meenakshi Mehu- also a leading manufacturer of
nkar hails from Khamgaon. bearing components.
She acquired higher second-
a r y education with a major in Commerce. She never
imagined that she would own her own business,
but her husband encouraged her to think big.
She was born into a middle-class family. Her
parents worked as teachers in a High School
in Khamgaon. Her husband Subhash Mehunkar
works for NRB Company in Jalna. Shri Mehu-
nkar is from Deulgaon-Raja. He acquired
education in Khamgaon. He got admitted
to ITI to pursue a Fitter Diploma Program
in 1978. In 1980, while he was still in ITI,
he was offered a job by Bajaj Tempo Ltd.,
Jalna Icons / 104
Akurdi, in a campus interview. He worked as a Final Inspector with
Bajaj. In 1982, he quit Bajaj and joined NRB Company, Jalna. He
tied the knot with Meenakshi in 1984. They lived in a rented house
in Jalna. After their marriage, the couple struggled to improve their
economic status. Shri Mehunkar decided to develop some profitable
sideline after work hours. After Shri Ramesh Magre gave him some
useful tips, he discovered the opportunity of producing lead seals
for seed bags. Coincidentally, the machine he needed for producing
lead seals was available with Shri Sunil Raithata. He brought the
machine home and conducted some trials. He approached various
companies with his samples and bagged his first order from Vijay
Seeds Company. This was the year of 1990.
Shri Mehunkar purchased the raw material from Mumbai and
supplied the finished product to the companies. Smt. Mehunkar
supervised the work done by the hired operators at home. After 6–8
months their workload increased to such an extent that it became
unmanageable to fulfill the orders on time even with two machines.
Moreover, they were using old and manual machines. The machine
processed 10–12 kg of raw material each day. Five-hundred units
could be produced from a kilo of raw material. In view of the in-
creased workload, it was necessary for them to increase the daily
output. Shri Mehunkar used his technical expertise and was suc-
cessful in making the machines automatic. Even after the operators
took sufficient breaks, there was a five-fold increase in the output.
It was a major break- through and everyone was
delighted. Mr. Mehunkar
obtained a loan of 6000
rupees from NRB’s in-
digenous bank to buy
the first machine. He
took out a loan of
25,000 rupees
from Andhra Bank
to buy the second
machine. Later the
output from the three
machines failed to meet
the growing demand.
Jalna Icons / 105
Therefore, in 1995, Shri Mehunkar arranged a loan of 1 lakh rupees
from SBI and bought yet another machine. With these four ma-
chines, Smt. Meenakshi has managed to achieve an annual turnover
of nearly 20–22 lakh rupees.
NRB outsourced basic work such as the manufacturing of bear-
ing components and carried out the final processing such as harden-
ing, grinding, and assembly. After Shri Mehunkar came to know
about NRB’s special requirement, he discussed the matter with his
wife. Meenakshi immediately decided to take up this new challenge.
Subhash too was ready to support her.
In August 2006, they purchased an auto-lathe machine and a
regular lathe machine. They started to carry out their business opera-
tions in a small, rented
shed in MIDC area.
They processed the
tubular raw-material
supplied by NRB ac-
cording to its require-
ments. Meenakshi got
more enthusiastic after
she noticed that there
was a great demand
for their products. She
suggested to Subhash
that it was a right time to buy a new machine. After doing some
number crunching, they made the decision of buying two new, high-
precision CNC machines. They could buy the machines because
they had nearly repaid their previous loans. Soon after the new ma-
chines were installed, their son also entered into the business. Rahul
earned his mechanical engineering degree in 2011. He has been
overseeing the work in the new unit for over two years. He says,
‘There is a tremendous scope in the automobile sector in the near fu-
ture. I am quite fortunate that my parents have already developed a
solid base for me. I have many plans to expand the business further.’
The Mehunkars have purchased the machines from Bangalore’s Ace
Micromatic Company. They say that they have found zero-mainte-
nance machines to be more efficient than regular machines. Know-

Jalna Icons / 106

ing perfectly well the pitfalls of depending on a single client, they
are always trying to attract new customers. They are also conducting
trials to develop some new products.
They express their gratitude for the invaluable help and coopera-
tion extended by Shri Magare, Shri Raithata, the manager of NRB,
Shri Sanjay Rodge, and Vansantrao Devdeshmukh of Khamgaon.
Subhash Mehunkar speaks from his experience that one should not
venture into a business without the knowledge of its finer details.
Meenakshi manages both the business and the accounts of the two
units.
Meenakshi has won three awards for being a successful entrepre-
neur. In 1994, she received the first prize on a district-level from the
Udyog Sanchanalaya. In 1996, she was awarded the Marathwada
Bhushan Puraskar. In 2001, she received the Best Woman Entrepre-
neur National Award from then Union Minister of State for Small
Scale Industries, Vasundhara Shinde. She says, ‘A business not only
takes care of one’s self-interests, but also helps to contribute towards
the welfare of the society. It helps to improve one’s economic condi-
tions and social standing, and it also serves the interest of the society
by creating job opportunities.’
….....
Meenakshi Mehunkar
Rahul Metal Industries, Plot No. 31, Vrindavan Colony, Jalna
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Jalna Icons / 107

15 The Laws of
Motion
Udupi is a town Vidya Shankar Rao
in south-west Karnataka. It is
Art is manifestation of the
steeped in rich cultural traditions
sublime union of creativ-
and a vibrant history. It is known
ity and imagination. It is
for its scenic landscapes and
a discipline passed down
scores of ancient temples. The
the ages by devout gurus,
town lends its name to its indig-
to be long cherished and
enous vegetarian cuisine, which
treasured by mankind.
has become world-famous. The
In terms of artistic talent,
spiritually-charged atmosphere
Jalna is blessed with Vidya
of Udupi evokes a sense of tran-
Rao, a mentor of Indian
quillity.
classical arts. The Naty-
Vasantkumar Rao, a professor anjali Academy of Dance
of chemistry, is among Udupi’s and Music symbolizes her
renowned personalities. Vidya commitment to preserve
was born in Karkala to Shri. Va- our invaluable cultural
santkumar Rao and Smt. Vimla heritage.
Rao on 19 August 1968.
Karkala is particularly
famous for the towering fifty-seven feet
statue of Gomateshwara. Vidya spent
most of her childhood in Udupi.
The city’s artistic heritage made a
profound impact on her. When she
was in class 2, her parents encour-
aged her to take lessons in Bharat-
natyam and Carnatic Clas-
sical Music. This was the
beginning of Vidya’s
artistic journey. Under
the direction of her
guru, Vidya often
participated in
Jalna Icons / 108
dance- and music-related programs organized during school gather-
ings and various festivals. Besides participating in such programs,
she took her studies seriously. This was partly because of her proper
upbringing and the educational orientation at home.
After matriculation, Vidya got admission to college for science
studies where she joined the artistic group of Samooha Kalavidaru.
She took part in the activities of the group which continuously per-
formed novel experiments in the fields of classical dance and music.
Vidya participated in various competitions and won many awards.
She successfully passed the senior grade exams in Bharatnatyam
and Carnatic Classical Music of Karnataka Senior Secondary Board.
Vidya also passed class 12 with a good score. She had carefully bal-
anced college lectures, studies, and exams, alongside her intensive
training of dance and music. She had grown weary of this busy
schedule. She decided to opt for arts studies for her higher educa-
tion as she could give more time for her artistic pursuits and easily
manage her studies. She disclosed her plans to her father. However,
as a professor of chemistry, her father was predisposed to science.
Vasantkumar chidingly said, ‘I don’t mind you learning dance and
music, but you must have a bachelor’s degree in science.’ Vidya had
little choice but to comply.
Vidya’s college admission for a B.Sc. degree was followed by a
rigorous schedule of attending lectures, training in dance and music,
and participating in the activities of Samooha Kalavidaru. She was
hardly aware of how the day passed by. She had to bear this owing
to her father’s insistence. However, today Vidya gratefully admits,
‘Though I took the decision was at the behest of my father, I person-
ally gained from the experience. Because I sincerely pursued my
studies and co-curricular activities, it became necessary to allocate
my time to everything. Thus, I perfected the skill of time manage-
ment. This has proved very valuable throughout my life.’
At home, talks of Vidya’s marriage were already underway. In
1988, she was married to Jalna’s Shankar Rao, her cousin sister’s
brother-in-law. After marriage, she had to stay back at Udupi for
her final year exams. It was only in 1989 that she arrived in Jalna,
at her in-laws, for the very first time. She knew very little about the
city from what she had read in the books. After her arrival in Jalna,
Jalna Icons / 109
she had the most awful experience! Vidya tells, ‘We arrived late at
night in the city. It was a fine house, and all family members were so
gentle and accommodating that I never felt I had left Udupi. How-
ever, as soon as I stepped outside in the morning, I had goose bumps
all over my body. I was utterly disgusted at the sight of donkeys
grazing nearby, and pigs grunting and wallowing in the gutters. I
had never come across anything like this in Udupi...’ Despite the
existing odds of the city, Vidya got accustomed to its way of life and
unified with its culture.
Vidya specially mentions the great support and encouragement
she received from her parents-in-law. She is proud of her mother-in-
law Shyamala Rao. In 1981, Shyamala Rao, then an official of the
local Innerwheel Club, had organized for Vidya’s first performance
in Jalna. The event was the club’s district-level conference. Vidya’s
graceful and mesmerizing recital of ‘Dashavataram’ received a thun-
derous ovation. She not only earned the admiration of the audience,
but soon became a well-known name in Jalna’s circles. Vidya start-
ed receiving inquiries from eager parents about training their chil-
dren. Vidya believed it was time to pass on her artistic legacy to the
new generation. In 2000, Vidya formally established the ‘Natyanjali
Academy of Dance and Music’. The academy was inaugurated by
celebrated singer Usha Mangeshkar. Vidya was previously familiar
with only Kannada and English. Today, she thoroughly understands
Hindi and Marathi and satisfactorily speaks these languages.
In Ambad, each year, celebrations mark the day of Datta Jay-
anti. This festival was first initiated by Govindrao Jalgaonkar. In
1990 and 1991, as part of the Datta Jayanti festivities, Vidya had
presented her performances in Bharatnatyam and Carnatic Classical
Music.
Vidya was totally occupied in training the students and perform-
ing on various prestigious platforms until Sharanya was born. This
almost put a stop to Vidya’s disciplined practice (riyaz) for nearly
a year. However, Vidya always maintained a strong bond with her
art. Soon after, she took a three-month refresher course from her
mentor at Udupi. In 2005, she again retired from her class, for an
eight-month trip to Trichur in Kerala. There she took training in
Mohiniattam and Kuchipudi from the Kerala Kala Mandalam, one
Jalna Icons / 110
of the most venerated institutions for the classical arts. She also
studied the Panchratna Kirtana (famous devotional compositions by
Saint Tyagaraja, deemed very significant in Carnatic Music). She
could not learn all this while she was in school or in college. Her
daily schedule involved intensive ten hours of training. Despite the
demanding routine, Vidya wisely took care of her health and per-
fectly managed her training.
Vidya’s background is in Carnatic Music, and she teaches as per
the curriculum of Maharashtra Gandharva College. Each year she
trains thirty students. Vidya’s artistic prowess can be judged by the
achievements of her students. In 2006, two of her students performed
the ‘Arangetram’, a significant debut performance by accomplished
students after completion of their training. Another of her students
passed out Visharad Purna (equivalent to graduation degree) from
A.B. Gandharva College and is a Bharatnatyam guru. While training
her students from 6 to 50 years of age, Vidya says, ‘Dance is an art
form that should be learnt as a discipline. It is incorrect to perceive
it as a weight-reduction program.’ Vidya’s generous side is revealed
by the free training that she gives to naturally-talented aspirants who
cannot afford the course fee.
Vidya has enriched Jalna’s traditional arts’ realm through her
academy. She has also given Jalna the taste of external creative tal-
ent by organizing events and promoting honourable artists, includ-
ing Vidya Deshpande’s (Nasik) Kathak, Arvind Azaad’s (Pune)
Tabla recital, Shrinivas Khatve’s (Solapur) Bharatnatyam, Sharmila
Rao’s (Udupi) Carnatic violin recital, Aishwarya Venugopal’s Bha-
ranatyam and many others.
Vidya says, ‘One shouldn’t learn simply to earn fame or acco-
lades; however, one should learn with the spirit of gaining knowl-
edge. Indian classical music and dance are disciplines that cannot be
mastered in a short period. It requires Sadhana (genuine long-term
study and practice). Mastery in these arts is only possible with
steadfast commitment and diligent practice. The children should be
encouraged to learn if they are willing. Parents have to refrain from
unduly pressurizing their children. They should encourage children
to watch TV channels like DD-Bharti and Doordarshan for develop-
ing their interest in Indian classical arts.’
Jalna Icons / 111
 Presently, Vidya conducts classes at Jalna’s Adarsh Bhagini
Mandal. Shortly, she will be conducting the classes at her spacious
flat in Karva Nagar. It is the efforts of teachers and exponents like
Vidya that our cultural legacy is safely preserved to be cherished by
future generations. Vidya is worthy of her name as an overflowing
educational resource of artistic and aesthetic talents, and Jalna is
beyond doubt most fortunate to have her.

….....
Vidya Rao
Natyanjali Academy of Dance and Music, Jalna

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Jalna Icons / 112

16 A ‘Fun’
School
In Jalna’s Vy-
ankatesh-Nagar is a preschool Manisha Puri
opposite to Azad Maidan. Chil- ‘Children are God’s divine
dren less than five years old, angels.’ These tiny tots
attend this preschool. Since the need the utmost love and
past 16 years, Manisha Ravin- care. However, they also
dra Puri has been managing the need a good preschool like
school built on the foundation the one started by Jalna’s
of healthy child development. Manisha Puri. Manisha’s
In the first year of its inception, dream to start a preschool
she expected only five children was motivated by her love
to apply for admissions, but for children, and she was
she was surprised when 35 kids prepared to overcome
turned up. Today, it stands as one any hurdle to realise it.
of Jalna’s finest schools. Her preschool is the most
Manisha was born in Selu sought after preschool in
on 15 January 1972. Her child- Jalna. This is her story...
hood and academic years were
spent in Jalna. Manisha was
raised in a well-to-do, business
family. Her brother ran a confection- ery
store named Prabhu Prasad. She
never took her studies seri-
ously owing to the lack
of parental pressure; in
fact, she was under
no compulsion to be
academically well
qualified. Manisha
attended St. Mary’s
High School. She
was positively influ-
enced by her friends
when she was in
Jalna Icons / 113
class 9, and thus, she became gradually ambitious. She decided to
study hard. In her class 10 board exams, she scored 72%, and in
her class 12 board exams, she scored 74%. Manisha pursued higher
education from Mumbai’s SNDT College, and obtained a Bachelor
of Home Science degree in Child Development. In 1991, she arrived
at Jalna and helped her brother manage the sweet shop.
At home, talks of Manisha’s marriage were underway. Manisha
was receiving many marriage proposals. Manisha’s father believed
in the compatibility of marriage documents (lagna patrika) for better
matchmaking, whereas Manisha considered emotional and mental
compatibility between partners to be more important. Ravindra
Puri, a friend of her two brothers, was then a regular visitor to their
house. After the completion of his engineering studies from Pune,
he was helping his father run a company that supplied plastic pack-
ages to the Defence Department. Both their houses were in the same
neighbourhood and their families knew each other well. Manisha’s
brothers admired Ravindra and spoke highly of him.
Manisha and Ravindra fell in love with each other. Manisha
insited her father to match their marriage documents, which were
found to be the most compatible. In 1993, their intermarriage was
celebrated with full pomp and gaiety. Ravindra’s father had tragical-
ly died in an accident in 1992 leaving Ravindra as the sole incharge
of the factory. His business had run into a crisis as a result of some
financial problems.
After Yash was born to Manisha in 1995, she met many of her
in-laws in person. Most of them hailed from North India and were
either doctors or engineers. Yash was adored by all family mem-
bers, but after a year and a half, relatives would ask, ‘Why haven’t
you sent him to school?’ Manisha was new to the idea of sending
small children to school, but after she was occasionally quizzed by
her relatives, she became serious. Manisha loved children, and she
came to the decision of starting a school! It also provided Manisha
the opportunity to use her knowledge of child development. Starting
a preschool would address her son’s concern and help her husband
to recover from the financial crisis.
Manisha started working for setting up a preschool. In the be-
ginning, she expected not more than 4–5 enrolments. The couple
Jalna Icons / 114
then stayed near Mission hospital, and Manisha was looking for a
nearby place to start her pre-school. Dr Kabadia sent word to Mani-
sha and offered her a vacant hall on the first floor of his hospital,
and thus, the problem of a place for the pre-school was taken care
of. She spread the word that she was starting a preschool through
her friends. The preschool received a very good response. In the
beginning, Manisha had expected only 5–6 students, but 35 students
turned up. In 1996, assisted by a co-teacher and a lady caretaker, she
started Fun School.
The idea of a preschool was a novel concept in Jalna. Children
were taught to develop skills like independently eating their meals.
They were disciplined to keep their hands off other’s tiffin, but later
Manisha found this type of discipline conflicted with the idea of
sharing. The very next month, she set up a breakfast facility for
children. This practice of providing breakfast to all students of Fun
School continues to this day. Fun School’s enrolments reached the
fifty mark within three years, and the shortage of space was becom-
ing more evident. In 1999, the nearby Nathani building became Fun
School’s new address, which had two spacious rooms, two veran-
dahs, and a large playground. Things were getting more organized.
The children were grouped age-wise into different classes. Each
teacher was assigned with a class of ten children. Manisha took the
next decisive step of purchasing a plot in Jalna’s Vyankatesh Nagar
where she decided to build her school. Many dissuaded her from
making such a bold investment, but Manisha stood her ground. No
one in the city had ever built an independent building just for a
preschool or a nursery. It was an ambitious project which required

Jalna Icons / 115

more capital than was previously estimated. Priya thought it would
be viable to build a house above the building, but she had to drop
the idea after her school ran successfully. The Fun School moved
to its present address in 2004. The school added three new floors
within six years following the increasing number of admissions. Fun
School presently has 11 classrooms, 300 students, and 30 teachers.
The school still maintains a teacher-student ratio of 1:10.
During this time, many other pre-schools came up in Jalna, but
they were hardly as successful as Fun School. Manisha’s personal
touch is the reason behind its success. She remembers the names of
all present students as well as the past students of Fun School. She
loves the innocence of childhood. She has truly made her passion
her profession.
Fun School has become a very popular preschool in Jalna. Many
parents are requesting Manisha to provide primary education. How-
ever, Manisha’s position is clear; everyone has to live their personal
life and spend quality time with one’s family. Fun School offers
four grades namely, Playgroup, Nursery, Junior KG, and Senior
KG. The preschool starts after the students have chanted the Gayatri
Mantra. Fun School celebrates all religious festivals such as Diwali,
Christmas, and Id, with great enthusiasm. Manisha is giving serious
thought to the requests she has received from many parents and is
planning for the school’s future development. The faith shown by
parents on the school since the past fourteen years may be well-re-
warded because Fun School may actually provide education up to
class 10 in the near future…!
Besides the school, Manisha is also committed to a social cause.
She is the secretary of Rotary Club Innerwheel Central. Each year
she gives admission to five girls from an orphanage to her school
and provides them free education. She wishes to continue this prac-
tice in the future.

….....Puri
Manisha
Fun School, Vyankatesh Nagar, Azad Maidan, Jalna

lll

Jalna Icons / 116

17 The King of
Files
Near the Laxmi-Mata
temple in Jalna’s Sindhi Bazaar Narayan Sonune
area is Mahalaxmi Complex.
If you enter this area via the To understand and admire
main road, you cannot miss a the potential of a hard-
stationery shop with a particu- working and an iron-willed
larly huge sign, ‘Shrikant Paper soul, meet Shri Narayan
Products’. A 35-year-old Na- Sonune. After he failed
rayan Sonaji Sonune sits at the his SSC exams in three
counter of the shop. When you subjects and was rejected a
look at this successful and busy seat for a vocational course
youth, you cannot imagine that of his choice, he somehow
twenty years ago he underwent managed to pass class 12,
many hardships. Once you hear but nothing could stop
his story, you will be surprised Narayan from becoming
to know how far one can go on Jalna’s leading manufac-
the basis of one’s determination turer and distributor of
and efforts. However, Narayan stationery products. This is
considers his success to be the his inspiring story…
first milestone of his ambitious
journey. If this is just the begin-
ning, then one can only imagine the exciting develop-
ments that will take place in his business in
the years to come.
Narayan was born on 10 Au-
gust 1976 in Ambheri, a village
in Hingoli District. He learnt
till class 2 in the comfort of
his home, but his following
academic years weren’t so
easy. Narayan had to walk
a tiring stretch of 4–5 km
to Khanapur daily to at-
tend a school till he
Jalna Icons / 117
completed class 7. He got admission to a school in Auda Naghnath
for class 8. For class 9 and class 10, he attended a school in Jalna
during which time his elder brother Subhash worked at Mahendra
Seeds Company. He says, ‘Though I could hardly write, it was
very easy to pass a class at the village schools, but passing a class
at Jalna’s school was next to impossible.’ His fears indeed came
true when he failed miserably in his class 10 exams. He managed
to clear the backlog by taking the exams in October. However, this
was just the beginning of his academic nightmares. When applying
for admission to college, Narayan failed to secure a seat for the vo-
cational course of Storekeeping Management owing to limited seats.
Without much choice, he applied for a seat in the commerce stream,
but finally settled for a seat in the arts stream. He knew well that his
brother’s income wasn’t enough to make ends meet, so he worked at
the Maharashtra Typing Institute for a salary of 150 rupees after col-
lege hours. In 1993–94, after passing class 12, Narayan applied for
a BA degree and at the same time took three jobs! In the daytime, he
worked at Vikas Industries of MIDC; in the evenings, he helped one
Mr. L. N. Acharya in pygmy collection work; at nights, he worked
as an attendant for the phone booth near the bus depot. The first two
hours of his night shift from 10 p.m. to 6 a.m. were active-working
hours. Later, he could go off to sleep.
In 1997, a change in the offing was about to relieve him from his
tiresome work routine. MCED had organized an Industrial training
camp at the Fulambrikar Drama Theatre. The project manager, Mr.
Sudam Thote, was present at the event. The fee for attending the
camp was 700 rupees. At the camp, Narayan got information that
the Khadi Gram Udyog was providing free vocational training. Na-
rayan left for Pune where he received three-months of free training
in binding books and making files. He attended the course which
started in the morning and continued till 4 o’clock in the evening.
He stayed at a hostel which closed in the evening at 8 o’clock. After
training hours, Narayan worked at a nearby printing press up to 8
p.m. and made little money.
After completing his training, he returned to Jalna. On the ba-
sis on his newly acquired skills, he submitted a loan proposal for
the small-scale production of stationery items to the Zilla Udyog

Jalna Icons / 118

Kendra. However, the loan’s approval would take 4–5 months and
Narayan was not going to sit idle until then. By the end of 1997,
Narayan spotted a job advertisement in Lokmat for door-to-door
selling of grinders. Narayan traveled to Aurangabad and took the
job. He earned 2500 rupees a month. The experience gave him
two advantages. Firstly, he received a steady income. Secondly, he
learnt how to promote his products and talk effectively with custom-
ers. Interacting with customers had helped him break away from his
reticent nature. During this period, he had both good and bad experi-
ences, which proved to be useful lessons for his future.
In the meantime, Jalna’s DIC had given Narayan the permission
to proceed. He started approaching banks for getting a loan. Shri L.
N. Archarya worked at Mahendra Seeds Company where his brother
worked. Shri Acharya’s wife, Smt. Acharya, who worked in Syndi-
cate bank helped Narayan to get the loan by acting as his guarantor.
In 1998, on the auspicious occasion of Gudi Padwa, Narayan used
the loan to set up a workshop in Nal Galli area at a monthly rent of
500 rupees. In his new sense of excitement, he bought papers and
raw material from the local markets, created files, and approached
shops to stock his products. However, the market response for his
products hardly lived up to his expectations. He discovered that
his products were costlier than the products already available in
the market. He realized his folly, but it was too late. His efforts to
market directly and sell his products to companies met with limited
success. In the starting and difficult phase of his business, Narayan
took his first biggest order, worth 3800 rupees, from Mahendra
Seeds Company. He soon took Shri Narendra Aggarwal’s order for
personalized files and another order from LIC. However, Narayan
made marginal profits by selling his files for 5–6 rupees. Some
clients even demanded for files personalized with their names for
which Narayan had to set up a screen-printing facility in 1999.
Sometime later, Narayan faced another sobering experience. An
institute of Parbhani had placed a big order with Narayan, but their
precondition was that he would receive the full payment only after
the order was fulfilled. The lack of capital compelled Narayan to
take a loan at a 10% interest rate. Narayan fulfilled the order, but he
received his payment after three months. He had to repay the inter-

Jalna Icons / 119

est accrued for over three months from his own pocket. Narayan had
understood the risk of raising capital by taking loans.
Narayan remained persistent. With his files, he approached Shri
Narayanseth Bhartiya of Mahyco Company. Narayan showed him
his files and offered to sell them at a competitive rate of 17 rupees
each, which was well below the market rate of 25 rupees per file.
Thus, he made a lucrative deal with Mahyco to provide box files and
other types of files. He also got a similar order from Krishidhan. He
expanded his business and his products reached as far as Aurang-
abad, Jalna, Beed, Parbhani, Hingoli, Nanded, Solapur and Barshi.
After his marriage in 2000, Narayan’s wife helped him in the
business. In the same year, a woman named Kavitabai approached
Narayan for a job. Since the past 10 years, she has been managing
the workforce which today consists of 7–8 women and 4–5 men.
Even people from other villages are a part of Narayan’s workforce.
In 2005, Narayan had to shift the workshop to its present location
owing to the lack of adequate workspace. Within a year, he bought
the rented shop. He purchased new machinery and equipment by
obtaining loans which he repaid in due time. He also received the
timely help of some good samaritans. Among them was Santosh
Baheti who worked at Mahendra Seeds. Shri Baheti offered Narayan
a loan at existing bank interest rate and without any paperwork. He
had also helped Narayan in a similar way for purchasing the shop.
In order to save travelling time, Narayan bought a flat in the same
building in 2007.
Narayan’s business grew.
Besides Jalna’s markets, his
products reached the markets
of other cities. He started
receiving orders for regular
files, box files, and many
other stationery items. He
decided to acquire the deal-
ership of some companies.
He also approached banks
to get contracts for supply-
ing stationery items. He
Jalna Icons / 120
received many orders by participating at various exhibitions where
he showcased his products. Most recently, Narayan has bought an-
other shop just next to his existing shop where he has started distribu-
torship of his products under the banner of Shrikant Paper Products.
Narayan has acquired all the necessary machinery for folder mak-
ing, binding, and lamination. He is planning to start the production
of notebooks. He has also passed a part of his hard-earned business
to his relatives. He has supported them in setting up many binding
and screen-printing units in different villages. Similarly, Narayan en-
couraged his brother, Subhash Sonune to develop his entrepreneurial
spirit. During his academic years in Jalna, he had stayed with Sub-
hash. He incentivized his brother to either help him in the stationery
business or to set up a business of his own. Subhash responded aptly
to Narayan’s clarion call for economic independence. Subhash quit
his job at Mahendra Seeds and started working on the ‘Time Diary’
project which was somewhat similar to Yellow Pages. In 2003, he
introduced the Pocket Diary. Two years later, he came up with big
diary exclusively for Jalnaites. In 2010, he introduced a 400-page
diary which contained the complete information about Jalna district,
and the phone numbers and addresses of local businessmen. The
diary received many advertisements. Subhash Sonune and his nine-
member team have established their base in Hingoli District.
Narayan has created a winning career from absolutely nothing.
Although he had fallen prey to the educational system and was de-
nied a seat for the vocational training course, Narayan took an off-
beat path and carved out his own career. Now, he carries many others
with him on the path to progress. His immediate plans include setting
up a huge file production plant by buying up a large tract of land in
Jalna’s MIDC area. He is presently hunting for a suitable place to set
up his plant. Soon, his file showroom will also take shape. He eagerly
looks forward to the day when his files reach all across the state and
eventually the entire nation.
….....
Narayan Sonune
Shrikant Paper Products, Near Laxmi-Mata Mandir, Sindhi Bazaar, Jalna
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18 The
Revolutionist
Bajaj Auto’s largest Kailash Jhanjri
plant is at Aurangabad. In 2006, Setting up one’s own
Rajiv Bajaj announced the plan business or industry is an
to shift the plant’s operations onerous task. It is even far
elsewhere due to its existing more difficult to establish
problems. Following the media- discipline and good-will
hype, his statement raked up a and ensure steady progress
huge controversy in the industrial in a mega industry. Kailash
world. The ensuing commotion Jhanjri who successfully
was apparent because Bajaj was manages the largest plant
the life-force of Aurangabad’s of Bajaj Auto, India’s
industrial settlement. If the major two-wheeler vehicle
company closed down it would manufacturer, personifies
literally paralyze the dependent commitment and persis-
settlement. In these conditions, tence…
Jalna’s Kailash Jhanjri took
over the plant’s administration. Today, Bajaj’s Aurangabad plant
hails as its most efficient facility. Jhanjri’s achieved this brilliant
feat with the guidance of his seniors Pradeep Shrivastava, Ramesh
Maheshwari, and C. P. Tripathi, and the co-operation received from
his team. He has only two words to describe it – ‘Consistency and
Commitment’.
Kailash was born on
19 December 1963.
Kailash’s father,
Jaikumar Jhanjri,
worked as a sales
representative
at Jalna for a
cutlery com-
pany based in
Ahmedabad.
Shri. Jaiku-
Jalna Icons / 122
mar struggled hard as the only bread-winner for his family of four
kids and a wife. On the bright side, all the four kids were studious.
Kailash attended the Rashtriya Hindi School, and was ranked 16th
in the class 10 board exams of 1979. In 1981, following his higher
studies from JES College, he was ranked 14th in the class 12 board
exams. He topped the medical rankings and was ranked close to 20
in engineering, yet he opted for mechanical engineering at Aurang-
abad’s Govt. College. During his schooldays and academic years,
Kailash did not receive tuition or attend any private class. It was
a different period. Pandurang Govind Ankule his school principal
would specially invite the bright students to his home four months
prior to the exams and push them to take more efforts. Following
suit, in class 12, were Lahoti Sir, Aboti Sir, Sanghai Sir, and his
paternal uncle Jhanjri Sir. These professors went out of their way to
help students without worrying about their workload.
After his matriculation, Kailash won most scholarships. He re-
ceived the National Merit Scholarship for his engineering studies.
He received accommodation to the student hostel. The only financial
aid he received from home was to pay for his food expenses at the
hostel. Kailash was happy that he didn’t have to burden his father.
He has fond memories of his engineering college. He clearly
remembers college principal Idate Sir, Mechanical’s Bokankar Sir,
Dhobe Sir, Chudival Sir, and Kadam Sir. He became disciplined and
hard-working though the positive influence of the dedicated team of
best professors, well-equipped and modern lab facilities, and a rich
library. This permanently imprinted the ‘no short-cut’ ideology in
his mind.
In 1985, he became a Mechanical Engineer and was selected
by Bajaj Auto in a campus interview. Since that day, for almost 26
years, he has been a valued member of the Bajaj family. In his first
two years at Bajaj, he worked at the Akurdi plant as a trainee engi-
neer. In 1987, he was positioned at Aurangabad where he worked
in the Manufacturing, Production, Machining, and Assembly de-
partments. He took advantage of this opportunity to learn many
new things. Since 2000, he was assigned to head each process.
In 2005, he was the head of the three-wheeler plant. During this
time, he increased the annual production capacity of three-wheel-
Jalna Icons / 123
ers to three lakh thirty thousand units from two lakh units, without
any additional machinery or manpower. This achievement greatly
impressed the management. It was also the period when the previ-
ously mentioned episode occurred. The management showed great
confidence in Kailash by entrusting him with the two-wheeler plant
and the administration of the Aurangabad plant. This was a golden
opportunity as well as a testing time for Kailash. In the prevailing
stressful situation, everyone’s eyes were on him. ‘Will I be respon-
sible for the closing down the company or can I resurrect a visibly
failing project?’ He too was tensed. Overcoming this challenge was
going to be a crucial test of his experience.
The company’s work culture had seriously deteriorated, which
led to Rajiv Bajaj’s controversial statement, and movements to close
down the Aurangabad unit were underway. It was in these settings
that Kailashji had to work. Guided by Shri. Pradeep Shrivastava,
Bajaj’s COO, he began strategizing for his new undertaking. It
was nothing short of a super challenge. The workers were gripped
with a feeling of insecurity. Efforts were being made to revive their
confidence. They received special training to develop a favourable
attitude. ‘Our plant is one of the best in India. We annually manufac-
ture 15 lakh motorcycles and 4.5 lakh commercial vehicles. Today,
we are a leading company in India, but if we don’t improve, our
position will be jeopardised. Many big companies are waiting to
overtake us in the Indian market. If we give them the opportunity, in
a year’s time, we will be completely grounded. Where will we go, if
the company closes?’ The workers reacted positively to such mean-
ingful appeals. The workers were assured that the company cares for
them through illustrative speeches. Later, with the introduction of
the VRS scheme, a monthly pension of nearly 8000 rupees to work-
ers was also facilitated. These confidence-building measures had a
positive impact on the workers. Another novel exercise to handover
the plant’s responsibility solely to the workers by withdrawing
floor engineers also met with success. When workers were invited
to handle additional work responsibility, 700 of the 3300 workers
volunteered. After giving them preliminary guidance they were as-
sessed and 300 workers were short-listed for further training. They
were given soft- and hard- skills training. They were also appraised
for their problem-solving skills and presented with a real picture of
Jalna Icons / 124
the company’s different departments. Since the past two years, the
very workers who once volunteered to handle multiple responsi-
bilities are managing the entire floor. The workers were comfortable
with nobody bossing them around, and the engineers were happy
to discontinue the floor work in exchange for engineering-related
work. Most recently, an agreement was made for the New Year.
This was the first time an agreement was made in a peaceful setting.
Kailashji informs, ‘Why does the worker approach a third person?
After discussing the matters with us if he doesn’t get justice, then
he is obviously going to seek outside help. In the new framework,
a system was devised for voicing their concerns. By making certain
their issues are effectively sorted out, the occurrences of seeking
outside help ended.’ Bajaj contributes a major percentage towards
Aurangabad’s economy. If Bajaj runs smoothly, then it is a smooth
ride for all the workers and the city. This was the driving notion
behind the workers’ support, and once more a winning work culture
was re-established in Bajaj.
Kailashji is satisfied with his journey so far. He proudly men-
tions the guidance and unwavering support received from Shri.
Pradeep Shrivastava, COO; and Shri. C. P. Tripathi, Vice-President,
Corporate Social Responsibility. He humbly attributes the change
in the company to exceptional team work. He says that the change
was possible owing to the active co-operation extended by, recently
retired, Shri. Athalye, and all the presently working Shris – Firodia,
Mohagaonkar, Patki, and Pilankar.
Kailashji is significantly proud of the fact that the company

Jalna Icons / 125

management showed great trust in him. He has received offers from
many companies and was lured with very handsome packages, but
he has remained genuine with only Bajaj. While revealing this, he
also provides a rational explanation. ‘Bajaj’s environment is not to
be seen elsewhere. I joined here as a trainee engineer. I received the
opportunity to perform every type of work. There was vast scope
for performing. I was familiarised with the operations of various
companies like Toyota, which is considered as the bible of the au-
tomotive field and Bajaj became the medium. I studied the systems
of various companies and received a lot of exposure. I also visited
the finest auto companies across the world because of Bajaj. I could
take management lessons from various top-notch international-level
management institutions. Our MD enjoys reading. He provides ref-
erences for the best books. He has also gifted us with 5–6 books.
Here, I have received ample opportunities. I am totally satisfied…’
Even throughout these discussions he held in his hand a book by
Eckhart Tolle titled the ‘The Power of Now’! This book too had
been suggested by his MD.
He modestly explains, ‘My experience is limited to comment on
many things, but there is one thing I would like to say – don’t run
behind shortcuts. There is no alternative to hard work. Be persistent,
keep your commitments, fix your goal, and give your best perfor-
mance. Life will present you with plenty of opportunities. You are
bound to make it big…’
Shri. Kailash’s wife, Smt. Pinky Jhanjri is proud of him. Other
than being totally content with the twenty years of their life together,
there is one other quality she admires most about Shri. Kailash and
that is that he gives time to all. He doesn’t bring company tensions
home. Shri. Kailash enjoys reading and has read many excellent
books. He likes to spend quality time with his family, but he cannot
recall the last time when he had a merry time with his family. In the
future, he plans to make time for experiencing the different arts and
having an absolutely fun time with his family.
….....
Kailash Jhanjri
Plant In-charge, Bajaj Auto, Waluj MIDC, Aurangabad
lll
Jalna Icons / 126
19 Lasting
Impressions
Shri Nathmalseth Surajmal Mutha
Auspicious or special occa-
Mutha had been successfully
running his Jain Kirana Store sions in Indian households
in Kadrabad since 1952. The are marked by women
store met the many needs of the donning the Mehndi on
locals and soon became widely their palms. The magical
popular in Jalna. In 1970, the Mehndi is made from the
store introduced a new product green henna leaves, yet it
for its customers – the Mehndi dyes the skin in a range
¬– a tattooing product donned by of exotic colours from the
Indian women during festivities bright red to the dark
and special occasions since an- black. The story is of the
tiquity. The Mehndi is imported businessman who has cre-
from Rajasthan’s Sojat city ex- ated his own brand called
clusively for Jalna’s citizens. It Ganapati Chap Mehndi
is sold by weight to customers. and has literally left an
This high-grade Mehndi started impression on Jalna’s
g a i n i n g palms!
popularity.
The Mehndi business turned out to be so
profitable that on 4 October 1973, Na-
thmalji registered his ‘Jain Industries’
company.
In 1980, Nathmalseth Mutha’s
son, Shri Surajmal Mutha joined
the business. For almost ten years
the Mehndi business was limited
only to Jalna. Surajmal decided
to introduce the Mehndi to
the Aurangabad market.
He clearly recalls his first
experience. He traveled
to Aurangabad with
Jalna Icons / 127
25 kg of Mehndi packets. After a day’s labour, he managed to sell
only five kg of Mehndi. In those times, a kilo of Mehndi was rated
at Rs. 4.50. A disappointed Surajmal returned to Jalna. At first, he
was so confident about the quality of the Mehndi that he expected
to sell the complete 25 kg of Mehndi. Nathmalseth was a man of
experience and patience. He counselled his son and advised him to
be patient and persistent. In a few days, Surajmal made his second
business trip to Aurangabad. His father’s sound advice proved to
be valuable. On his previous trip, he had approached only a few
well-known shopkeepers, but this time he approached other shops to
stock his Mehndi. The good thing was that he succeeded in selling
the entire 25 kg of Mehndi he had carried with him! Surajmal had
regained his confidence. After 8–10 days, he made yet another trip
to Aurangabad and explored new and more lucrative markets for

his product. He did very good business. His father’s continuous en-
couragement spirited his ambitions. As the demand for the Mehndi
increased, he carried even larger bags of Mehndi and waited eagerly
for the bus to Aurangabad. As the days passed, his luggage became
heavier. Instead of selling loose Mehndi, he started selling Mehndi
in fifty-gram packets. He bought the packets from Ahmedabad and
filled them with Mehndi. Surajmal also started working towards
expanding his distributor network. Whenever he visited Beed to
meet his in-laws, he would stock his Mehndi packets with the local
shopkeepers. Even there it was praised for its quality and received
a good response. Surajmal started supplying his Mehndi to many
other cities. In the next three years, he developed a network of sixty
distributors, and his Mehndi reached as far as Nagpur, Nanded, So-
lapur, and Manmad.
Jalna Icons / 128
 The Mehndi gained popularity because it was chemical-free
and very effective. The demand for Surajmal’s Mehndi gradually
increased. However, Surajmal realised that he had overlooked a
potential risk in the business. The Mehndi was imported from Sojat
in powdered form and packaged in Jalna, but the likelihood of its
adulteration during import would jeopardize the entire business.
This very thought caused Surajmal to take preventive measures. In
2000, Surajmal began importing Mehndi leaves instead of powdered
Mehndi. The imported Mehndi leaves was ground by a pulverizer
machine installed at Ramnagar’s Jain Industries.
After 4–5 years, Surajmal turned his attention to packaging and
introduced Mehndi packets of 40 gm, 100 gm, 200 gm, 400 gm, and
1000 gm. As before, Surajmal bought the packets from Ahmedabad.
With the knowledge that customers prefer good-quality products as
well as good packaging, Surajmal ensured that the packaging was
attractive. Surajmal had identified that there was a growing trend
among people to dye their hair with Mehndi. To cater to this seg-
ment, he started production of attractively packaged herbal Mehndi
with additional ingredients such as Shikakai, Bhringaraj, and
Brahmi.
As per Surajmal Mutha, Ganapati Chap Mehndi has a market
share of 80%. He heartily credits this success to the profound contri-
bution of his brothers, Subhash, Vinod, and Vijay. In the near future,
you can expect to see some more products of brand ‘Ganapati’ such
as turmeric powder, incense sticks, and balm. Ganapati has estab-
lished itself as a leading brand name for premium products. The
brand name, ‘Ganapati’, was actually suggested by Jagdish Guru,
who is a close friend of the Mutha family. The Mutha family looks
confidently poised to expand their business further.
….....
Surajmal Mutha
Ganapati Mehndi, Madan Plaza, Near Alankar Talkies, Jalna
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Jalna Icons / 129

20 Practical
Magic
On the third floor of Sanjay Tikariya
Jalna’s CTMK Gujarati School Sanjay Tikariya is unlike
is the school’s science lab where the typical lab assistants
many science projects are on who lackadaisically fol-
display. While many of the low their work routine
school’s students have created and keep watching the
the projects placed near the lab’s time. He has surpassed the
entrance, there is another strange bounds of his job descrip-
yet amazing contraption made tion to take up the mantle
of distinctly familiar objects of a science educator. His
on the table of the school’s lab creativity speaks for itself
assistant, Sanjay Tikariya. On through his projects that
closer inspection, you see a have helped foster scientific
wire-stemmed, upward-facing curiosity among children as
pinwheel magically gyrat- well as adults.
ing atop a water-
filled bot-
tle complemented by a swirling water
vortex whose tail end barely
lashes at a couple of sunken,
wooden marbles. A small
rectangular piece of wood
has been attached to the lower
end of the wire immersed in
the water. Inside the bottle is
actually an emulsion, which is
evident from the blue-dyed kero-
sene that struggles to stay above the
water while being frantically stirred
by the vortex. If the experiment’s
scientific principles are still unclear,
it is best to approach Sanjay Tikariya.
He explains, ‘What you see before you
Jalna Icons / 130
are four projects based on scientific principles. The first experiment
involves the water and kerosene emulsion. Because the density of
kerosene is less than that of water, the kerosene floats to the top.
In the second experiment is the spinning pinwheel. The ceiling fan
increases the airflow thereby rotating the pinwheel. In the third ex-
periment, the pinwheel’s rotation causes the wooden piece to act like
a stirrer, and the resulting vortex makes the pinwheel rotate more
rapidly. The fourth experiment involves the wooden marbles. When
water replaces the air in the pores of the marbles, they sink to the
bottom having attained a density greater than water and kerosene.
With a motley collection of disposable or ordinary objects, Sanjay
has created a fun-filled yet educationally valuable resource that can
help any child to remember the four experiments for a lifetime.
Every person who works in an educational institution such as
a school has an important role to play. While the progress of the
school’s students greatly depends on their teachers’ teaching skills,
work integrity, and ability to bond with the students, the teacher’s
subordinates too can actively contribute to the teaching process. A
person aware of this fact is Sanjay Tikariya, who has set very high
standards even in his ordinary role of a lab assistant. His name truly
deserves a place in the annals of education.
Sanjay was born on 19 December 1967 in Jalna. His father was
then a headmaster of CTMK School. In 1984, Sanjay passed his
class 10 exams. Sanjay was an average student, but he was an in-
dustrious person. After matriculation, he set up a small Kirana store
in his home. In 1987, a family crisis had forced the Tikariyas to
move to Chikli. In 1991, they returned to Jalna. This was the most
challenging period for the Tikariyas. In 1992, Sanjay applied for
the position of a lab assistant at CTMK School. After attending the
interview and duly following the recruitment process, Sanjay got the
job. Thereafter, Sanjay took the exams as a private candidate and
obtained a degree in BA and MA.
Sanjay did not draw much attention while he worked as a lab
assistant from 1992–2006. However, during the academic year of
2006–07, his life took a new turn. His achievements were highly
appreciated, and his work received countrywide recognition. The
science faculty presented their science projects at the annual science
Jalna Icons / 131
exhibition. For the first time, lab assistants were given a chance to
present their science projects in the 2006 science exhibition. Sanjay
participated in the science exhibition and gave a demonstration of his
projects titled ‘Majhi Chotishi Prayogshala’ (My Mini-laboratory)
for which he was awarded the first prize. After receiving this news,
the chief officer of Jalna’s Zilla Parishad, Dr Nipun Vinayak im-
mediately wrote a congratulatory letter to Sanjay and expressed his
interest to view Sanjay’s projects. Sanjay responded to Dr Nipun’s
request and showed him the projects at his Zilla Parishad office.
Thoroughly impressed with Sanjay’s wonderful projects, Dr Nipun
promptly organised a training programme for all science teachers
and issued an ordinance that all schools should set up a model
laboratory similar to the one set up by Sanjay. None other than lab
assistant Sanjay Tikariya was supposed to train the teachers! This
was a thrilling experience for Sanjay. Soon, Sanjay became the most
talked-about person in Jalna City for his achievements.
Sanjay’s portable mini-lab was actually a compact kit consist-
ing of apparatuses and materials to set up hundred different science
projects. The most striking feature of this kit was it consisted of
everyday, throwaway household objects and did not use anything
expensive. Sanjay’s inventiveness can be judged from one of his
experiences. The school’s science teacher, Shri Vidyasagar once in-
structed Sanjay to arrange the separation funnel experiment. Sanjay
inadvertently broke the funnel. He walked over to Shri Vidyasagar’s
class to inform him about the mishap.
However, before Sanjay could utter
a word, Shri Vidyasagar assumed
that Sanjay had set up the apparatus.
Sanjay did not want to disappoint
Shri Vidyasagar and left without
saying a word. While he sat on
the school’s staircase, he thought
over the problem. Soon, he came
up with an idea. Without wasting
more time, he rushed towards the
laboratory and rummaged the fa-
cility until he found an old saline
container. He shaped a funnel
Jalna Icons / 132
from the container by carefully cutting it and arranged the project.
Shri Vidyasagar managed to demonstrate the experiment with an ef-
fective, albeit crude, apparatus. From this episode, Sanjay came up
with the novel idea of a ‘Khatpat Peti’ – a utility box that contained
many different objects and resources that students could use for cre-
ating their own science projects. For this unique initiative, Sanjay
gives the credit to Shri Vidyasagar who inspired him.
Sanjay tells that anyone can create interesting science projects
on shoestring budgets. This had always been the basic premise for
all his projects. Winning the first prize at Yavatmal’s science exhi-
bition greatly boosted his confidence. After revealing the secrets of
his lab to the teachers of Jalna District at the behest of Dr Nipun,
Sanjay was invited to Satara to conduct his lab workshop for nearly
1200 teachers! There he met Bharat Jagtap, who was fascinated by
Sanjay’s ideas. Shri Jagtap advised Sanjay to meet Pune’s NCERT
director Shri Anil Bedge. After Sanjay arrived at Pune’s NCERT for
his scheduled appointment with Shri Bedge, he managed to impress
Shri Bedge with his ideas to such an extent that their two-minute
meeting stretched for more than two hours. Shri Bedge straight
away called Aurangabad’s deputy director Laxmikant Pandey and
immediately handed over the appointment letter for an ‘Expert
Guide’ to Sanjay. Accordingly, he was invited as an expert guide for
a teacher-training programme organized by NCERT. Thereafter, on
Sundays, he imparted free training to teachers by traveling to nearly
twenty-six districts of Maharashtra.
In the following year, Sanjay displayed his science projects at
Akkalkuwa’s science exhibition and won the second prize. In 2009,
Sanjay got the rare honour of conducting training at Mumbai’s
Homi Bhabha National Institute that is affiliated with Bhabha
Atomic Research Centre. Sanjay was also given the opportunity
to attend an international seminar at Singapore by the secretary of
CASTME (Commonwealth Association of Science, Technology,
and Mathematics Educators) Dr Agarkar. This seven-day Singapore
tour, which kicked off on 16 November 2010, was granted to Sanjay
for his contribution to the academic field.
Sanjay often experimented and came up with fresh ideas and pre-
sented his new projects at various exhibitions. At Parbhani’s science
Jalna Icons / 133
fair, he presented one of his most innovative creations¬–the ‘Prayog
Manav’. In this robotic kit, he compiled all the necessary apparatuses
and material to set up 200 different geography-related projects! The
unique feature of this kit was that it included the audio recordings
of the procedures for all the projects, which could be played at the
touch of a button. The recordings could accurately guide children
to set up the projects on their own. Another of his creations is the
‘Jadooee Ganiti Fala’ (Magic Maths Board) – a small box kit that
cleared all the mathematical concepts from class 1 to class 4. Sanjay
has created this activity-oriented educational kit based on his deep
understanding of child psychology.
Sanjay’s innovativeness is not limited simply to competition-
related projects. He has also set up several interesting projects in
the school’s lab. In an airtight container, he and some students had
planted a small sapling, which has grown and survived without air or
water over the past four months. Tiny insects have made the jar their
home. His other science project includes filtered water mixed with
a drop of gutter water, which is now full of algae. This is the result
of many stages of an organic cycle. Although Sanjay does not have
in-depth scientific knowledge about it, this project is very relevant
for students to study. There is also a real human skull in the school’s
lab. The school’s speciality is that it allows students to enter the lab
during recess after taking permission from their teachers. Sanjay ex-
presses his heartfelt gratitude to the co-operation received from the
school’s administration for all his endeavours. Sanjay unfailingly
mentions the great confidence that the school’s administration has
shown in him. In fact, he was given the responsibility to finalize the
lab’s interior design and setup.
The students here regularly perform new experiments. They
have complete access to the lab. The projects, models, drawings,
and charts developed by the students are visibly displayed. Some
fundamental science projects are permanently displayed so that
teachers can promptly demonstrate them to the students. Sanjay
Tikariya’s efforts and his commitment to work are praiseworthy.
More information of this prodigy and his projects can be found on
his website.
In the near future, Sanjay plans to set up a Tikariya Science Vi-
Jalna Icons / 134
sion Centre (TSV). Sanjay plans to install many exhibits, which will
cover all scientific concepts, at his proposed TSV Centre. Krishi
Vigyan Kendra’s Shri Vijayanna Borade has allocated a two-acre
plot at Kharpudi for Sanjay’s TSV Centre. Sanjay also has the solid
support of Shri Sunil Raithata for his ambitious project. Nearly 300
people have extended their co-operation to Sanjay for his project.
Once Sanjay’s dream project is realized, it will be the epitome of
Sanjay’s contribution to the academic world and inevitably, a major
source of pride for Jalna!
….....
Sanjay Tikariya
CTMK Gujarati School, Bus Stand Rows, Jalna
lll

Jalna Icons / 135

21 Bhaishree
Rameshbhai Patel
Intending to
People often tend to be-
lieve that successful busi-
witness the archaeological nesspersons are born over-
marvels of Ajanta and Ellora, night because most of them
an ambitious youth from Chat- hail from affluent back-
tisgarh stepped in Jalna City. grounds. However, success
He was completely broke, but is more than an outcome
he managed to find a partner- of fate or coincidence. The
cum-investor to start a business. following is a myth-buster
He made a small beginning by story of an individual who
selling loose tea to the shops and faced many hardships,
hotels by cycling his way from yet he turned the tables
the train station to the bus depot. on his impoverished life
He always cherished a dream with steely determination.
that someday he would make The vast business empire
it big. He worked hard, applied he has created is bound to
all his knowledge and skills, and amaze anyone. His inspir-
seized every available opportu- ing story strongly suggests
nity to realize his dreams. Today, that ‘Destinies are made’!
nearly four decades later, Ra-
meshbhai Chotabhai Patel, fondly referred to
as Bhaishree, runs his own tea company.
Each day, 30,000 kg of Bhaishree’s
tea makes its way to the market.
With a huge customer base,
Bhaishree’s tea has emerged
as one of the leading brands
of tea.
Rameshbhai was
born on 12 October
1950 in Bochasan, a
sparsely populated
village located in
Anand District
Jalna Icons / 136
of Gujarat. The boy’s father, Chotabhai Patel, was a poor subsis-
tence farmer. The farm’s yield barely supported the family’s basic
needs. The poverty-stricken Patel family suffered many hardships.
Hoping to provide better education for his son, Chotabhai entrusted
him to the care of his sister who lived 15 kms far from Bochasan in
Nargaon Village. Rameshbhai stayed with his aunt and attended a
local school in Nargaon. In light of his family’s economic adversity,
Ramesh had to discontinue his studies after matriculation. Moreover,
his parents thought it was hardly appropriate to burden Ramesh’s
aunt further. The year was 1965. Rameshbhai now started to search
for a job. Ramesh had a chance discussion with one of his fellow
villagers who worked at a Calcutta-based tea company. He assured
Ramesh that he could land a job in Calcutta. Ramesh accompanied
the villager to Calcutta. The villager introduced Ramesh to his em-
ployer who was a tea merchant. The merchant liked the lively lad.
He decided to employ Ramesh and explained, ‘Your job would be
preparing tea, serving it to visitors, and washing and arranging the
utensils in the pantry.’ In return for Ramesh’s services, the merchant
promised him two meals per day and a place to sleep! For the fifteen
months Ramesh worked at the merchant’s company, he experienced
the joys of two hearty meals each day. At times, Ramesh also had to
do the merchant’s laundry.
The merchant’s clients who bought his tea included traders.
Among them was Jayantibhai Patel of Bilaspur’s Assam Team
Company. Jayantibhai took a liking to a young and smart Ramesh.
He offered Rameshbhai a job with an annual payment of 600 rupees
that amounted to a monthly payment of 50 rupees. He also promised
Ramesh an annual raise of 100 rupees. In those times, wages were
discussed on a per annum basis. By the end of 1967, Ramesh quit his
job and arrived at Bilaspur in Chattisgarh to work at Jayantibhai’s
teashop, which was close to a railway station. In the nearly seven
years Ramesh worked at Jayintibhai’s teashop, he had become well
versed in the ins and outs of the tea business. Railway employees
were among the teashop’s regular customers, and it was obvious for
a sociable Rameshbhai to be acquainted with train drivers, guards,
and ticket collectors. This group, during their gossiping over tea, of-
fered Ramesh a free trip with them to Tirupati to which he agreed.

Jalna Icons / 137

 It was mid-1974. After the group reached the holy city of Tiru-
pati, they offered their prayers. While returning, they decided to go
on a sightseeing trip to the Ajanta and Ellora Caves, and so they
got down at Jalna. While they walked towards the bus depot past
the then sparsely populated streets of the city, Ramesh was visually
surveying the market. Like the focused Arjuna, who saw only the
fish’s eye during the swayamvara, Rameshbhai keenly observed that
the roadside teashops, tea stalls, hotels, and kirana stores stocked a
narrow range of tea brands such as Lipton and Brooke Bond. The
brand of loose tea popular in Bilaspur and Calcutta was nowhere to
be seen. Ramesh saw a great opportunity ¬– a potential market for
tea business.
Setting his sights on Jalna’s potential market for tea business, a
determined Ramesh returned to Bilaspur. It was time to make the
most of his years of experience in the tea business. However, Ra-
meshbhai was short of capital. He needed some prospective inves-
tor. He discussed his business plans with his friend Kiranbhai Patel
and managed to convince him to fund the business. After making
their initial purchase, they arrived in Jalna as complete strangers.
They reached the address of the only person they knew – a lady
from their village of Bochasan, Jasodaben, who was married to a
Jalnaite. This was the house of Jalna’s Jayantibhai Patel. During the
duo’s two-day stay, Jayantibhai helped them find a suitable accom-
modation. They decided to stay in a rented room of ‘Madan Nivas’
building, which was close to the railway station.
Rameshbhai decided to purchase tea from a tea merchant in Jal-
gaon, who was a relative of his former employer, Jayantibhai Patel.
Ramesh and Kiran soon discovered that their direct selling approach
was not working with the shopkeepers who had been stocking tried
and tested brands of tea since long. They employed a new strategy.
Early morning, they went around distributing sample packets of

Jalna Icons / 138

tea to the shopkeepers and requested them to buy their tea if they
liked it. In the evening, they again approached the shopkeepers who
would be pleased with the flavour of tea and preferred to buy their
tea, which was less expensive than the existing brands. In this man-
ner, the duo managed to get their tea business off the ground. As
news of their tea began to spread in the market, their customer base
started increasing. To meet the steadily rising demand for their tea,
they had to travel to Jalgaon twice a week to buy tea.
The loosely sold wholesale tea is different from the final product
sold to customers. One of the most important processes in the pro-
duction of tea is blending. A single variety of tea rarely offers the
perfect balance of flavour, aroma, body, colour, etc. This is can be
managed by tea blending. It involves mixing different varieties and
grades of tea in just the right proportions to create a well-balanced
blend of tea, which has all desirable characteristics. Rameshbhai’s
mastery of tea blending ensured that the tea was flavoursome and it
thus became popular. Rameshbhai got some respite in the afternoons
from his busy morning routine of selling tea. He constructively used
this spare time to develop local acquaintances. He would either help
the rickshaw drivers to help calculate their earnings or help some-
one to write a letter. The business was expanding. After nearly two
years, at the end of 1976, Ramesh bought a bicycle. With the help of
a hired a porter for carrying heavy loads, he rode on his bicycle to
supply packets of tea. In the evening, he would revisit his custom-
ers to collect the money. Minus the overheads, Rameshbhai made
a small profit. Moreover, the cost of his tea was less than that of
the branded tea by 5–6 rupees. In those times, this was a significant
price difference, which also proved to be a strong selling point for
Ramesh’s tea.
For a monthly rent of 110 rupees, Rameshbhai started a retail
outlet in the place opposite to the Panchavati Hotel where Annapur-
na Snacks Centre is presently located. As usual, he went around
selling tea packets in the morning, and after mid-noon managed his
outlet for the rest of the day. He hired an assistant, Shabbir-miyan.
People who tried Ramesh’s inexpensive yet high-quality tea became
his regular customers. The tea became popularly known as ‘Ra-
meshbhai ki chai’! With the increase in customer base, Rameshbhai

Jalna Icons / 139

achieved business stability. The markets outside Jalna City now
beckoned him. After he deputed his ‘partner’ as the in-charge of the
outlet, he started exploring the markets of other cities. He traveled
to Ranjani, Ner, and Sevli on Mondays, to Gevrai on Tuesdays, to
Partur on Wednesdays, to Ambad on Thursdays, to Badnapur on
Fridays, and to Pachod on Saturdays. Wherever he went, he adopted
the same selling strategy that was successful in Jalna. On Sundays,
he stayed in Jalna and sold the tea placed on a bed laid down in the
market! He later employed Mohan, Kashinath, and Laxmikant, who
were his valuable companions during his struggling years.
Rameshbhai was married in 1972. However, he traveled alone to
try his luck while leaving his wife behind at his hometown. As the
business expanded, Rameshbhai sensed the shortage of manpower.
Rameshbhai called his fellow villagers, Umeshbhai, Virendrabhai,
Janakbhai, and Navinbhai to assist him. To accommodate his new
colleagues, he moved to the four rented rooms of Bankar Mansion
near the Pani Gateway. Rameshbhai’s colleagues occupied the two
rooms on the ground floor, whereas he and his wife occupied the
two rooms above. Rameshbhai’s wife cooked food for everybody
and also did everyone’s laundry. Rameshbhai started a second retail
outlet in Dana Bazaar.
While his reliable colleagues looked after his two outlets, he
travelled elsewhere and explored other markets to promote his
business. During his travels, he increased his business connections
by reaching out to village-based shopkeepers, and tea-sellers who
agreed to stock his tea. He then focussed his attention on weekly
markets where he again practiced his successful tea-on-bed selling
strategy. More and more customers started buying his flavoursome
tea and its demand increased. Rameshbhai remembered his Cal-
cutta-based employer, A. K. Patel to whom he felt deeply indebted
and occasionally sent letters. Rameshbhai figured that buying tea
from Calcutta would be more economical and so he contacted Shri
A. K. Patel. Shri A. K. Patel was delighted to do business with Ra-
meshbhai. Business terms were finalised which involved the penalty
of interest charges if timely payment is not made upon delivery of
goods. To expand his business further, he appointed distributors in
many villages. He supplied them the tea and collected the payments

Jalna Icons / 140

from them on his next visit. He replaced the distributors who sank
or embezzled his money with new ones. He stuck to the practice of
appointing one distributor per village.
By 1990, after nearly twelve years, Rameshbhai had expanded
his business as far as Nanded, Latur, Beed, and Aurangabad. This
was when he decided to develop a brand name for his tea. Televi-
sions had begun to make inroads into the rural homes and were
the most influential mediums in those times. Capitalizing on the
mass appeal of the lead character, Vikram, of a then famous serial,
‘Vikram Aur Betaal’, on the only existing Doordarshan Channel,
Rameshbhai decided to name his tea as ‘Vikram Tea’.’
For the next five years, from 1990 to 1995, Rameshbhai tried to
streamline his distribution system instead of focussing on business
expansion. Until now, he had appointed only business-needy and
honest candidates, but it was equally necessary to discipline them.
While some distributors were unreasonably demanding and stocking
more tea than was sold, some others did not pay on time. Ramesh-
bhai brought into effect strict company policies, which included
regulating the supply as per the sales and stopping the supply of
new stock to distributors who fail to make payments in a fixed time
limit of thirty days. This helped improve employee and distributor
accountability, thereby mitigating any financial risk.
He conducted another unique trial during this period. In addi-
tion to the regular tea packets of 250 gm, 500 gm, and one kg, he
introduced affordable tea sachets priced at 50 paisa and one rupee.
For this, he purchased an automatic sachet-packaging machine.
He started an independent packaging unit on an 8000 sq. ft. area
in Nathbaba Galli, but by 1995–96, even this unit could not meet
the production targets. Therefore, Rameshbhai purchased a 10,000
sq. ft. plot, opposite to the Datta Temple, in the nearby Devamurti
Village where he started an automatic packaging plant. This new
plant had machines designed to handle packaging for both variable
quantities of tea. After 7–8 years, in 2005, faced with the lack of ad-
equate space, Rameshbhai decided to shift the packaging operations
to a large unit set up at Borkhedi. The fully automatic machines had
a packing range of 250–1000 gm.
Over the years, the company had introduced seven different
Jalna Icons / 141
brands of tea in the market. In the regular category, Vikram is
among the company’s best-selling brands followed by Lion, Titli,
Rupa, and Surabhi. The company has also introduced two premium
brands in the market named Vikram Gold and Titli Premium. Ra-
meshbhai has built a huge and loyal customer base. In fact, some
customers have been buying his tea over the past 35 years. Each day
the company does a business of nearly 30,000 kg of tea.
However, the road to success is never easy and Rameshbhai had
to face many hardships. After 2003, he handed over the reins of
business to his son Bhaveshbhai. In light of his decision to bequeath
his business to his son and preparing for retirement at just 60 years
of age, he was questioned. ‘We often see that even decrepit old per-
sons don’t relinquish their business to their children. How did you
make such a decision?’ The reply he gave is something all fathers
should take note of. He said, ‘I no longer treat Bhaveshbhai as my
son. I consider him as my friend, and in that sense, I have entrusted
my business to him.’
After 2003, Bhaveshbhai spread his wings to get completely
involved in managing the tea business. The business group has
diversified its interests into nine different areas. The group’s name
has been named as Bhaishree by compounding the friendly title of
‘Bhai’ and honorific title of ‘Shree’. It symbolises the respect and
affection that Bhaveshbhai and all associated dealers have shown
for Rameshbhai thereby conferring on him the title of Bhaishree.
Bhaveshbhai took the decision of pursuing business opportuni-
ties in fields related to food, clothing, and housing. In 2005, he set
up Trinity Snacks Pvt Ltd at Aurangabad, which has a monthly pro-
duction of 80 tons. These products are sold under the brand name of
Umang. The Laxmi Cotspin Ginning Mill, started in 2007–08, is the
result of his joint undertaking with Rajuri Steels Pvt Ltd. Along with
a group of industrialists and academicians, in 2007–08, collaborating
with some London-based and American universities, he established
the Lotus Business School in Pune, which imparts management
education. After the acquisition of the 14-year old financial firm, JK
Securities, the Bhaishree Group has stepped into the brokerage busi-
ness. With Bhaishree Ventures, the group has forayed into Aurang-
abad’s real estate industry. In 2009, the group established Parvati
Jalna Icons / 142
Solvent Pvt Ltd for the mass production of fodder from soya beans.
The year 2009 also witnessed the establishing of Bhaishree Associ-
ates & Developers in Borsad, which is the taluka to Rameshbhai’s
hometown of Bochasan. A big complex is currently being construct-
ed at Borsad to set up Bhaishree Medical & Research Foundation. In
2008, the group also purchased the 15-year old packaging company,
Colour Flakes Limited, based in Ahmedabad, Gujarat. In Jalgaon, at
the end of 2010, the company has laid the foundation for Bhaishree
Foods Pvt Ltd for the production of ready-to-cook food products in-
cluding Khandesh’s most famous snack, the Nagli papad. The group
has also set up the wind-power project under the banner of Gujarat
Tea Traders Pvt Ltd in Satara area. With Softech Global Solutions,
the group endeavours to provide software-development training to
deserving and needy students.
While focussing on business advancement, Rameshbhai has
never turned a blind eye towards the welfare and development of
others. Even his long-time employees who once carried out the most
ordinary tasks are today holding high-ranking positions. Rameshb-
hai values certain business principles more than he values his life
and one of them is offering quality products to customers worth their
money. While extoling the benefits of dedication towards work, he
says, ‘Always dream big and commit yourself totally to realise those

Jalna Icons / 143

dreams. You will definitely succeed.’ He adds, ‘I have never spoken
to anyone in an overbearing manner, and neither argued nor quar-
relled with anyone. I have even admitted to mistakes that I never
committed. I have accomplished so much because I was pliant and
maintained my humility at all times.’
Rameshbhai presently oversees the purchase of raw material and
the factory’s business. Feeling indebted to his motherland, he has
taken up many social causes. Since the past five years, he has been
organizing mass marriage functions, which have till date helped 300
couples to tie the knot. He has enabled 400 children to get medical
treatment at Udaipur’s Narayan Seva Sanstha by paying for their
complete medical expenses as well as travelling expenses. He sin-
cerely endeavours to make good use of his money. He has set up an
educational institute for underprivileged children in Bochasan.
One of Rameshbhai’s essential contributions is addressing Jal-
na’s acute water problem. Jalna gets its water from Ghanewadi Lake,
which was built in the pre-independence era, but the water supply
was largely inadequate. The large build-up of sludge amassed in
the lake over the years has been hampering the city’s water supply.
During summers, water is supplied to waterless villages and areas
by water tankers. Last year, Rameshbhai and his son, Bhaveshbhai,
witnessed a heartrending scene nearby a water tanker of a heavily
pregnant woman making her way with two big buckets of water
through a careless crowd. Pouring his heart out to Bhaveshbhai, Ra-
meshbhai said, ‘The child within her womb is a dream cherished by
her household. If, God forbid, the child gets shoved by anyone in the
crowd, then a great misfortune will befall the family.’ Taking stock
of the situation, Rameshbhai took the initiative to resolve the water
crisis. The solution was the removal of sludge that had accumulated
in Ghanewadi Lake. He apprised his relatives and acquaintances
about his new undertaking, and the very next day, in the morning,
everyone reached the Ghanewadi lakeside to assess the situation.
After some preliminary discussion, the sludge-removal work was
immediately kicked off. Shri Sunil Goyal and Shri Sunil Raithata
too volunteered to assist in the undertaking. In the summer of 2010,
nearly 40,000 truckloads of sludge were removed from the lake.
Rameshbhai’s grand and noble initiative became the cause of a great

Jalna Icons / 144

furore among Jalna’s political circles and was fiercely opposed by
narrow-minded bigots. Notwithstanding the opposition, both father
and son supervised the work under the scorching sun. Farmers were
offered the sludge for free. Despite the great deal of work accom-
plished, only two feet-deep of sludge was removed. The work was
continued in full swing in 2011 and completed. Rameshbhai wishes
to continue this undertaking for the next two years to increase the
lake’s capacity. The many similar initiatives he has undertaken over
the years would require a complete book!
This is ‘Bhaishree’... a man whose belief that he is greatly in-
debted to the land of his birth and in order to redeem himself of this
debt has benevolently made great contributions to society.

Rameshbhai Patel
Bhaishree Group, Sindhi Bazaar, New Jalna, Jalna

Jalna Icons / 145

22 The Chemical
World
‘I clearly remember my Ashish Mantri
first day at UDCT in Mumbai. Ashish knew that there can
The director of UDCT, Shri M. be no achievement without
M. Sharma, said in his address goals on his first day at
to all students, ‘You have gained UDCT. He aspired to be an
admission to this Institute, but industrialist and create jobs
not everyone is so fortunate. You for one million people. The
are one out of a million. There- project of processing cot-
fore, you must never forget that ton-seeds was a monumen-
the responsibility of a million tal challenge, yet he solved
people rests on your shoulders.’ it with steely determination.
Ashish was visibly moved when It has been awarded the
he was sharing his experiences Mega Project Status by
of UDCT. He considers him- Government of Maharash-
self to be very fortunate to gain tra. The following is the
admission to UDCT. He recalls story of this pioneer who
how he failed to get admitted to has immersed himself in the
UDCT, although he was the first world of chemicals.
on its wait list. After he pursued
instrumentation engineering in Pune for a year, he
again applied to UDCT. This time, he
was successful. UDCT (University
Department of Chemical Technol-
ogy), which was once affiliated
to Mumbai University, func-
tions as an autonomous in-
stitute. It is now known
as Institute of Chemical
Technology. It is one
of India’s premier in-
stitutes and is ranked
seventh in the world.
The graduates of this
Jalna Icons / 146
institute are not merely bookworms, but they have a great vision in
life.
Ashish got his chemical engineering degree from UDCT in
1997. He progressed towards achieving specific aims in life. This
transformation in his character was brought about by his father.
Ashish was in class seven when he decided to make some money
by selling candy, biscuits, and fire crackers during Diwali. After his
father came home that evening, he saw what Ashish was up to. He
was extremely angry at Ashish. He distributed all the things, which
Ashish had bought to sell, among the neighbours. He lashed out at
Ashish and said, ‘Never ever do such business again. You are meant
to manage industries, not run shops.’ This proved to be a turning
point in Ashish’s life. He was just thirteen when he faced his father’s
ire, but it made him fiercely ambitious. His father was the owner of
an oil mill. He wanted Ashish to be a manager of a production busi-
ness.
Ashish was born on 3 March 1975 in his grandparental home
of Shrirampur. He attended St Mary High School in Jalna. He was
an average student, but after his father taught him to think big, he
started taking his studies seriously. He matriculated in 1990. He ma-
jored in science from JES College in Jalna. Determined to achieve
his dream goal of starting a chemical industry, he decided to pursue
a chemical engineering degree from UDCT. Although he had scored
99% in PCM and was first on the wait list, he did not gain admission
to UDCT. Short of options, he got admitted to a government college
in Pune to pursue instrumentation engineering knowing well that it
was hardly his field of interest.
A year passed by, yet he did not lose hope. He again applied
to UDCT. His mother often reassured him that he will be granted
admission to UDCT sooner or later. Ashish saw his dream come
true when he gained admission to UDCT. On his first day in UDCT,
he heard the address given by the director of UDCT, Shri M. M.
Sharma, which helped him in setting his goal. He started work to-
wards it with a tremendous spirit. He knew the importance of capital
in starting an industry. The technology-process aspect was only 30%
important, whereas finance was 70% important. He followed the ad-
vice of Shri Ramkishanji Mundada, who once said to him, ‘You
Jalna Icons / 147
cannot rely on academic knowledge alone. You also need to read
other things…’ He cultivated the habit of reading dailies such as
The Economic Times, Businessline, and Business Standard, starting
from his first year at UDCT. He made a sincere effort to read them
from the first page until the end, although he understood very little
of what he read. A year and a half later, he started to get a grasp of
the business language. For the sake of his reading habit, he had to
sacrifice some of his study time. Therefore, he had to contend with
first class instead of a distinction, which he did not mind.
In 1997, he obtained a bachelor’s degree in Chemical Engineer-
ing. The four years he stayed in Mumbai to pursue his engineering
studies proved to be the formative years of his life. The hectic city
life taught him the importance of managing time and being orga-
nized. He now had many options before him: pursue management
studies to complement his engineering degree, go abroad to pursue
higher studies, land a job. He was in favour of starting his own busi-
ness, but getting the requisite experience was his first priority. He
got job offers from two top-notch companies, Britannia and Ranb-
axy. He joined Ranbaxy in Chandigarh. During his year and a half
stint in Ranbaxy, he ran the ‘Recovery from Waste’ project whereby
he saved the company six crore rupees. He got a promotion and a
pay rise, yet he was not satisfied. He thought that if he could help
Ranbaxy to save six crore rupees, then he could definitely create his
own profitable business. He quit Ranbaxy in 1999 and returned to
Jalna to start his company. He remembered the guru-mantra he had
got at UDCT: ‘Focus your energies where your family can support
you. Strong blood ties will supplement your business.’ His father,
who had been running an oil mill in Jalna for 16 years, and his
mother were delighted to see him back. They invested a lion’s share
of their life savings in his dream project!
He built an oil refinery, Gita Refinery Pvt. Ltd., with his parent’s
savings and some money acquired through loan. The price of oil
kept plummeting between 1999 to 2001 to such an extent that it

Jalna Icons / 148

became difficult to recover even the production costs. When Ash-
ish discovered that he had incurred huge losses, his heart sank. He
decided to give up on his long-held ambition to run a business. He
called his professor to inform him of his decision to work at UDCT
for which he would get a monthly salary of 20,000 rupees. He was
about to join UDCT after a few days. However, he deferred his deci-
sion after he met Shrirampur’s famed palmist, Kantilalji Bhandari,
at a relative’s marriage. He advised Ashish to wait for six months.
In this period, Ashish investigated the reasons behind his loss. He
discovered that he had failed to balance the purchase of raw mate-
rial with the sale of his products. The homework Ashish did over
the next three months helped him not only to recover the loss but
also to make profits. He then joined forces with his younger brother,
Atul, who boosted his confidence. Ashish says, ‘Children should be
taught Technical Analysis in college. It is impossible to know where
your business is heading without knowing its ins and outs. How will
a business succeed without proper directions?’
He invested his money along with Paresh Runwal in the broker-
age firm, Adinath. The firm did good business. Ashish’s strategy
behind investing his money in the firm was to divide the risk fac-
tor. The initial business catastrophe he had to face had aroused his
fears concerning the oil business. His brother, Sanjay Mantri, was
involved in setting up an ingot plant with Nilesh Steel and Alloys.
Ashish acted as a ‘family promoter’ by investing some capital in
Nilesh Steel and Alloys. The plant started production after 4¬–5
months.
Keeping in mind the losses he had incurred in the oil business,
Ashish adopted a backward integration plan to increase cost savings.
He used the same strategy when he embarked on the project of soya
bean processing along with his younger brother. The Bhakti Extrac-
tion Plant finally took shape in 2004. The plant not only produced
soya bean oil, but it also produced a by-product which could be used
as protein-rich animal feed. By mid-2006, all projects initiated by
Ashish were running smoothly. He was also getting good returns on
his investments in Adinath and Nilesh Steel and Alloys. The idea of
starting another business was making him restless.
In 2007, he attended a discourse by a professor of UDCT, Shri
Jalna Icons / 149
Pandit, at Amul Dairy in Anand, Gujarat. The main focus of this
discourse was the growing deficiency of protein in humans. The
brainstorming sessions which followed gave Ashish a new direc-
tion. It paved the way for his new project.
The discourse provided very interesting insights into modern
nutritional deficiencies. An average human normally requires 70
gm of protein each day, whereas the protein intake of an Indian is
just 25–30 gm per day. This affects a person’s strength and vigour
negatively. In the past, a person could easily carry a 100 kg sack; a
person from a successive generation could carry a 50 kg sack; today,
one finds it difficult to carry even 20–25 kg of weight. Thus, the
physical ability of subsequent generations has diminished with time.
One can get 23% of protein from lentils, 12% of protein from wheat,
and 6% of protein from rice, whereas a person can get nearly 35%
protein from a non-vegetarian diet. Furthermore, in view of rising
food prices, it was important to find affordable alternatives.
Similar is the case with animals. Israel’s geographical conditions
are more or less like India, yet its milk yield per cow is 50 litres.
India is far behind other nations in milk production, although it has
the largest livestock population. Even the milch animals in India
suffer from protein deficiency. Milk is a rich source of protein, but
the per-capita milk production in India is very low.
Ashish thought deeply about the problem. He found that the
humble soya bean, which has 55% of protein, was the answer to the
problem of protein deficiency. He set up Bhakti Extraction Plant
for processing soya bean to produce ‘human grade protein’. He re-
ceived substantial help from his younger brother in this project. The
Flash Desolventizing system in the plant uses a special technology
to separate the protein. Here, soya bean cakes, soya bean granules,
and soya bean flour are produced. This project was initiated in Sep-
tember 2009. In addition to the aforementioned products, he also
discovered a new product known as ‘I Dal’, which is short for Indian
Dal. It is an artificial lentil produced from soya bean flour and wheat
flour. Over the last couple of years, the price of lentils has skyrock-
eted and their vitamin content has decreased. The artificially created
lentil tastes and appears like real lentil. Compared with natural len-
tils, they have more nutritional value. Naandi Foundation in Andhra
Jalna Icons / 150
Pradesh has found it to be fit for consumption. Ashish is getting or-
ders for the artificial lentil from Orissa, Andhra Pradesh, and Tamil
Nadu. This plant, which has a production capacity of 100 tonnes per
day, will be started under the name ‘Ruchi Soya’.
Thus, the outcome of a discussion at Amul was a project that
could solve the problem of human protein deficiency. Efforts
were also being made to address the deficiency of protein in milch
animals. It was a widely known fact that cotton-seeds were a rich
source of protein for animals. There was a good market for cotton-
seed meals. At the end of 2007, Ashish decided to process the cot-
ton-seeds to produce high-quality feed for animals.
After he initiated the project, he discovered the challenges of
developing the required technology. Other countries, including
America and Germany were not ready to give their technology.
A similar project was undertaken in India in 1988, but it failed.
As more and more problems began to arise, the more determined
Ashish became. The project ran the risk of a powerful explosion if
the reactions occurring during production could not be controlled.
Ashish had a useful trait. Whenever he came up with a new idea,
he discussed it with every individual he met. Such discussions often
gave him some useful lead. Similar was the case when he was try-
ing to deal with the cotton-seed meal project. He found out that the
person who could help him develop the technology was Shri D. A.
Prasad, the vice president of Ashok Leyland. Ashish tried hard to
meet up with him. He was finally able to put forward the proposal of
his project before Shri Prasad in a meeting held on 14 April 2008 in
Chennai. He invited Shri Prasad to Jalna. Shri Prasad refused to visit
Jalna, but he assured Ashish that he would help him in establishing a
pilot plant. Thus, Ashish’s project got off the ground.
The technicalities of this experiment need to be clearly under-
stood. Cotton-seeds contain toxic compounds such as gossypol
and a red pigment, which are termed as impurity profiles. The cot-
ton-seeds release these compounds when they are heated during
the extraction process. The biggest challenge is to control them.
Therefore, nobody in India undertook such a venture. The latter part
of the process was relatively easy. However, if these profiles are
not controlled in time, then the quality of the animal feed is badly
Jalna Icons / 151
affected. In such a case, large-scale chemical processes have to be
implemented, which involves the extensive use of water to remove
the chemicals. The process is controlled by using liquid and gaseous
hexane. Failure to control the process using the ‘Vapour Pressure
Control Program’ could result in a huge explosion in the plant. It
was an extremely risky project, yet Ashish successfully solved the
challenges that came with it.
After the tests were conducted, it was time to set up the project.
Ashish’s father agreed to give him nearly 50% of the capital required
for the project. He also shared certain business principles with Ash-
ish. The estimated cost of the project was 25 crore rupees. His father
said to him, ‘For a project, one should invest half of the capital re-
quired and arrange the other half through a loan. If the project fails,
the bank can recover the loan by selling the land and machinery.
At least, no one will come knocking at our door!’ Entrepreneurs
of Jalna, Shri D. B. Soni and Shri Kachrulala Patni, who had great
confidence in Ashish, were also ready to invest in his project. The
American and German companies agreed to supply their technology
without any performance guarantees. The project was kick-started
in September 2008. Pieces of equipment were acquired from China,
Thailand, America, and Germany. The plant was started under the
name Abhay Cotex Pvt. Ltd. It was ready for conducting tests in
September 2009.
Ashish invited Shri Prasad to Jalna. He was in touch with Shri
Prasad for a year and a half. He felt it was important that the project
should be started under the guidance of Shri Prasad. Shri Prasad
obliged him by arriving in Jalna. He applied his knowledge and ex-
pertise to carry out the operations in the plant. He was happy to join
Abhay Cotex. By the time the plant became fully operational, the
cost of the project had run into 40 crore rupees. However, it was a
necessary expenditure. If such projects are carried out countrywide,
then the nation will save nearly 9 crore rupees each year!
It took six months to regulate the process. Ashish found it to be
a worthwhile project from many standpoints. One of its advantages
was that nearly five times the quantity of water could be saved be-
cause the production was carried out using a single-stage process.
The other benefit was that the use of electricity and steam was
Jalna Icons / 152
minimized. Thirdly, high-quality oil was produced. More oil could
be extracted by this process. Moreover, the project was 100% pol-
lution-free. Lastly, the natural amino acid protein (bypass protein)
present in the cotton-seeds is preserved because of the single-stage
extraction process.
After setting up this complex project, Ashish took a preventive
measure. Knowing full well that the success of his project would
prompt many companies to jump on the bandwagon, he filed three
project-related process patents and a product patent. At ACPL, first-
ly, the short fine fibres that cling to the cotton seeds are removed.
These are known as lint. It has a good demand in China. The next
part of the process is de-hulling in which the outer covering (hull)
of the seeds is removed. These have a good demand for the produc-
tion of organic fertilizers. After the oil gets separated, the meal is
produced and a high-quality, protein-rich cotton DOC is obtained.
Exploiting the full profit potential by managing the risks of the
production process was a crowning achievement of Ashish. This
time he took the precaution of implementing backward integration
beforehand. He set up a new company, Vrishabh Cotton, to ensure
the adequate and timely procurement of cotton-seeds.
Two such projects are under way in Dhule and Yavatmal. The
Dhule-based project will be finished by November 2011, and the
Yavatmal-based project will be ready by June 2012. Anand Partani
is at the helm of these projects. The effectiveness of the technology
prompted a European investor to buy a record number of shares
from ACPL. This has helped to raise the capital for the two new
projects. The Government acknowledged Ashish’s groundbreaking
work on cotton-seeds and awarded him the Young Achiever Award
on 11 December 2010.
Although he runs a highly complex industry, the aspects of
which are not easily understood, he lives by some very basic prin-
ciples. He says that hard work is always commendable and fruitful.
Students should have a thirst for knowledge. He believes that a great
character is forged by extensive reading. He gives importance to
firmness of decision. In his view, one should thoroughly think over
a matter before taking a decision. He considers trustworthy people
to be more important than machines or money. It is his firm belief
Jalna Icons / 153
that knowledge of the technical aspects is essential to run a business
effectively.
Ashish has a great belief in Indian traditions and Yoga. With
emphasis on character-building of students, he has set up an Eng-
lish-medium CBSE School, Shri Shri Vidyamandir, along with his
family and friends, including D. B. Soni, Nitin Bagdi, Purshottam
Rathi, Ashish Bhala, and Sheetal Bhala. The school offers quality
education at a reasonable fee and has a holistic approach to teach-
ing.
On the personal front, he has the company of his parents, broth-
ers, and his knowledgeable wife, Mona Mantri. Ashish says, ‘It is
impossible for a single person to give time to the family, commu-
nity, and business. The person who is truly successful is the one who
can dedicate fully to one’s profession or business as well as work for
the community, while the person’s better half takes care of the fam-
ily.’ He specifically mentions that his wife has made an invaluable
contribution to his success!
….....
Ashish Omprakash Mantri
Abhay Cotex, 31, Jaggery Market, Old Mondha, Jalna
lll

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23 Don’t Get
Out…
Anant Pan- Dr. Anant Pandare
dare was born into an Absolute willpower and the
academic and industrious upbeat attitude can help one
household¬¬¬. His father, conquer insurmountable obsta-
Bhaskarrao Pandare, was cles and help accomplish most
a teacher at Jalna’s Multi- difficult of tasks. These are
purpose High School and the motivating words of Dr.
his mother, Nilima Pandare, Anant Pandare. Presumably,
taught at the Navyug High his never-give-up attitude had
School. Anant attended the been forged by the teachings of
M. S. Jain High School. His his father who encouraged him
teachers knew him as the son to play Kho-Kho without ever
of Multipurpose’s teacher, getting out. He has extended
Shri Bhaskarao Pandare, this attitude to his life without
who was a respected figure. ever surrendering in the most
Thus, everyone expected complicated of situations. The
a lot from Anant. As an following is an inspiring story
inseparable member of the of an extraordinary individual.
school’s Kho-Kho team, he
represented his school at state-level sports
competitions. Bhaskarrao often advised
Anant, ‘Don’t become a mere bookworm.
You must become an all-rounder.’ Once
Bhaskarrao asked Anant, ‘How long do
you remain not out for a seven-minute in-
ning of Kho-Kho?’ to which Anant replied,
‘For two to three minutes.’ Bhaskarrao said,
‘You should avoid getting tagged for the
total seven-minute inning. The
competing team should,
in fact, completely give
up the thought of chas-
ing you. Don’t ever get
Jalna Icons / 155
out…’ His father’s motivational words took root in his mind.
Anant was also positively influenced by his teachers. One of his
teachers, Shri Jaiswal, never digressed during his lectures. Nor did
he ever get annoyed. This taught Anant to be calm and composed.
From one of his other teachers, Shri Joshi, whose eloquent speaking
was reminiscent of the great orators like Atal Bihari Vajpayee and
Pramod Mahajan, Anant picked up the art of communication. From
his private Maths’ tutor, Shri Pathak, who taught multiple methods
of solving an equation, Anant developed the approach of finding dif-
ferent solutions to tackle everyday problems and challenges posed
in life.
In his class 10 board exams, he fell short of a distinction by one
mark. As for class 11, it was a ‘take it easy year’, when he dedicated
more time for extracurricular activities including sports, leadership,
and speeches. By the end of class 11’s academic year, word from
the college reached Anant’s father. ‘Your son is going astray. While
he has barely managed to pass his class 11 exams, the same may
not be the case in class 12, so kindly pay attention.’ After calling
Anant, Shri Bhaskarao spoke to him at great length about sports,
studies, and his journey ahead and lastly added, ‘Chamatkar Shi-
vaya Namaskar Nasto! (Respect cannot exist without miracles!)’
These words were forever ingrained in Anant’s mind. Thereafter,
for his next academic year, Anant concentrated only on his studies.
He woke up as early as 4 o’clock in the morning to study and burnt
the midnight oil. He tells, ‘Because I continuously sat for long hours
to study, boils had formed on my rear end. My mother would stack
some folded sheets on my chair to ease my discomfort.’ While he
studied intensively, he intentionally underperformed in his exams,
including his preliminary exam to avoid being overconfident about
his final exam. However, he took his tuition exams seriously.
Anant recalls the day when the results of his class 12 board
exams were declared. The college vice-principal, Shri Kendre,
visited the Pandares in the morning and told, ‘Anant has topped his
college.’ Although confident that he had excelled in his exams, he
went to college to ascertain the truth. There was a big crowd at the
college. Many professors did not recognise Anant except for one
professor who pushed everyone aside to bring Anant forward. The
Jalna Icons / 156
professor exclaimed, ‘Hey, this is our college hero. Let him come
forward…’ The professor’s special acclamation reminded Anant of
his father’s words – ‘Chamatkar Shivaya Namaskar Nasto!’ He kept
up his impressive academic performance for his next four years at
Auranagabad’s Government Medical College where he also fell in
love with Seema. Their love affair had gradually blossomed when
they started accompanying each other to the Government Eye Hos-
pital situated on Aamkhas Ground as part of their study program.
Anant had been attending the RSS’s Shakhas at his father’s be-
hest since his schooldays. He vividly describes the camp attended
at Ulkanagari during his schooldays. The area was uninhabited
and had a panoramic view of undulating hills and a brook passing
through them. Shri Jayant Abhyankar, the camp’s instructor, made
quite an impression on Anant. Although he woke up at 3 o’clock
in the morning and slept at midnight, there was not a hint of weari-
ness on his face. He wore well-ironed shorts, behaved impeccably,
spoke intelligibly, and conducted himself with utmost discipline. He
stressed on the importance of working extra hard to achieve worth-
while goals. All in all, he positively influenced Anant. Anant’s long-
term association with the Sangh and Vidyarthi Parishad developed
his personality.
After getting his medical degree in 1986, he studied for a Diplo-
ma in Orthopaedics from a surgeon in Pune. A year and a half later,
he realised that the medical institute simply did not have the legal
permission. After his recent marriage, securing a job had become his
main priority. He landed himself a govt. job in Konkan. However,
Anant soon felt discomforted after witnessing fellow doctors indulg-
ing in black marketing with the connivance of superiors. When he
came to know about a new hospital set up by the RSS in Aurangabad,
he submitted his resignation, but his superiors, intent on troubling
him, rejected it. Anant made use of legal provisions to hand over the
charge and was relieved from his job. All this happened in 1988–89.
Before quitting his job, Anant informed his decision through Nana
Navle, in response to which he received a letter from Dr Narendra
Kulkarni. The heartfelt letter gave Anant the gritty determination to
quit his job, and he soon left for Aurangabad.
Anant was clear about his job expectations from the start. When
Jalna Icons / 157
he was first assigned the responsibility to set up the Sant Gadge-
Baba Arogya Kendra, he spoke his mind. ‘While I am totally ready
to take on the work, I do not intend to part with my medical career. I
wish to perform substantially for the institution…’ Everyone treated
his words as a representative feeling. On 6 February 1990, he joined
the Dr Hegdewar Hospital, which was established by the Babasaheb
Ambedkar Pratishthan.
On his first working day at the Hegdewar Hospital, he met Nana
Navle, who was on the way out. Anant asked him, ‘What work
should I do?’ Nana Navle replied, ‘Meet Dr Narendra Kulkarni.
Work in a manner such that you are present wherever required.’
At first, he was delegated the responsibility of the Health Centre.
Thereafter, he started assisting Dr Narendra Kulkarni. The work had
just begun and there was very little to do. Dr Anant felt the need to
develop the hospital. Everyone supported his view, but how could
this happen? Anant’s million-dollar question was ¬– ‘How will
people assist if they never come to know about the wonderful work
being done at the hospital?’ News reached Anant that actor Sunil
Dutt and Mumbai’s Sheriff Nana Chudasama had planned to visit
Aurangabad. Anant saw this as a window of opportunity. He left no
stone unturned to get them to pay a visit to the hospital. They were
thoroughly impressed after their visit. At the inauguration ceremony
in Aurangabad that they had been invited to, they highly praised
the hospital and announced their personal donations for it. In the
next couple of days, many people paid a visit to the hospital. The
donations collected by the hospital amounted to some thousands of
rupees – a valuable sum in those times!
Following the full-scale communal riots triggered by the demoli-
tion of the Babri Mosque in 1992, a medical team from Aurangabad
was dispatched to Ayodhya. Dr Anant Pandare who was about to
join the team was made to stay back by Shri Prahalad Abhyankar in
order to set up a blood bank. Anant was discontented, but Prahladji
had the final word, and with good reason – everyone was in favour
of Nana Navle’s plan to set up a blood bank at the same time the
hospital was being developed. Dr Manju Kulkarni was entrusted
with the business affairs and Dr Anant was assigned the task of
raising money. Setting up a blood bank was going to require 12–15

Jalna Icons / 158

lakh rupees. An industrialist had agreed to donate 30 lakh rupees
provided the blood bank was named after him. The hospital agreed
to his condition, but when he demanded a letter from either Atalji
or Advaniji, the hospital decided to turn down his donation. After
overcoming a spate of challenges and hurdles, the hospital finally
emerged and the blood bank was set up in an adjacent beautiful
building. The second stage of the hospital’s development is pres-
ently underway. The hospital is perhaps the largest health centre in
Maharashtra developed from people’s contribution and Dr Anant
is an integral member of the committed team behind it. He proudly
tells how the hospital project was realized because of the all-out ef-
fort made by all team members.
It is impossible to talk about Dr Pandare without mentioning the
hospital because he made his cherished dream of a fully equipped
hospital come true. Among the people who experienced his restless-
ness when he had started working in the old hospital building lo-
cated in Bhagyanagar, Old Jalna, were Prahlad Abhyankar and Nana
Navle, who were also his chief mentors. A big welfare project often
requires hard-working and highly motivated youths who are ready
to pour their heart and soul into it. They recognised Dr Pandare had
the fire in his belly and provided him assurance and counsel in times
of crisis.
After the blood bank was set up, Dr Pandare worked towards the
next goal of a grand and fully equipped hospital – a vision shared
equally by the hospital’s doctors and members of the Sangh Parivar.
However, the main challenge was fundraising – a concept presented
by Dr Pandare and a task he enthusiastically undertook. The doctors
working at the hospital were great masters of the medical field who

Jalna Icons / 159

were wholly committed to their work. The hospital was the closest
thing to the heart of Dr Narendra Kulkarni, who had dedicated al-
most his entire life to the hospital. Dr Bharat Deshmukh had stood
up against the will of his parents to join the hospital. Jyotsna and
Rajendra Kshirsagar had joined expecting just enough salary to pay
for two square meals per day. As for Satish Kulkarni, he went to the
extent of quitting a job with a monthly salary of 13,000 rupees to
join the hospital on a starting salary of 3,250 rupees per month. The
only basis of the professional competition that existed between them
was of dedication to the goal. Although Dr Pandare was the new-
est member of the team, everyone showed full confidence in him
and firmly stood by him whenever he undertook a new initiative.
Dr Anant humbly mentions that this great team spirit drove him to
contribute by working to the best of his abilities.
Aware that publicizing the hospitals goals and efforts was neces-
sary to solicit assistance
and funds from the peo-
ple, Dr Anant started a
fundraising campaign.
Eminent personalities
from Mumbai or Pune
would then rarely visit
Aurangabad. Dr Anant
always kept a track of their arrival. Among the rarities to arrive at
Aurangabad was Nani Palkhivala. Dr Anant went to great lengths to
get him to the hospital. An impressed Shri Palkhivala before leaving
had remarked, ‘Only an RSS man can do this.’ Acknowledgements
from such celebrated and revered personalities were essential for
building the hospital’s positive image.
The hospital’s relocation makes for another interesting story.
When the hospital was to be sited on a larger land, Dr Pandare was
making the rounds of many areas for an open tract of land only to
discover sky-high property rates. The hospital hardly had the funds
to make such a major purchase. It was conducting a sort of pilot
exercise to estimate the funds required for such a purchase. This
was also when (1994¬–95) the Shivsena-BJP alliance formed the
govt. and Shri Mahadeorao Shivankar became the minister of Water

Jalna Icons / 160

Resources. When he was on tour in Aurangabad, Dr Anant decided
to talk with him about the hospital’s relocation. He prepped himself
for the meeting by carrying PR cards of twenty-five large tracts of
open govt. land. When Mahadeorao paid a visit to the hospital, he
said, ‘How do you work in such a small place? Look for a bigger
place. If needed, I am ready to help you out.’ Dr Anant seized the
opportunity to bring up the matter of a land in Garkheda lying
unused since 32 years after the Ministry of Water Resources had
requisitioned it. Dr Anant even handed him the related PR card. Shri
Shivankar instantly expressed his approval and thus the foundation
for a very big dream was laid. On that very evening, he summoned
the related superintending engineers to the Subhedari Guest House
and gave them instructions to develop a proposal and leave urgently
for Mumbai. However, a govt. rule was getting in the way. The
Ministry of Water Resources could not allocate the land outright
to anyone. First, it has to deliver possession of the land to the govt.
after which the cabinet’s approval is required for the revenue dept.
to hand over the possession via the district officers to the concerned.
Thus, the matter was again pursued in an apt manner, but someone
from the Ministry of Water Resources provoked the land’s original
owner. The owner, a Muslim gentleman, filed a complaint mention-
ing, ‘If the Ministry of Water Resources has returned the land to
the govt., then without giving it to anyone else it should be returned
to me.’ Dr Pandare met the owner and explained to him about the
hospital project and its objectives. ‘If the land is indeed allocated for
such a noble purpose, I will take back my complaint’, saying so the
owner retracted his complaint!
It took nearly a year, the signatures of 532 officers, the approval
of 35 out of 42 ministers, the help of 1032 people, and 175 trips to
Mumbai by Dr Pandare for the hospital to acquire the 4 acres of
land on 2 July 1996. Coincidentally, the same day was Dr Pandare’s
birthday and the land turned out to be his biggest birthday gift ever.
On that very eventful day, while his family was eagerly waiting for
him, the then minister Haribhau Bagade escorted Dr Pandare on the
flight to Aurangabad and all the way to his residence in a beacon-fit-
ted car! That day also became a most memorable day for Dr Pandare
because of warm and touching, informal welcoming ceremony held
in his honour at the Chikalthana airport where he was greeted by Dr
Jalna Icons / 161
Ashwinikumar Tupkari, Dr Satish Kulkarni, and almost 150 mem-
bers of the hospital’s staff. This was a salute given by the entire team
of Hegdewar Hospital. In fact, Haribhau had informed the hospital
beforehand that he would be bringing Dr Pandare with him by flight.
Haribhau knew that a welcoming ceremony had also been planned,
yet he did not breathe a word about it to Dr Pandare throughout
their entire journey! He too was delighted to give Dr Pandare a jolt
of wonderful surprise. There was another interesting episode dur-
ing that period. When acquiring the land from Land Revenue Dept.
some dishonest officers demanded bribes. They were somehow
convinced and proposal was pushed forward, but at one time, the
process ground to a halt. The hospital’s working committee held a
meeting and passed a resolution available even today in a written
form. It states, ‘Even if a single rupee has to be given as bribe, then
the land should not be accepted.’ This decision instilled the power
of ten elephants in Dr Pandare.
How the new hospital was constructed is another interesting
story. After acquiring the land, the construction was held up for
months due to lack of funds. A meeting was held at Shri Prahlad
Abhyankar’s residence, which was attended by the hospital’s
doctors, Mukund Bhogle, Anil Bhalerao, Madhukar Jadhav, and
Chandrahas Chorekar. The doctors apprised everyone about the
lack of financial resources responding to which Prahladji said, ‘If
all these non-doctors believe that the hospital can be erected, then
why to worry? At least let us make a start…’ Without even a rupee
in the sinking fund, the first stage of the `6 crore project got off the
ground. The generous support extended by the people had surpassed
the hospital’s expectations. Rudrani’s Vivek Deshpande and Arun
Kulkarni provided 1,700 tractors of gravelly soil (murum) at their
own expense to level the ground, which was uneven by a difference
of 3.5 meters. The hospital only paid for the diesel required by the
bulldozers. Tata Steel supplied the steel at a discount of 2000 rupees
per ton. Century Ply provided the ply at 65% discount. The hospital
had to pay only the excise duty for the top-grade Kota Stone. All the
required paints were supplied free of charge courtesy of Nerolac.
Milind Gupte, the Pune-based architect, offered his services gratis.
Pune’s Chandrakant Godse, the structural engineer supervising the
work, who also happened to be the Sangh’s volunteer asked only
Jalna Icons / 162
for the petrol costs he incurred for trips between Pune and Aurang-
abad. Vitthal Deshmukh of Aurangabad offered free services as a
CA. Architect Ajay Kulkarni did the landscaping work for abso-
lutely nothing. Mukund Bhogle made his contribution as the Project
Chief. Likewise, many others lent their helping hand, and the lofty
dream took shape. In just one Saturday night, the hospital’s posses-
sions¬ were shifted to the new premises in a well-planned manner.
This was possible because of Garware’s Anil Bhalerao, who had
delegated the responsibility to his assistant. The hospital’s equip-
ment and facilities were set up on the very next day, and on Monday
the hospital had even started its OPD in the new building. Almost
200 patients were registered each day at the old hospital. Everyone
wondered whether patients would arrive at the new hospital. Their
doubts were laid to rest when nearly 325 patients were registered.
There are many interesting episodes related to the hospital’s con-
struction, how challenges posed during its erection were overcome,
fundraising, and Dr Pandare’s contribution, but space constraints
need to be considered. Even then, two things are worth mention-
ing. The first is the hospitals ‘service attitude’, which is becoming a
subject of study for the most venerated IIM, Ahmedabad. During his
fundraising trip to America in 1997¬–98, Dr Pandare came across
some senior citizens working selflessly in a hospital. Later, he com-
pletely forgot about the matter. After the VRS was implemented by
Bajaj, some people in their fifties met Dr Pandare and expressed their
interest to work for the hospital. One such gentleman to approach
Dr Pandare was LIC’s Development Officer, Bhalchandra Kulkarni,
who wished to work without being compensated. Fed up with his
frequent follow-ups, Dr Pandare told him, ‘Sit at the reception and
check if the patients require any assistance.’ After some days, Shri
Kulkarni was found to be quite happy with his new assignment. This
reminded Dr Pandare of his experience at the American hospital.
Thus, a unique practice was introduced in India’s medical field.
Fifty ‘humanists’ like Shri Kulkarni are presently working at Heg-
dewar Hospital. They comfort the relatives of patients who undergo
operation or help rural folks right from getting their case papers to
offering them counsel or reassurance. The hospital does not give
any compensation or special preference to these volunteers. Even
if they need medical treatment, the hospital does not grant them
Jalna Icons / 163
any concession, and
they too have to stand
in the queue for their
case papers, but what is
most notable is the fact
that the volunteers insist
that this is exactly how it
should be.
The second episode
is related to Dr Dadhich
from Mumbai. After the
repeated insistence of Adv. M. C. Agrawal, a well-wisher of the hos-
pital from Mumbai, Dr Pandare went to meet Dr Dadhich. He was a
radiologist from the older generation. After Dr Pandare spoke to him
about the hospital, Dr Dadhich said, ‘I have an old X-ray machine to
offer. If it is working, you may use it.’ As per the hospital’s policy,
used health care equipment was unacceptable, yet Dr Pandare fully
respected Dr Dadhich’s age and noble intentions and sent a supplier
to check the machine. The supplier reported that the 35-year old
machine was still in perfect working order, and the machine made
its way to Hegdewar Hospital. After serving the hospital for a good
eight years, the machine finally broke down and was unserviceable.
Before it was sold as scrap, Dr Pandare, wrote a thank-you letter to
Dr Dadhich for gifting an excellent machine to the hospital in which
he also informed that it was now being sold as scrap. Responding to
the specially written letter, Dr Dadhich’s wife expressed her desire
to help the hospital and invited Dr Pandare to Mumbai. However,
Dr Pandare was so busy that he could not fulfil her request. A few
days later, he again received a call from Mrs. Dadhich requesting
him to come to Mumbai immediately. Even Nitin Deshmukh, who
was with her, spoke
to Dr Pandare on
the phone. He said,
‘Please come as
soon as possible.
Madam is presently
in the ICU.’ Know-
ing the seriousness
Jalna Icons / 164
of the situation, Dr Pandare prepared to leave for Mumbai, but next
morning he received the news from Dr Dadhich that his wife had
passed away. Still, he requested Dr Pandare to come to Mumbai.
When Dr Pandare met him, Dr Dadhich said, ‘She was quite happy
after receiving your letter. She wished to do something more for the
hospital. Before the last day of my wife’s Sraddha, her wish must be
fulfilled...’ He then kept a cheque of 32 lakh rupees in Dr Pandare’s
hands. Dr Pandare was overcome with emotions. Moved by the let-
ter of gratitude from Dr Pandare, an incredibly kind-hearted Mrs.
Dadhich had presented the precious Colour Doppler facility to the
hospital. This was a tribute for the benevolent Dr Pandare, who had
always fostered feelings of affection and goodwill towards others!
His colleagues relieved him from his medical duties in 1996 so that
he could effectively employ his PR skills and help the hospital flour-
ish. This was exactly what Dr Pandare had previously expressed – ‘I
wish to perform substantially for the institution…’
To give an account of all such episodes would require an inde-
pendent book. The hospital is developing rapidly. A new hospital
named after ‘Shri Guruji’ of the RSS is being erected on the 5-acre
land granted by the Bhonsala Military High School, Nasik. Dr Ash-
winikumar Tupkari has dedicated himself for this task. Dr Pandare
extends his co-operation whenever necessary. He informs that the
hospital could be assigned the task of setting up a medical college in
the near future. Dr. Pandare says, ‘People are always eager to help.
In fact, they were just waiting. The only thing required was reveal-
ing the task. When that happened, help came from every corner.
People gave lavishly to the institution…!
….....
Dr Anant Pandare
Hegdewar Hospital, Garkheda, Aurangabad
lll

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24 The Inspiring
Question
Ravi Konka an art Ravi Konka
If you disagree with the
teacher at Jalna’s Shri M. S.
Jain School was asked to judge saying ‘Inspiration can be
the rangoli competition for the found anywhere’ then there
university organized youth fes- isn’t a story more compelling
tival of 2008 in Paradh. While than Jalna’s very own Ravi
judging the event, he was caught Konka’s. A question posed by
unaware by a curious girl who an outspoken girl at a youth
asked him, ‘Sir, how can you festival event turned out to
judge this competition?’ The gist be the inspirational quest for
of her argument was that the art Ravi. It had driven him to
of rangoli had been a women’s unleash his creative potential
forte since long and given that and earn him a name in the
men were hardly familiar with highly esteemed Guinness
the finer aspects of rangoli, they Book of World Records.
had no right to judge it. The Then perhaps it also wouldn’t
competition ended and the judg- be far-fetched to say ‘Inspira-
ing was over, but Ravi could not tion can be found in anything,
take his mind off the girl’s ques- even a mere question!’
tion. As a well-qualified teacher
of fine art, he could draw very good rangolis, yet the
‘question’ began to nag him. It gradually motivated
him to pull off an impressive feat, earning him the
prestigious Guinness World Records title (GBR).
The full name of this artist is Ravi Radheshy-
amji Konka. He was born on 31 July 1979 in
a Padmashali household. His family roots
are in Siddipet, Andhra Pradesh. His
father, Radheshyamji Konka
moved to Jalna in 1958 for a job.
He earned the family livelihood
as a handloom weaver. Pow-
erlooms took over handlooms,
Jalna Icons / 166
but later the weaving industry came to a halt. Thereafter, the fam-
ily made a living by rolling beedis. The welfare benefits given to
bidi workers enabled Ravi to attend the Jain School in Jalna. After
completing his higher secondary education in 2000, he took the Art
Teacher diploma course at Ajanta College of Fine Arts. After getting
a G.D. Art degree from Yashwant College of Fine Arts, Aurangabad,
he began teaching as an art teacher in Jalna’s Shri MS Jain English
School. In 2000, during his college days, he received much kudos
for his artistic work displayed in an art exhibition held at Chandi-
garh. In 2005–06, when he was pursuing his G.D. Art degree, he
was nominated for a state award. Although no one in his family had
ever entered an artistic profession, it was at a very early age that he
developed an interest in art, which finally became his passion.
After the youth festival incident, his life took a new turn. Ravi
resolved to achieve the record-breaking feat of making the largest
rangoli. He sought the guidance of the tabla maestro of Jalna, Shri
Prasad Choudhary, who held the Guinness World Record in 2003
for playing the tabla non-stop for forty-six
hours, and thus he made the
auspicious beginning for his
‘record’ undertaking. On
investigating, Ravi came
to know that Dr Pranali
Patidar from Dhule
held the Guinness
World Record title
for creating the larg-
est rangoli measuring
6000 square metres.
It was a four-coloured
rangoli depicting the
map of India with the
tri-coloured flag in the
background. On enquir-
ing, Ravi was informed
by the authorities of GBR
that he needed to make a
rangoli at least a square metre
Jalna Icons / 167
larger than 6000 square meters with more than four colours to create
a world record.
For his rangoli, Ravi decided to create the image of Mahatma
Gandhi on the foreground of the national flag. He drew his idea on a
paper. He started searching for an expansive piece of land that could
accommodate his record-breaking rangoli. His search finally ended
at the police training grounds. A wall on one side of the ground and
a building on its other side obstructed the winds making it an ideal
spot for creating the rangoli. After finalising the place, Ravi sent
his application to GWR. He was notified by GBR on 13 November
2009 that his application had been approved. The day fixed for the
event was 30 January 2010, which was a full moon day when the
moon would be closest to Earth and winds would blow gently thus
making the conditions favourable for the event. Coincidentally, the
day also marked the death anniversary of Mahatma Gandhi. The
only important thing Ravi required was an estimated 20 tons (200
quintals) of rangoli powder!
Ravi had what it took to accomplish the feat, but he did not have
the kind of money to buy 20 tons of rangoli powder. He struggled
to raise the required amount. He met Shri Arun Agrawal of Kalika
Steel who agreed to offer some financial assistance after asking him
some questions like: ‘How did he get the idea to perform a record-
breaking feat?’, ‘How did he estimate the amount of rangoli re-
quired?’ Ravi then tried to arrange for the remaining amount. Even
Shri Kailash Gorantyal, a member of the Padmashali community,
offered to help Ravi, yet more money was required. Ravi’s search
for sponsors ended when Shri Arun Agrawal invited him by phone.
He asked Ravi for his list of requirements and said, ‘Do not worry
about the money. Carry on with your work and focus on your feat.’
On hearing this, Ravi was overcome with emotions and expressed
his heartfelt gratitude to Shri Agrawal. By then, Ravi had only four
days to prepare for the final event!
Rangoli powder from Rajasthan made its way towards Jalna.
On reaching Jalna, the truck was unloaded. However, the supplier
had delivered 20 tons of pure white rangoli powder whereas Ravi
had specifically ordered rangoli powder in various colours! When
enquired, the supplier flatly said that he sold only white rangoli
Jalna Icons / 168
powder. Ravi found himself in a Catch-22 situation. With just days
to go for the event, the only way out was colouring the rangoli pow-
der. Trials to colour two sackfuls of rangoli powder were conducted.
The results were satisfactory, but it was highly impossible to colour
the remaining vast amount of rangoli powder in the time available.
Finally, the production unit of Radhika Tiles bailed Ravi out of the
problematic situation by suspending its work for three days to dedi-
cate its entire mechanism for colouring the white rangoli powder.
Even then, it was a very tight situation. The sacks of rangoli powder
were being delivered from the unit one by one to the ground when
the rangoli was being made.
Before the event, the fire brigade had sprayed the ground with
water, rollers were used to level the ground, and slurry of cow dung
was sprinkled over the ground. Lighting towers were installed on all
sides of the ground. An independent three-phase light metre worth
18,000 rupees was installed. Sports coach Shri Brijesh Nayar, Shri
Prashant Navgire, and Shri Deshpande helped to draw the outlines
as per the artwork. The District Judge and District Collector helped
by facilitating the ground for the event. Once the necessary permis-
sion from the zonal commissioner was obtained, all legal formalities
were completed.
On the morning of January 30, after Ravi’s parents performed
the bhoomi-pujan ceremony, Ravi made an auspicious start. He had
to continue making the rangoli for the next 72 hours during which
time he could not leave the grounds even to answer the call of na-
ture. Therefore, Ravi avoided eating anything other than occasional-
ly drinking some glucose water and having some dry fruits. A team
of doctors were also present as a standby. In a day and a half, Ravi’s
rangoli was equivalent in size to the record-holding rangoli. The
jubilation among Ravi’s supporters was clearly visible, but the real
test lay ahead. Ravi’s hand and legs were beginning to stiffen. Ravi
found it very difficult to bend down. His blood pressure was lower-
ing. He was in a very physically discomforting state. On February
1, everyone’s help and his determination bore fruit as Ravi drew
the last stroke of his rangoli and fell to the ground with tears rolling
down his eyes! In the next three days, thousands of people flocked to
the police training grounds to see Ravi’s colossal masterpiece.

Jalna Icons / 169

 Ravi pulled off the world record-breaking feat with the support
of Shri Arun Agrawal and Shri Kailash Gornatyal and many helpful
individuals including a team of fifty members, who were present at
the grounds to provide assistance. It was unaffordable to call the
judges at GBR to Jalna so, as per the GBR guidelines, a report duly
signed by chartered officers was submitted to GBR. After nearly
eight months, Ravi received the certificate from GBR and again
there was jubilation among his well-wishers. Ravi is now planning
to make another world record by creating a railway engine from
thermocol. He has already working on it and soon he will have an-
other world record to his credit.
Assuming a woman uses a bowl of rangoli powder each day,
she would use nearly a quintal of rangoli powder in her lifetime,
whereas Ravi had used 200 quintals of rangoli powder!
The record-breaking rangoli was Ravi’s ‘answer’ to the question
asked by the girl at the youth festival – ‘You may be making rango-
lis, but are you used to creating them as much as we (womenfolk)
do?’ Even today, Ravi is extremely grateful to the girl for indirectly
providing him the inspiration and allowing him to discover his true
inner potential!
….....
Ravi Konka
Shri MS Jain English School, Near Fulambrikar Drama Theatre,
Bus Stand Road, Jalna
lll

Jalna Icons / 170

25 The
Ingenious
Pramod Doctor
gave up his ambition of
becoming an engineer. It Dr Pramod Bajaj
was at the behest of his Almost every married couple
grandfather who wanted cherishes the thought of parenting
to see him as a doctor that their own child. However, these
he chose to pursue medi- dreams remain a distant reality
cal studies. He is now the for some. It is for such couples
Managing Director of that Dr Bajaj gives a compelling
Sperm Processor Private reason to cheer. As the founder of
Ltd. (SPPL), a world- Sperm Processor Pvt. Ltd. (SPPL),
class Assisted Reproduc- Dr Bajaj takes pride in provid-
tive Technology solution ing reliable medical services for
provider. The company progeny. Moreover, his pioneer-
also extends its services ing efforts in the field of Assisted
in providing IUI-ready Reproductive Technology (ART)
human semen banking have been well acknowledged by
services and comprehen- an international medical fraterni-
sive training solutions in ty. The following is the story of the
reproductive technology. man and his unique undertaking.
The inability to bear
children is neither a disease
nor a cause of social dis-
grace. While discussing
about controlling the
birth rate, population ex-
plosion, etc., it is equally
important to understand
the system devised by
nature for birth control.
A new life does not
come into being with-
out the physical union
Jalna Icons / 171
between a man and a woman. The production of sperms in males is a
continuous process, whereas in females, the ovum is produced only
at certain intervals, but sometimes these processes are hindered, and
it becomes necessary to adopt scientific means. IUI (Intrauterine In-
semination), IVF (In Vitro Fertilisation) and ICSI (Intracytoplasmic
sperm injection) are some of the scientific methods of which IUI is
the easiest and the most inexpensive solution. The first step of IUI
is Sperm Processing. This involves isolation and ‘washing’ of active
sperms, which are then deposited in the female’s uterus. Dr Bajaj
has been working in the field of reproductive technology at SPPL in
Aurangabad. SPPL provides an indigenously developed armamen-
tarium of premium ART products. It also offers a sperm banking
facility and supplies sperm.
Pramod Ramvilas Bajaj was born in Jalna on 13 February 1961.
His ancestral roots are in Aantarvali Tembi, Ghansavangi District.
Pramod’s father owned a commission shop in Jalna. At Dr Bajaj’s
insistence, he closed down the shop in 2000. After matriculating
from Rashtriya Hindi School and completing higher secondary edu-
cation from JES College, he gained admission for Mechanical En-
gineering in Aurangabad’s Government College of Engineering in
1977. However, Pramod’s grandfather longed for Pramod to become
a doctor. In the same year, considering the large number of aspirants
who completed PUC and higher secondary education, the then state
government under the leadership of Vasantdada Patil augmented
700 medical seats. Pramod gave up his engineering studies after six
months when he gained admission to Aurangabad’s Medical Col-
lege in December 1977. He got his MBBS degree in 1984, and he
earned his MD degree in Microbiology in 1987.
On 27 February 1988, Dr Bajaj embarked on his
career path by starting a Pathology Lab in Jalna.
In 1990, he started a human sperm bank facility
named Cryogenic India Pvt. Ltd. in Delhi with
the support of an NRI woman and help of his
colleague. Dr Bajaj went solo in 1997 by
establishing Sperm Processor Pvt. Ltd. in
Aurangabad.
There are millions of tiny sperms in the
Jalna Icons / 172
semen, but this count has declined significantly according to WHO’s
(World Health Organization) report. As per its report of 1990, the
sperm concentration was 123 million per ml, and it dropped down
to 64 million per ml in 2000. The main reasons behind this have
been pollution and stress. There have also been visible changes in
women physiology. The average age for the menstrual period in fe-
males has come down from 15 years to 10–12 years. While the first
ten years are favourable to procreation, most marriages do not take
place at this age. Thus, the opportune time to procreate is wasted.
The second phase is when most marriages take place, which is be-
tween 25–30 years of age. Scientifically, this is the mid-range for
procreation. If the marriage takes place at a later age, then problems
are likely to arise. On a global scale, this affects the birth rate. Male
infertility has been mainly on the rise, and semen analysis is the only
way to check it. Begetting progeny depends on the sperm count and
motility. Checking sperm count and motility, preserving sperms, and
making use of technology to provide sperms for conceiving a child
is all part of Dr Bajaj’s work. In fact, he has himself researched and
developed many ART products.
He has developed the ‘Sperm Meter’ to analyse sperm concen-
tration and motility. A semen sample can be precisely analysed in its
10 µm (micron) deep chamber under the microscope with the ability
to focus on the sperms in a 1 µm X 1 µm square grid owing to the
fine surface graticule of the product’s glass cover. To understand the
minuscule figures involved, the following conversions prove help-
ful: 1cm=10mm, 1mm=1000 µm, 10 µm =1/100 of a millimetre.
The depth of 10 µm prevents an incorrect count that can occur from
overlapping of sperms.
Dr Bajaj is the first person in India and second in the world to
develop the manually operated Sperm Meter. Automatic and semi-
automatic meters are very expensive. They cost anywhere from 10
to 40 lakh rupees and are less preferred worldwide. Manual meters
are inexpensive and are widely used. In comparison to similar me-
ters produced globally, Dr Bajaj’s meter is quite inexpensive. Even
the European Society has given its approval to this research. The
product’s other feature is that each meter has been assigned a unique
number for the purpose of identification.

Jalna Icons / 173

 In the IUI technique, a catheter is used to collect and release the
sperms near the ovum. Most catheters available in the market are
generally made of only polypropylene material. Because the sperms
stick inside the walls of such catheters, using them may not guaran-
tee successful results. Keeping this in mind, Dr Bajaj has developed
an effective IUI catheter with an internal tubing of special LDPE
material, which prevents the sperms from sticking.
Donor insemination is of two types, fresh donor insemination
and frozen donor insemination. As fresh donor insemination does
not involve any incubation period, the necessary screening of dis-
eases cannot be performed. This poses a great risk to the recipient.
America and Europe have adopted stringent regulations for screen-
ing of diseases thereby encouraging frozen donor insemination.
Regardless of the fact that there are no stringent regulations in India,
Dr Bajaj is very serious when it comes to managing SPPL’s semen
bank. He adheres to strict guidelines and maintains complete trans-
parency by cataloguing detailed records and photographs of donors.
The record keeping begins right from issuing the gate pass to the
prospective donor. A detailed record of the donor includes his blood
group, height, bone structure, skin- eye- hair-colour, HIV, HbsAg,
STD, etc.
SPPL’s semen banking facility has state-of-the-art cryopreserva-
tion systems. The semen samples are preserved at -196 °C tempera-
ture in liquid nitrogen. The water used in the process is filtered by an
ultra-pure water system. An aseptic cleanroom environment of the
‘Class 100’ benchmark is maintained to avoid contamination of the
semen samples. This ensures pure air free of moisture and pollut-
ants like dust, microbes, etc. A special air flow chamber maintains a
particular temperature and can filter the air up to 0.22 µm. This cost
of this facility runs into lakhs of rupees.
The most meticulous and critical aspect of Dr Bajaj’s work is
Semen Banking. His expertise was put to the test when he took the
case of an elderly client from Punjab. He had lost his young son to
an accident and desired to beget another child. When he lived in
France, he had frozen his sperm in a local semen bank. He wanted
Dr Bajaj to fetch it and perform the necessary procedure on his wife.
Dr Bajaj used liquid nitrogen to bring the semen (liquid nitrogen
Jalna Icons / 174
maintains temperatures at -196 °C) to India. The couple finally got
their test-tube baby by IVF!
By the year 2006, his research and technology reached twenty-
two countries. In the field of ART, his company is among the select
few to export their products. In 2005, his Sperm Meter received
CE accreditation. He has launched an e-book titled ‘Lab Androl-
ogy at Your Doorstep.’ The CD covers all the important aspects of
andrology (field of study related to male reproductive health) related
treatments with complementing animations that clearly explain the
practical processes and underlying theories. The CD also comes
with a hard copy of the book. Judging by the response it has received
worldwide, it may well be a one-of-its-kind project.
In 2007, Dr Bajaj took the next progressive leap by entering the
field of livestock Artificial Insemination (AI). His research helped
to resolve many issues pertaining to this field. Over the past two
decades, the government laid emphasis on livestock AI; however,
rural veterinarians lacked the necessary instruments to effectively
perform the procedure. For instance, quality sperm is frozen at -
196 °C, and for performing AI, it is thawed (liquefied by gradually
warming) until it nearly reaches the animal’s body temperature of
37 °C. There was no guarantee that the sperms’ quality would be
maintained using traditional means. To tackle this problem, Dr Bajaj
invented a portable, battery-operated thawing machine that could
precisely control the temperature named as Sperm Warmer. This
product greatly increases the success rate of livestock AI. He has
also created a special film to educate and train the people working in
the field of livestock AI and animal husbandry.
Dr Bajaj is now deeply involved in the development of a com-
puter-Assisted semen analyser. At a time when reproductive capac-
ity has dropped worldwide, his inventions prove invaluable for
assisting reproduction. After finishing this project by March 2011,
he intends to devote himself for the creation of India’s first private
animal sperm bank. Unlike government-driven livestock AI where
the history of the semen donor and health records are unknown, Dr
Bajaj’s animal sperm bank promises to provide all the details to the
animal’s owner. Dr Bajaj has always strived to find practical solu-
tions to general issues concerning the common person.
Jalna Icons / 175
 To the young doctors working mainly in the field of research and
development, Dr Bajaj says, ‘Why be only limited to practice? Per-
form practical research alongside your practice.’ He firmly believes
that even if 1 per cent of the doctors take on his challenge, then there
will be a paradigm shift in the health industry. In his experience, nu-
merous opportunities are available to those who can convince others
of their ideas, but there is a lack of inventive minds. He advises that
one’s primary goal should be becoming a millionaire in one’s stud-
ies instead of becoming monetarily rich. He opines that one should
strive for excellence in an area of specialization rather than be con-
cerned about one’s monthly earnings.
Dr Bajaj is unhappy with governmental decision-making pro-
cesses. He complains that one has to wait for as long as two years to
get ISI certification in India and businesspersons incur huge losses
as a result, but the system is simply indifferent to their plight. He
also informs that the ISO certification is a ‘system certification’ and
is not meant for product quality. He recommends CE (Confirmation
for European Standard) Certification to those who wish to sell their
products in global markets. It takes just a month and a half to obtain
the results for CE certification after submitting the product.
Dr Bajaj gives credit to three other people who helped him in his
journey. One of them is his wife, Smt. Meena Bajaj who has ma-
triculated, yet she competently handles the overall business at SPPL.
Dr Bajaj says, ‘While managing the developments on the technical
front, the presence of my life partner greatly boosts my energy and
enthusiasm. My wife has a lion’s share in my success.’ The other
two persons are his brothers – Vinod Bajaj (Agricultural Engineer
– M.Tech) and Sunil Bajaj (B.Tech) –who extended their valuable
co-operation from time to time. Dr Bajaj’s grandfather was the one
to push him to pursue a medical career. Perhaps, he had the foresight
that one day his grandson would achieve something remarkable in
the field of medical science, and indeed, he has fulfilled his aspira-
tions! ….....
Dr Pramodkumar Ramvilas Bajaj
Sperm Processor Pvt. Ltd., Welcome Nagar, Garkheda, Aurangabad
lll

Jalna Icons / 176

26 The Creator
of Dal Mills
A youngster, who ma- Narottam Hansora
triculated in 1967, landed a job Narottamji matriculated
at an air-force base in Naliya, in 1967. He moved from
Gujarat. Two years later, he gave pillar to post in the course
up the job and returned home of his career. He started
to his parents in Maharashtra. out small but was a big
He worked as a fitter for six thinker. After he acquired
years, 1969 through 1975, in a considerable experience
dal mill in Jalgaon. He arrived by working as a dal mill
in Jalna in 1975. Twelve years fitter, he harnessed his
later, in 1987, at the age of 38, skills to manufacture dal
he started his own factory. The mill machinery. His small
dal mill machines manufactured startup, Vishwakarma
at his production unit have been Enterprises, has grown
installed in many places in India into a leading manufac-
and abroad. His company, Vish- turer of dal mill machin-
wakarma Enterprises, has grown ery with customers across
by leaps and bounds and has es- India and abroad.
tablished itself as a leading and
reliable producer of dal mill machines.
This is the story of Narottam Kanvarji Hansora,
who was born on 30 April 1949 in Suddhro (Ta.
Abdasa), which is on the Kutch frontier in
Gujarat. He was born in a time when In-
dia was rejoicing at its new-found in-
dependence. His father, Kanvarji,
worked in a dal mill in Kara-
chi. After India achieved
independence in 1947,
he started to search
for a job in Mum-
bai. He took a job
as a fitter in a dal
Jalna Icons / 177
mill in Mazgaon. In 1962, he gave up his job and arrived in Jalna.
His family stayed in Gujarat till Narottam completed his education.
After he matriculated in 1967 from Alfred High School, Bhuj, he got
a job at an air-force base in Naliya. His mother, sister, and younger
brother arrived in Jalna in 1969 to stay with his father. He moved
from Naliya to Jalgaon, where he worked as a fitter in a dal mill. In
1975, he quit the dal mill and settled in Jalna. He was a very skilled
dal mill fitter who enjoyed his job. Besides offering services as a dal
mill fitter, he carried out electric motor winding work. He provided
on-the-spot motor repair and rewinding services. After he had made
significant progress, he wanted to develop his business. Determined
to start his own company, he bought a plot in Jalna’s industrial estate
in 1984.
It is rightly said that God helps those who help themselves;
Narottamji’s life was transformed by four public-spirited individu-
als. Even today, he has immense respect for them. They are Shri
Raghavendra Deshpande, the manager of MSFC; Shri Khadilkar,
the director of MIDC, Aurangabad; Jayantbhai Ganatra of J. J.
Plastics; and Kumar Deshpande. They helped him to invest 36,000
rupees in a plot in the industrial estate in Jalna. In 1987, he obtained
a loan of 1,60,000 rupees to build his production unit. In those days,
the complete dal mill machinery (pulse processing machinery) was
made of wood. Apart from manufacturing wooden dal mill machin-
ery, he also made wooden furniture. Gradually, the wooden dal mills
were replaced by iron dal mills. Narottamji stopped making wooden
furniture and concentrated only on developing his dal mill business.
After 2002, steel dal mill machinery started to become popular.
By then, the ban on using wood came into force; many customers
complained about wooden devices and even bank security was not
available on them. Moreover, it was more cost-effective and easy to
manufacture equipment by using iron.
Narottamji sold only a few types of machinery in the beginning.
Taking into account the needs of his customers, he gradually made
appropriate modifications and developed a range of products. He
started to manufacture dal mill machinery such as grader, emery
roller, elevator, sailor, and conveyor. In the gram flour category, he
manufactured pulverizers, centrifugers, and pneumatic dust collec-

Jalna Icons / 178

tors. He also manufactured polishing products such as straight grad-
er, fibre polisher, and leather polisher. His products were always in
great demand. After dominating the market of Jalna, his products
have reached the consumers in India and abroad.
Narottamji started out his career by offering on-the-spot services
as a dal mill fitter. He is now the owner of a company, which special-
izes in manufacturing machinery. He has indeed come a long way in
his career. All through his business-oriented career, he received the
help from his brother, the late Jayantilal Hansora, who passed away
in 2008. Narrotamji has two sons, Kiran and Chetan. They followed
in his footsteps and are presently taking care the business. Kiran has
acquired higher secondary education. He has finished a course from
Udyojakta Vikas Kendra. He looks after the marketing division.
Chetan too has obtained higher secondary education. In addition,
he has also received computer training. He takes care of accounts,
while Narottamji oversees the production department.
They have recently opened a new production unit called Sunrise
Food Process. They have been able to achieve two things by start-
ing this unit. Cleaning of pulses is one of the important processes in
the dal mill industry. In the past, labourers were hired to clean the
pulses, but now cleaning pulses and grains is a breeze at the clean-
ing unit set up by Narottamji. At the same time, he gives a practical
demonstration of his machinery to customers who are interested in
buying them. He is very particular about ensuring that all of his ma-
chines are user-friendly. As and when he came up with new ideas for
improving his machinery, he has implemented those ideas, so that
his customers get the best output from them.
Narrotamji has also
carried out a unique
experiment in the
dal mill business.
For new entrepre-
neurs, who are
doubtful about
the commer-
cial viability
of running
Jalna Icons / 179
a dal mill business, Vishwakarma has introduced mini-dal mills,
which are more affordable than regular dal mills. Over the past
4¬–5 years, he has sold nearly 60 mini-dal mills, which have proved
to be a worthwhile investment for buyers. It has given good returns
(2¬–4 lakh rupees per year) to unemployed people, who hail from
rural areas. It has become the centre of attention because it is a low-
cost investment option. Narottamji has also successfully developed
a grinding mill for making tandoor flour.
Knowing perfectly well that success depends on the quality of
the products, Narottamji and his family implemented strict quality
control measures. Their main objective was to satisfy the customer’s
needs. They never compromised on buying the best equipment and
raw material. Narottamji says he is proud that many, who have been
his customers for nearly 20 years, continue to buy products from
him and ask for his services even today.
In his business-oriented career, he has also had some touch-
ing experiences. Once, a beer bar owner, who was interested to
start a dal mill business, came to him. The reason he gave touched
Narottamji’s heart. He said, ‘I made a fortune by managing a beer bar
for many years. Later, youngsters from 17¬–18 years of age started
to frequent the bars and order for alcohol. Now, my conscience does
not allow me to earn money at the expense of the next generation.
Therefore, I was looking for a decent way to earn a living.’
Narottamji is a public-spirited man, who is always eager to help
people. He says, ‘Believe in destiny, but also carry out your actions
(karma). I started out with just 22,000 rupees and left the rest to des-
tiny; I am now living a life of success and fulfilment. There is simply
no alternative to hard work!’
….....
Narottam Hansora
Vishwakarma Enterprises, A–9/8, MIDC, Jalna
lll

Jalna Icons / 180

27 Kabson
Gopikishan Kabra
Few people are out of the
After reading Gopikishanji’s
ordinary. Their legend-
life story, one is reminded of
ary deeds speak volumes
Hellen Keller’s famous quote,
about them as they give a
‘Life is either a daring adventure
completely new meaning
or nothing.’ At the age of 45
to the term ‘achievement’.
years, Gopikishanji decided to
Gopikishan Kabra, a
go off the beaten track by quit-
Temburni village com-
ting a high-paying job to start his
moner, stepped into the
own business. Against all odds,
outside world with an
he succeeded in establishing his
enterprising spirit and
company, Kabson, in 1973. The
created a large-scale
company scaled new heights
enterprise, which today is
under his headship, and almost
run by his sons. The story
all of its products were unique
is about the prodigy.
in some way. After 1951, he
settled in Hyderabad. He is now
in his eighties and has completely devoted himself to philanthropic
causes. As a person who takes special pride in displaying his Mar-
wari lineage on his visiting card and who has the habit of jingling his
coins, his accomplishments are quite remarkable.
Gopikishan Kabra was born on 1 Janu-
ary 1932 into a poor family in the village of
Temburni. Gopikishanji attended the village
school where education was provided only
up to class 4. Moreover, his family could
not afford to send him elsewhere to
study further, and his early educa-
tion suffered. This was his situ-
ation until he was 14 years
old. On the other hand, the
son of his affluent uncle
studied abroad and was
adored and admired by
Jalna Icons / 181
Gopikishan’s grandfather. Gopikishanji envied him not out of bitter-
ness, but out of the desire to earn his grandfather’s love. He made
up his mind to study further at a school in Deulgaon-Raja, but failed
the assessment conducted by the school’s inspector. Gopikishanji
could barely read or write because he had learned very little at the
village school. A generous and kind schoolteacher offered to help
Gopikishanji. The teacher and his wife taught Gopikishanji for the
three months he stayed with them. Gopikishanji finally gained ad-
mission to the school. His determination to study further prompted
his father to pay the school fees. That year, Gopikishanji stood first
in the school!
He matriculated at the age of 19 in 1951. In those days, students
had to plan for their careers right after matriculation. Gopikishanji
wanted to become an engineer. He left for Pilani thinking to him-
self, ‘I am a Marwari… Birla Seth Marwari. I will definitely gain
admission to Pilani’s Birla Institute of Technology!’ Unable to af-
ford BIT’s upfront fee of 33%, he soon realized he was chasing an
impossible dream. He returned homeward with a heavy heart. He
decided to apply for admission to Hyderabad’s Osmania University,
which was then a preferred university for higher education for many
students from Marathwada. However, the due date for admissions to
Osmania University was over. He realized he had wasted time trying
to gain admission to BITS. Gopikishanji and his father persuaded
the University management to admit him. It was then that he caught
the attention a secretary to the state government, who was at the
college for some work. Impressed by Gopikishanji’s forceful per-
sonality, he spoke in his favour to the University management and
paved the way for his admission to Osmania University. It was 14
August 1951, a very successful and rewarding day in Gopikishan’s
life. Relating to his admission experience, Gopikishanji says, ‘Dif-
ficulties bring out the best in us, and we are able to perform more
forcefully.’
After attending the University classes, Gopikishanji took tuition
to pay the University fees. This was his daily grind from day one at
the University. Thus, braving adverse conditions, he completed his
engineering degree in 1956. Soon after, he got two job offers¬–one
was from a process-based company with a monthly salary of 250

Jalna Icons / 182

rupees, and the other was from Allwyn Company with a monthly
salary of Rs. 200. He had to make a choice between a well-paid job
and a knowledge-based job. Although 50 rupees were a reasonable
additional income in those times, Gopikishanji willingly took the
job offer from Allwyn intending to apply his engineering knowl-
edge. Thus, he joined as a trainee engineer in Allwyn in 1956.
During his twenty-year stint in Allwyn, he was hailed as the
most diligent worker. He says, ‘I was the first to arrive at the office
in the early mornings. I worked late until 8 or 9 pm and had hardly
seen the sunset from my house. My colleagues made fun of me, but
knowing well that the knowledge and experience gained by work-
ing hard would help me in the future, I remained totally immersed
in my work.’
The All-
wyn Com-
pany built
bus bodies,
manufactured
furniture, and
sold imported
refrigerators.
The company
had bought a
refrigerator
plant, but it lay unused for long. In 1957, the company received a
big order for ballot boxes. Making these boxes on a large-scale was
a tedious and time-consuming job as it involved a large amount of
welding. Gopikishanji managed to convince his seniors that by using
the spot-welding machines previously imported for the refrigerators
the order would be fulfilled on time. The management approved
his plan and granted their permission to use the spot-welding ma-
chines. By the end of the third week, seven of the ten spot-welding
machines had been employed to build the ballot boxes. By the end
of a month, all the machines had been put to use and the order was
fulfilled on time. Impressed by Gopikishanji’s resourcefulness and
quick thinking, the managers immediately promoted him to chief of
the electrical department.

Jalna Icons / 183

 Gopikishanji’s seniors valued him for his enquiring nature,
inventiveness, and daringness. It was through his endeavours that
Allwyn entered into an agreement with a Demark-based company
for manufacturing compressors. Thus, equipped with its own com-
pressor manufacturing capability, Allwyn’s once unused refrigerator
plant was converted to an operational refrigerator-manufacturing
unit. Gopikishanji’s efforts were always well-rewarded with a hand-
some raise. By 1970, he was earning a salary of a whopping 4000
rupees, which was at par with the salary of the then Chief Secretary
of Andhra Pradesh. It was the highest salary he ever got at Allwyn
because soon the State government took over the company! During
his career at Allwyn, he
had made valuable con-
tribution to the develop-
ment of refrigerators,
compressors, washing
machines, hydraulic tip-
per, etc. To capitalize on
his immense experience,
he was inducted into
Industrial Disaster Man-
agement Committee,
Bureau of Indian Stan-
dards, various research
and testing laboratories,
and committees dealing
with enterprise devel-
opment. He was also an
advisor to various banks that offered loans to small- and medium-
scale industries.
In 1973, at the age of 45, intending to start his own company,
he bade farewell to Allwyn where he had worked for nearly twenty
years. He had made a tough decision considering his age, yet he
was willing to take the risk. After he quit Allwyn, he was left with
76,000 rupees, which he gave to his wife for managing the house-
hold expenses. To acquire capital for his factory, he applied to
Andhra Pradesh Finance (APF) for a loan of 4.5 lakh rupees. Usu-
ally APF took three months or a year to approve a loan, whereas
Jalna Icons / 184
Gopikishanji’s loan was approved in a month. However, Gopikis-
hanji had no collateral for the loan and failed to get it. A month later,
at a party, Gopikishanji met an official in the State Bank of Hyder-
abad (SBH), Shri Mathur. He spoke to SBH’s Managing Director in
behalf of Gopikishanji. Gopikishanji was called to the bank. After
much deliberation about the rules and regulations, Shri Mathur and
SBH’s AGM, Shri Vaidya agreed to grant a collateral-free loan as
‘bridge finance’ to Gopikishanji on the condition that the loan is
repaid before the end of the current fiscal year. Gopikishanji was
worried about repaying the loan on time, but he took it after a little
persuasion from Mr. Mathur. SBH issued cheques to the sellers for
the machinery and equipment Gopikishanji ordered from them.
Small-scale industrialists who were among his old acquaintances
helped him to create the product samples for free. On 1 Jan 1977,
Gopikishanji participated in the big industrial exhibition, which was
held annually at Hyderabad. Among the various products displayed
in his stall were a road tanker and gas filling plant. At the same time,
he advertised his products by using promotional videos and the
print medium. The reputation and confidence he had gained during
his years of service at Allwyn generated the interest of many in his
products and services, and he collected an advance of 17 lakh rupees
– a cheque for 5 lakh rupees and 12 lakh rupees in cash. Because
safekeeping such a huge amount was an onerous task, Gopikishanji
returned 9 lakh rupees to the respective owners. He used the remain-
ing 8 lakh rupees to repay the loan to SBH and the invested the rest
in his business. It was the last time he ever needed a loan! The great
amount of confidence he had gained of the society and the business
world was by virtue of his immaculate behaviour.
Gopikishanji formed the company and named it Kabson. Kab-
son specialized in the production of household appliances such as
cooking and water-heating appliances, lamps, etc. Determined to
be the best, Kabson soon became the leading company to develop
and manufacture LPG-based appliances indigenously. Kabson es-
tablished a joint venture with Primus Company of Sweden and Lion
Cubs Company of Britain. Its LPG product line included cylinders,
valves, regulators, gas detection equipment, and alcohol analyzers.
With red-tapism reaching extremes in India, developing all these

Jalna Icons / 185

products was not a cakewalk. As a man of principles, bribing was
unacceptable to him and this often led to altercations between him
and the senior officials; other times, he would be exasperated trying
to make the officials listen to reason. Many a times he even fought
legal battles to win justice. He never gave up his fight against the
corrupt system until he succeeded. Heated discussions centred on
him rattled the Andhra Pradesh Parliament. Because Gopikishanji
did not grease the palms of some corrupt officials, they stooped to
levelling allegations against his company. Soon, some ministers of
the State Government and senior officials carried out an inspection
of the company only to give it a clean chit. Gopikishanji says, ‘One
has to be upright even when doing business. Moral values help to
become mentally strong. Uprightness is the greatest of all virtues.
One can make remarkable progress only by uprightness alone. I
withstood the pressures of false allegations and slander against my
company because I drew my strength from uprightness.’
Gopichandji’s employed conscientious individuals in his com-
pany intending to pave the way for their progress. He even gave jobs
to half-educated candidates who were eager to work hard. Such was
the confidence he had in them that although they were English-chal-
lenged, he often sent them on business trips to other countries, thus
boosting their self-confidence. Initially, he provided refuge to many
in his shed and assigned them work and gradually built up his own
business. He raised their self-esteem. If their sons and grandsons
ever come across Gopikishanji they greet him by touching his feet.
Gopikishanji also extended his help to his brothers and their
families. He called his younger brother to Hyderabad in 1959 and
provided him a job. He set up an independent business for his elder
brother who arrived in Hyderabad in 1963. He helped them when-
ever required, and, behind the scenes, he instilled in their children a
sense of pride for their fathers.
When his sons were old enough, he brought them together in the
business. He was with them until they were well-versed in business,
and as he had previously decided, he retired at the age of 65 years.
Before his younger son’s marriage, he distributed his wealth among
his sons. He compelled them to live in separate homes. Having stud-
ied the psychology of women, Gopikishanji says, ‘My wife was in
Jalna Icons / 186
charge of all household affairs. After my elder son’s marriage, my
daughter-in-law took over her responsibilities. They got along well
with each other, but when three women come together under one
roof, the struggle for authority becomes severe. While the relations
between everyone are still harmonious, it is best to separate and
stay independently.’ Only the younger son and his wife refused to
live separately and after renovating the old home started living with
Gopikishanji and his wife. However, Gopikishanji tells others that
he stays with his son.
Gopikishanji’s perception of life is very clear. He firmly believes
in the maxim from the Bhagvad Gita that expectations are the root
cause of grief. He asks, ‘Why should we keep expectations? Why
should I expect that the young members of the house should touch
my feet or my sons should not spend money without seeking my per-
mission? Why
should I ex-
pect them to
lead a simple
lifestyle like
I do? Would
I come so far
had I only done
what my father
expected from
me?’ He adds,
‘Everyone is
different. Our only duty as parents is to make our children capable
of taking their own decisions. It would be most inappropriate to in-
terfere with their every decision.’
Today, Gopikishanji does not have any wealth to his name. He
has passed on his business to his family members. He is presently
conducting trials in magnetic therapy, which is beneficial particu-
larly to the health of the elderly. He carries some notes in his pocket
given by his wife only for her satisfaction.
His daily diet consists of not more than two meals per day. It was
a habit he had adopted since he joined Allwyn. Back then, he used
to take his lunch in the morning before leaving for office. Consider-
Jalna Icons / 187
ing his small income, he avoided having tea or meals in the office
canteen to save money and thus he grew accustomed to eating two
meals per day. Even today, he does not consume tea! He has given
his every payment to his wife who has managed all his money mat-
ters to this day. He says, ‘In the conventional sense our family may
not be a joint family, but it is definitely a closely-knit family.’
Gopikishanji has championed many social causes. He has con-
tributed more than a crore rupees in charity for various welfare proj-
ects and activities. Seth Balaram Kabra College of Law in Jalna, Smt.
Jamunabai Balaram Kabra School, and Samaj Mandir in Temburni
have been built from his generous donations. He has also extended
his support to many schools and hospitals in and around Hyder-
abad city. A
list of all his
philanthropic
pursuits will
invariably
be a very
long one if
created, but
he deems it
highly inap-
propriate. He
clarifies that he has extended his help purely for the sake of social
welfare without expecting anything in return.
Gopichandji insists that one must change with the times. Why
impose your own principles on others? Imposing personal beliefs
only widens the generation gap because expectations are the root
cause of unhappiness. Keep expectations away and your life will
automatically improve is his happiness formula for all.
….....
Gopikishan Kabra
Kabson Machinery, Hyderabad
lll

Jalna Icons / 188

28 Masters of
Destiny
Some people are com- Nitin Kabra
fortable doing the same job for Nitin Kabra knows how to
years on end. There is another use his money wisely and
group of people who switch jobs has a clear purpose behind
in order to find a more fulfilling making money. He has
career. Such geniuses believe in contempt for the arrogance
carving their own future. They of those who don’t value
work and live by their own or respect others after they
unique principles. Nitin Kabra, become rich. He believes
the founder of Bhagyalaxmi, is that one should work in the
one such person. Under the guid- best interests of society. He
ance of Krishnakumarji Goyal teamed up with four like-
and Laxminarayan Aggrawal, minded friends and found-
Nitin Kabra along with Satish ed Bhagyalaxmi Group.
Aggrawal, Sunil Goyal, Vishal This story gives an insight
Aggrawal, and Pravin Goyal, into the reasons which moti-
has set up a large-scale steel vate him to make money.
enterprise.
N i -
tin’s family roots are in Temburni.
He was born on 17 April
1975 in his grandparental
home in Pune. His father
was a coal trader. Nitin
completed his school-
ing in Rashtriya Hindi
School, a Hindi medium
school in Jalna. He was
just an average student.
He had a great fascina-
tion for automobiles; he
often wondered how
they worked and how
Jalna Icons / 189
they were manufactured. He wished to pursue his interest in au-
tomobiles. Therefore, he decided to apply to a polytechnic after
he matriculated in 1990. He gained admission to a polytechnic in
Pune established by the Eklavya Education Society. His cousin from
Ahmednagar, Shailesh Toshniwal, gained admission to the same
polytechnic. He too pursued the same programme. They educated
together, but Nitin became terribly upset because the medium of
instruction was Marathi and the lessons were in English. Having
attended a Hindi medium school, Nitin found it extremely difficult
to cope with his studies. Despite these problems, he cultivated the
habit of reading English newspapers. This improved his knowledge
of business. Besides reading the news, he studied the balance sheets
of various companies and drew inferences from them. After com-
pleting his diploma programme in three years, he applied to JNEC
in Aurangabad where he gained direct entry to the second year of
the degree programme. At JNEC, Nitin had an advantage over other
students because the syllabus was hardly different from that of the
diploma course. He soon transformed from an average student to a
high scorer. He was so confident in his knowledge of the subject that
he even taught third-year students. He maintained 100% attendance
at college. The three persons at JNEC who were a major influence
in his life Nitin were Prof. Tated, Prof. Pratap Borade, and Chiddesh
Jain. Nitin admired Prof. Tated very much for his in-depth knowl-
edge and excellent command over his voice. He is at a loss of words
to describe how impressed he was with Prof. Borade. Chiddhesh
was Nitin’s friend at JNEC. Chiddesh was a good-natured and ami-
able person. Although he came from an affluent family, he never
behaved ostentatiously.
Nitin wanted to run his own business. He decided to do a job for
the sake of professional experience. In the campus placement, the
only interview he considered attending was the one conducted by
auto major, Bajaj. He impressed the interviewers with his techni-
cal knowledge and his business knowledge, which he had gained
by reading the Economic Times newspaper. He compared Bajaj’s
scooter base and motorcycle base and told them about the imminent
challenges in motor base. He won the job. Nitin was offered a start-
ing salary of 10,000 rupees, which was nearly fourfold of what his
friends were earning.
Jalna Icons / 190
 Nitin barely had any idea about things back home in Jalna. It was
only in 2011 he came to know that his family had been living a life
full of hardships. As a solicitous parent, Nitin’s father never told
him about his condition. He did not even ask Nitin for help. Nitin
like a dutiful son sent home part of his earnings. He was enjoying a
good position and a handsome salary at Bajaj, yet he wanted to quit
his job. In March 1997, he took a leave of eight months from Bajaj
to prepare for an exam to go abroad. After he returned home, he was
shocked to see the plight of his parents. His father’s ice-factory busi-
ness was not doing well. Nitin felt he had taken a wrong decision at
a time when his family had no fixed source of income.
Nitin cancelled his plans to go abroad. He teamed up with some
of his friends to open an automobile reconditioning shop in Jalna.
It received a so-so response. To recover from financial instability,
his father entered into a working partnership with Ramkishaji Man-
tri and Sanjay Mantri, who started a steel company, Nilesh Steel.
After the company began its production, the shaft of a 600 HP mo-
tor broke. Nitin was soon called to Nilesh Steel. He mended the
machine in just two days. Thereafter, the company sought Nitin’s
services whenever there was a machine breakdown. Shortly thereaf-
ter, Nitin’s father met with an accident. At the insistence of Sanjay
Mantri, Nitin started to work with Nilesh and thus began his tryst
with the steel industry. This was a golden opportunity for Nitin that
could change his future.
In 2001, the company’s production rate reached 150 tonnes per
day, which was 10 times its production rate in the previous year. It
was Nitin who had put all his skills to the test to maximize the pro-
duction rate. Even after maintaining this positive trend, the company
made losses. No one could figure out the reason behind this. After
studying the balance sheets, Nitin discovered that the raw material
expenditure was translating into losses. He advised Sanjay Mantri to
start the production of ingots. In 2002, the decision to erect a steel
ingot plant was reached. Nitin was new to all this, but he was very
eager to learn new things. On 8 December 2002, the ingot plant
was realised with the help of Electrotherm’s engineer, Sandeep
Mahajan. Days after the plant started, the situation changed. The
company was making profits. Everyone was surprised after they saw

Jalna Icons / 191

the balance sheet of Jan–Feb 2003. The company had made record
profits! However, Nitin was unhappy. He was not ready to sacrifice
his ambitions for the sake of money. He quit Nilesh Steel on 28
February. Careerwise, he had no definite direction. His friends in the
automobile reconditioning business were doing good business, but
Nitin felt it highly inappropriate to rejoin them.
The three years of work experience in the steel industry proved
to be invaluable to Nitin. On the basis of this experience, Nitin
started to look for work. Even in this situation, he was against do-
ing a job. He informed Sunil Kulkarni and Electrotherm’s engineer,
Sandeep Mahajan about his work requirements. They felt sorry for
his situation, especially because he had been their close colleague at
Nilesh Steel. Sunil Goyal knew an industrialist from Mumbai who
was setting up a project in Nasik. At his insistence, the industrialist
appointed Nitin as the project-in-charge. It was taking too long to
set up the plant until Nitin arrived. In fact, the industrialist’s expec-
tations had fallen so low that he aimed to start production in eight
months. Nitin implemented a unique work strategy and kick-started
the production in just 35 days, leaving the industrialist impressed
and amazed. It was on 6 April 2003 that Nitin started to work on the
project and on 10 May 2003, he had set up a fully-operational plant!
One of the strategies that Nitin implemented was that he assigned
the work to the persons he trusted. Among them was the scrap
dealer, Sunil Goyal!
Thereafter, the industrialist always took Nitin’s advice at each
step! One thing was certain that Nitin had worked as if the business
was his own. As a result, the work was accomplished perfectly, and
Nitin spoke and behaved at par with the industrialist. Nitin believed
that neither salary nor position determine a person’s worth, but it
is determined by an individual’s behaviour. The remuneration for
his services was yet undecided. It was up to Nitin, who had worked
more like a partner than an employee, to decide his remuneration.
Shri Kulkarni stepped in to resolve the matter. He advised Nitin to
take as much money in advance as he saw fit and reach a bilateral
agreement over his remuneration after completing the work. How-
ever, such a situation never arose.
Nitin had worked for nearly twenty months in Nasik to set up the
Jalna Icons / 192
plant, which was the first of its kind in India. Until then, such a plant
existed only in Europe. Nitin admits that the necessity factor drove
him to come up with the idea of the plant. His experience was based
on the proverb ‘Necessity is the mother of invention’. The industri-
alist he helped was making crores of rupees from the business. He
was planning to erect another plant in Raipur. Shri Sunil Goyal was
interested to make an investment in this new project. Nitin arranged
the meeting between Shri Goyal and the industrialist, but after he
understood that the industrialist had an ulterior motive, he ensured
they never get close to each other. He knew that Sunil would incur
huge losses by entering into such a partnership.
Some days later, Sunil Goyal paid a visit to Nitin’s residence in
Nasik. They usually met in the factory. He told Nitin his plans to
start a project in Jalna. He persuaded Nitin to join him in his under-
taking. He made it clear to Nitin that he would be his partner and not
his employee. Sunil Goyal knew that Nitin would never settle for a
job and would return to Jalna one day. Nitin knew that Sunil was in-
terested in community service. They both had the same purpose be-
hind making money. Together they would make a solid team. Nitin
agreed to work with Sunil Goyal on the condition that they set up a
billet manufacturing plant instead of an ingot manufacturing plant.
The difference between ingots and billets lies in their casting
process. Ores with more than sixty percent iron content qualify as
iron ores. Oxygen in the iron ore is removed by heating it, and we
get sponge iron (The Mumbai-based Industrialist was interested in
setting up such a project in Raipur). The sponge iron is further heat-
ed in an induction furnace to separate liquid ferrous material, which
is cooled in special moulds to produce iron ingots. The drawback
of this process is it is difficult to maintain a uniform quality level.
If, however, a Continuous Casting Machine is used the liquid iron
can be immediately solidified into pieces known as billets. To un-
derstand this better, compare this process to the process of making
ice inside a refrigerator. You can liken the casting process of ingots
to the way water is cooled inside ice moulds. The casting process of
billet is similar to forming sticks of ice by rapidly cooling a stream
of water. The iron billets can be later processed to produce bars of
different length and thickness, angles, sheets, etc. Nitin knew there

Jalna Icons / 193

would be a great demand for iron in the future, and hence he was in
the favour of a billet manufacturing plant. However, erecting a billet
manufacturing plant required a capital of thirteen crore rupees. This
was almost thrice the cost of an ingot plant. Other associates also
discussed the matter. Shri Krishnakumar Goyal extended his sup-
port to them and gave the go-ahead to start the work in September
2004.
It was necessary to fast-track the project in Jalna. In Nasik, Ni-
tin started assigning the work to his trustworthy subordinates. He
was strictly against shirking his responsibilities. He bade farewell
to the Nasik plant only after he had ensured that all the standby ar-
rangements were working appropriately. Nitin arrived in Jalna on 4
December 2004. The basic work on the plot, which was meant for
the manufacturing plant, had already begun. Many persons involved
in the project were in their thirties. The common gossip in Jalna was
that these youngsters did not have the requisite experience to do
business. Nitin knew from his experience that a challenging situa-
tion can be controlled by concentrating on one’s work and ignoring
all that is irrelevant. This helped to step up the pace of the project.
The work of erecting the plant had started on 18 September 2004,
and the plant became operational on 26 June 2005.
A new problem arose. Markets became unfavourable. Their
produce did not have sufficient market demand. The demand that
existed was only for a specific grade of iron. To produce such iron
would add to the cost of raw material. It was a logjam everyone was

Jalna Icons / 194

trying to break. During that time, Nitin and Sunil Goyal left for In-
dore to collect a debt of 25 lakh rupees from an Indore-based party.
When the two met them, they requested more time to pay back the
debt. Here, they came across a spectrometer–an instrument that
could identify the grade of iron by measuring the properties of light.
Nitin came up with a brilliant plan. He reached an agreement with
the party to keep the machine with him until they paid the debt. They
returned to Jalna with the spectrometer. The machine proved itself
worthy. They used it to examine samples of raw material and sort
the high-grade iron. Thus, they were easily able to fulfil the market
demand for high-grade iron. In time, they captured the market for
iron. They developed 18 different grades of iron.
Later, they decided to diversify the business by starting a rolling
mill. Their proposal was approved in
2007. The bhoomipoojan ceremony
was performed at the project site
on 22 April 2007. Production in the
newly constructed rolling mill was
kick-started on 8 February 2008.
They enjoyed the full confidence
of Shri Krishnakumar Goyal, who
was ready to provide them as much
finance as they required. The mill
was unlike other mills, which kept
their products in the open. The mill
was managed inside a shed with an
area of nearly one lakh sq. ft. It was
a costly affair, but the yearly busi-
ness turnover generated by the rolling mill increased considerably.
First, the sale of billets was leading that of bars, but a month later the
entire picture changed. The sale of bars overtook that of billets. The
accomplishments of these youths soon became the talk of the town.
Their next business strategy was branding. Sunil Goyal knew the
importance of branding. After much thought, he named their brand
Polaad. Through the medium of Shri Shri Ravi Shankar’s program
in Jalna, the Polaad brand was promoted at all levels. Today, this
brand has reached all across Maharashtra.

Jalna Icons / 195

 Nitin says, ‘It is wrong to say that we work for ourselves. We
must work in the larger interest of the society. Money is acquired
sooner or later, but to invest it wisely is up to us.’ A new plant for
manufacturing sponge iron equipped with state-of-the-art technol-
ogy is being built in Chandrapur district. They desire to make great
progress in the future and are working very hard towards it. They are
committed to work for the community. These five individuals work
together and they do have certain differences. These differences are
only related to issues, but their goals are the same. They are pres-
ently focusing on manpower development. They continue to recruit
many workers and expert engineers as they have done in the past. A
large number of engineers work at their plant. Their philosophy of
business is to take timely measures to prevent any crisis.
After talking with Nitin and reviewing his journey, certain as-
pects become clear. The confidence his parents showed in him has
motivated him to progress in life. His habit of reading wide-ranging
topics increased his knowledge and helped him to keep track of the
latest developments. He has achieved mastery over his field. On the
many occasions that have tested his patience and commitment, he
has passed with flying colours. These partners remind us of Saint
Tukaram words:
Acquire wealth through rightful means,
Spend it with disinterest…
….....
Nitin Kabra
Bhagyalakshmi Steel, Gate No. 30, Additional MIDC, Jalna
lll

Jalna Icons / 196

29 Thanda
Matlab
In Jalna’s scorching sum- ‘Mohan Barf
mers, there is no relief without Gola’!
fans, ACs, and air-coolers.
However, if you do step outside
under the blazing sun, visiting Mohan Khodve
Mohan Khodve’s ice candy Even a modest product has
pushcart will be a welcome re- the potential to become the
spite from the suffocating heat. signature item for a city.
Once there, place an order for Take the example of the
one of his icy offerings and you tantalizing ice candy (barf
see the man jump right into ac- gola) served by Mohan
tion. He will start off by scraping Khodve since thirty years.
the ice block with one hand on The following story is
a basic plane, and gathering the about a simple man and
ice shavings into a neat oval ball his equally ‘cool’ profes-
in the other. Then he sprinkles it sion.
with the choicest colourful and
tangy syrups. Your momentary
wait is well rewarded when
Mohan present’s you the real deal to fight the heat – a flavourful
ice candy!
Mohan Khodve’s estimated
year of birth is 1965. His
family wasn’t well off.
There was always
the conversational
routine among the
Khodves to do
some business
and better their
economic condi-
tions. Brought up
in such a family,
Jalna Icons / 197
Mohan had greeted the streets with his seasonal business ventures at
a time when he should be attending school. Therefore, Mohan was
illiterate, but getting into the business proved to be an educational
experience for Mohan. In time, Mohan learnt the math of reckoning
numbers through his monetary dealings. In 1980, at the age of 14
years, he took to the schools not to study, but to stand outside and
sell jujube fruits. Depending on the seasonal availability of fruits, he
would sell jujubes, guavas, or custard-apples, while in the summers
he offered his icy treats by popular demand. The gola’s popularity
eventually rubbed off on Mohan as he became well-known among
his regular customers.
Mohan’s gola business was an invention of necessity. Mohan
previously entered the fruit selling business. The school’s vicinity
meant potential business for most fruit vendors. Business was tough
with so many competitors. Mohan needed to make extra money. He
had to come up with a unique business that would have an even
greater demand among his little patrons. Like all good entrepre-
neurial minds, Mohan came up with an idea. All it required was an
ice block from the ice factory, a plane, some tangy syrups, and thus
Jalna’s signature item¬, the ice gola, was born.
It was an instant hit among the schoolchil-
dren. The news of hand-made ice golas
coated in colourful concentrates spread
far and wide attracting both young
and old like bees to honey. The
idea had worked, and it proved
that Jalnaites encouraged inge-
nuity and desperately needed
some serious cooling solutions
to survive the summers!
Mohan travels
widely to serve
golas to his loy-
al customers. In
the afternoons
from two to four
his pushcart is

Jalna Icons / 198

at the town hall, evenings from four to five it appears at Chaman,
evenings from six to eight it is at Kadrabad, and after 8 pm you can
catch him near Shivaji Putla. The pushcart hits the street during the
summers and pulls out in the monsoons. You have to be around to
truly witness the frenzy for Mohanji’s ice golas. Schoolchildren,
college-teens, housewives, seniors, and occasionally officials and
leaders in their cars can be seen patiently queuing up near his cart to
taste the vibrant and sparkling golas. Once Mohan serves the golas,
everyone abandons their inhibitions as they start noisily slurping
while enjoying their luscious golas. Once sold for five paise, today
his ice gola sells for five rupees.
Sometime back, Mohanji had started using an ice shaving ma-
chine but people demanded otherwise. He never figured the reason
behind this, but wisely he followed the age-old business rule of
‘Customer is king’! Even today he scrapes the ice with his humble
plane. If someone opts for a gola-in-a-glass he drizzles it with his
multicolour concentrates and garnishes it with a dollop of delicious
gulkand. The multi-sensory experience that follows has satisfied
many epicurean tongues and cooled many minds.
However, a seasonal business doesn’t work throughout the year,
and so Mohanji started selling pav-bhaji near Shivaji Putla. In the
beginning, he sold the pav-bhaji on a pushcart. During those days,
the pav-bhaji was sold at just 50 paise per plate! Today, the same
pav-bhaji business has transformed from a humble pushcart to a nice
shop nearby Ganesh Bhavan. The pav-bhaji business is run by his
children; however, Mohanji continues to sell golas on his pushcart
in the hot summer heat of afternoons until late evenings, and during
monsoons and winters he is at his pav-bhaji shop.
It is indeed Mohanji’s love for the city and the joy he derives from
serving his customers that pushes him to brave the odds of weather,
distance, and time. Jalna’s identity would be practically incomplete
without the sound introduction ….....
of Jalna’s Mohan Khodve…!

Mohan Khodve
Krishna Barf Gola,
lllKadrabad, Jalna

Jalna Icons / 199

30 No Holiday
Dinesh Chajed
Jalna’s Dinesh Chajed,
Enterprise who has never taken a day
off other than the second
Resource Planning (ERP) is a day of the holi festival, is
software-based management tool an example of industri-
for integrating, facilitating and ousness. Dinesh had set
streamlining day-to-day busi- off for a career as a CA,
ness activities. ERP allows you but became a success-
to instantly view the Inventory ful businessman as a an
status and effectively manage Industrial Supplier, but
stocks. It lets you regulate all he is not bogged down by
business dealings and processes his success. He endeavours
such as monitoring warehouse to reach newer business
stock, handling customer orders, horizons. He is an imple-
creating purchase orders, track- menter of effective and
ing delivery of goods, and man- modern business practices.
aging accounting information. This is his story.
As a result, all the transactions
are accurately maintained and
remain transparent thereby encouraging legitimate business activity.
Dinesh Chajed is among one of the very few businessmen who
have successfully implemented the
ERP system in the complex
business of Industrial
Supply and are actively
running a ‘clean’ busi-
ness. Although he had
many opportunities
to trespass ethical
boundaries to run an
even highly-profitable
venture, he has turned
all of them down to
manage a thriving busi-
Jalna Icons / 200
ness worth 4–5 crore rupees. He definitely is a quintessential person
who is honest yet successful entrepreneurs.
Dinesh Bhavarilal Chajed is the manager of Shri Samarth Indus-
trial Linkers based on Jalna’s Sarojini Road. He is a leading stockist
of Industrial hardware, tools, and accessories who supplies to Jalna,
Aurangabad and most of the Marathwada region. SSIL boasts of a
diversified range of the more than 2500 products consisting of v-
belts, industrial gases, grinding wheels, tool bits, drill, hand tools,
bearing, MS, SS, high-tensile nut bolts, etc. Today, Dinesh has
restructured the business into a tidy and well-organized manage-
able system. However, the truth is he never wanted to get into this
business!
Dinesh was born on 21 March 1977 in Aurangabad. His family
hails from Aurangabad. Dinesh’s father, Bhavarilal Chajed arrived
at Jalna for business work. In 1981, Bhavarilal came to Jalna along
with his family. Dinesh gained admission to Jalna’s Rashtriya Hindi
School. Dinesh’s ambition was to become a CA. He was inspired
by his uncle, Prithviraj Chajed, who was a successful CA working
in Aurangabad. After his matriculation, Dinesh came to Mumbai to
pursue Commerce studies because colleges teaching Mathematics
and Statistics were rare in Jalna. Dinesh was not only interested in
these subjects, but these subjects were important from the perspec-
tive of his CA career. However, fate had other things in mind. In
1993, during the Mumbai bomb blasts, Dinesh, the only child of his
parents, had to leave his education midway and return to Jalna. This
was a regretful academic loss for Dinesh. After turning his back to
studies for nearly two years, in 1996, he passed his class 12 exams.
In time, he also helped his mother develop her business of imitation
jewellery to a lucrative gold and silver jewellery business. During
the time, Bhavarilal’s business of supplying welding material was
doing well.
Dinesh decided to pursue his B.Com. studies. Many of his class-
mates would rush to him because of his proficiency of the subject.
When he was teaching his nephew, even his nephew’s friends
dropped by to learn from him. In fact, he has taught more than 750
students. In the year 2000, he got his B.Com. degree and gained ad-
mission to Aurangabad’s MGM College. But, before the completion
Jalna Icons / 201
of his fourth semester, he was engaged and hence couldn’t complete
his MBA studies.
It was this very time when his enterprising spirit was awakened.
When he gained admission for MBA, the construction work of
Aurangabad’s Seven Hill flyover was in progress. Dinesh’s college
was close by. He directly approached the site official and expressed
his readiness to supply welding rods. After some formal discussions,
Dinesh bagged the order, but to qualify the prerequisite of an office
at Aurangabad had to be met. Dinesh promptly rented an office in
Jafar Gate, and thus started another branch of his father’s company.
Skoda Auto was setting up a plant in Shendra’s MIDC area. There
too Dinesh pitched successfully to get good business. It was in 2002,
he had to return to Jalna abandoning his MBA studies. During that
time, he appointed his Nasik’s cousin brother to look after the Au-
rangabad business. When in Jalna, they rented a house in Ganesh
Bhavan at the rate of 250
rupees per

Jalna Icons / 202

month and rented a shop for 1500 rupees per month.
After returning to Jalna, he became interested in his father’s
business. There were problems in developing the business due to
lack of adequate capital. Initially, they had to contend with low prof-
it margins. They also availed of a bank loan. They worked for hours
from 8:30 in the mornings to 9:30 in the evenings. Dinesh would
meet many prospective clients and promote his wares to different
companies. All his efforts were directed to get the business on track.
He had ambitious plans for developing the business. He went by the
rule of ‘Not failure, but low aim is crime.’ In his marketing research
and client meets, Dinesh had figured out that the growing market
requirements could never be met with a limited range of welding
products. Dinesh began expanding the company’s product offer-
ings from the standpoint of a bigger market. He also acquired the
Marthwada’s dealership of highly reputed companies like Advani
Oerlicon and Isab India. Another strategy he exercised was fixing a
reasonable and standard pricing for all goods. This reliable and fair
pricing helped in improving the product sales. Dinesh had more than
succeeded in getting the business back on track.
Dinesh also benefitted from the customer’s confidence which his
father had gained and maintained over the last two decades. After
2004, Dinesh began to expand his trading base. After his cousin
returned to Nasik, Dinesh requested his father to look after the Au-
rangabad work. Since then, Bhavarilal has managed the Aurangabad
business. In the past five years, Dinesh added many new items to
his product range, which in time added up to nearly 2500 different
items. The business was well-established in a 2000 sq. m. shop on
Sarojini road with an increased workforce. Dinesh did some number
crunching to discover that the daily expenses amounted to 3000 ru-
pees. In these circumstances, working in a specific segment was im-
practical to earn reasonable profits. He increased the range of tools
to nearly 7–8 different segments. He set the target of daily profit to
at least 500 rupees from each segment. This considerably boosted
the business. Presently, he does business in Jalna, Aurangabad and
nearly 12 districts in Maharashtra state.
On April 2010, the onset of the new financial year, he took the
serious decision of restructuring the business by implementing the
Jalna Icons / 203
ERP system. This allowed him to monitor each and every compo-
nent of the business. He could easily monitor the inventory for avail-
ability and managing purchase orders. He could instantly review the
accounting information and keep a tab on the expenses and profits.
Dinesh had maintained total transparency in his business.
Dinesh’s viewpoint is straight and clear. He says, ‘Paying taxes
as a citizen is not only obligatory, but it is also instrumental for the
nation’s collective progress. If we wish to earn 100 rupees and part
with 30 rupees as tax then it is only practical to earn 140 rupees.
Due to ERP and the resultant transparent business, I no longer have
to be always present in the shop. There I spare only 10 to 15 minutes
of my day, while the rest of the time I can concentrate on a new
project. I don’t want to stop here. Each transaction is duly entered in
the computer system and a receipt is generated. Without a receipt, I
can earn an extra 2¬¬¬–3 crore rupees, but that would demand my
complete time at the cost of my other ambitious ventures.’
Dinesh proudly maintains his father as the role-model in his
life. He also eagerly reveals the influence of Aurangabad’s Sanjay
Bhansali’s business approach and Sunil Raithata’s social binding.
Coupled with a desire to earn more money, he also expresses his
desire to impart educational facility for the Shikalkari community.
….....
Dinesh Chajed
Shri. Samarth Industrial Linkers, Sarojini Devi Road, Jalna
lll

Jalna Icons / 204

31 The Electronic Man
Vijaykumar Aggrawal
Life is not a straight road;
A son of a shopkeeper in it is full of surprising
Jalna after graduation leaves twists and turns. This was
for Mumbai to pursue a diploma Vijaykumar Ramlal’s ex-
course in Business Management. perience. Even though he
After he returns to Jalna, he be- was a biology graduate, he
comes a supplier of chemicals pursued a career in elec-
and scientific apparatuses to tronics. He is the leading
different educational institutes. supplier of power invert-
Later, he pursues his newfound ers and UPS systems to
interest in electronics and starts several villages. His brand,
making inverters and UPS sys- Rashmi, has earned the
tems. He sells them under the top spot among the major
brand name ‘Rashmi’ and cap- brands of power backup
tures 80% of the market share… systems in Jalna District.
Vijaykumar Aggrawal’s success This story reveals how his
story is indeed very amusing. career calling led him to
Vijaykumar Aggrawal was success...
born on 6 August 1952 in Jalna.
His father, Ramlal Aggrawal, ran
a mercantile store in Mondha. Although Ramlal Aggrawal was not
very well educated, he encouraged Vijaykumar to study. Vijay-
kumar attended Jain English School until he
completed class 9. He matriculated
from Rashtriya Hindi School in
1967. He graduated from JES
College in 1972. Thereafter, he
pursued a diploma course in
Business Management from
a college in Mumbai. He
wanted to start his own
business.
Vijaykumar was
not interested to
Jalna Icons / 205
continue the family-owned mercantile store. He was interested in
science. In 1974, he began supplying scientific instruments and
chemicals to educational institutes. His business soon extended its
reach across Marathwada. He personally went to every place to get
orders. Later, the business became more challenging and less lucra-
tive. He consulted Prof. Suresh Lahoti, who offered him some new
references. Thereafter, his business took a new turn. The year was
1979. Vijaykumar started to supply electronic devices to educational
institutes. He also started to create and sell voltage stabilizers for
TVs and refrigerators. He produced two different models of voltage
stabilizers at his unit – 150 watt stabilizers for TVs and 400 watt
stabilizers for refrigerators. In 1986, he received the first prize of
Zilla Udyog Kendra on behalf of the state government for his work.
He remained committed to his business for nearly twelve years. Re-
sponding to the changing market, he decided to enter the business of
inverters and UPS systems.
The year was 1999. Computers made their way into offices and
households. The consumption of electricity grew. The city expe-
rienced frequent power cuts. This was mainly due to inadequate
production of electricity. The unscheduled power outages ran the
risk of damaging electrical devices, including computers. A sudden
power outage could force a computer to shut down and cause hard

Jalna Icons / 206

disk failure. Moreover, all computer-related work would come to
a halt. This created a market demand for inverters and UPS (Unin-
terrupted Power Supply) systems. The UPS could provide backup
power to computers, and the inverters could provide backup power
to household appliances. Vijaykumar decided to explore this prom-
ising new avenue. He knew where to buy raw material. His brands
were already popular. He developed his own brand of UPS systems
and inverters and marketed them under the name ‘Rashmi’.
Basically, UPS systems and inverters are a combination of
PCBs, diodes, ICs, capacitors, and transformers. Vijaykumar uses
the transformer components produced in his unit. He has the neces-
sary manpower and the equipment to produce them. His line of in-
verters include the 400 VA, 625 VA, 800 VA, and 1450 VA models.
A single battery is sufficient for the first three types of models. Two
batteries can be charged with the 1450 VA model. He supplied well-
known, quality brand of batteries to his customers.
Whenever he tried marketing his product in all of Marathwada,
he faced certain problems. Presently, he sells stabilizers and invert-
ers produced in his unit. It was his interest in electronics that brought
him into this business. His success is proof that a passion can be
turned into a big business. After he became deeply involved in his
business, he discovered many opportunities. Previously, he bought
all the raw-material from Mumbai. He now buys it from Mumbai
and Delhi.
He has affection for the new generation of youths. He has three
daughters. He has taught many promising youths who desired to
work in such a business and wished to learn the necessary skills. He
is ready to provide free training to such younsters. Many who have
been trained by him have stood on their own two feet. Vijaykumar’s
formula to succeed in business is to develop products by identifying
the needs of customers correctly and pursuing strategies that are in
tune with the changing times.
….....
Vijaykumar Aggrawal
Rashmi Electronics, Kadrabad, Jalna
lll

Jalna Icons / 207

32 ‘Steel Men’
Dwarkaprasad Soni
Jalna’s business What happens when ten
different minds get togeth-
world was witnessing a new
revolution. Ten youths joined er? We get ‘Rajuri Steel
hands to lay the foundation of a Pvt. Ltd.’, a giant of a com-
new company, but in Jalna a new pany forged by the faithful
gossip was making rounds. The alliance between ten differ-
idea of ten partners in a business ent people. Their monu-
seemed too absurd or completely mental success is proof of
untrue for some while some oth- the many advantages of
ers were already predicting the teamwork, integrity, and
futility of their joint venture. determination. The story
It has been 15 years and the reveals the secrets behind
naysayers have yet to see their the alliance’s permanence,
wishes come true. D.B.Soni, their fortitude, and the
born in Gevrai and graduated success of their colossal
from Aurangabad as a Mechani- undertaking.
cal Engineer is the groups ‘first
among equals’. D.B.Soni says, ‘We were already aware of people’s
opinions about our partnership. Therefore, we decided
to address the issue. We reached a unanimous
decision that even if the business failed, we
will remain steadfast and stick to-
gether.’ Their unity and single-
mindedness has not only
stood the test of time,
but also its outcome
has been more than
rewarding. They
have progressed
from a single
company to four
companies and
in the year 2011
Jalna Icons / 208
a fifth company is already on its way.
D.B. Soni, Santosh Mundadda, Ashish Bhala, Kailas Loya,
Shivratan Mundada, Sanjay Rathi, Dinesh Rathi, Purshottam Toshi-
wal, Shivkumar Loya, and Ramesh Mundadda are the ten partners.
One can compare them to the ten fingers of the two hands that make
tightly clenched fists to fight off any adversity. None of them had
any background in the steel business. Take the example of Dinesh
Rathi who runs the family’s textile business; however, he is good at
analysing people. He is efficient in finding dealers and distributors,
winning their confidence in the company’s produce, and business
expansion. Ashish Bala plays the role of a shrewd businessman.
Such shrewdness proves most useful when purchasing raw-material,
finding new suppliers, negotiating prices, and observing quality; all
these aspects invariably are important for the company’s growth
and progress. D.B.Soni has dequate shop floor experience. He is
an engineering graduate, who after skipping many different jobs
settled down in Jalna in 1996 to pursue his business urge. His forte
is managing the production team, encouraging team-work, motivat-
ing the team, resource management, image creation, and developing
the ‘ideal business model’. Thus, all these 10 people pooled their
unique talents together and a steel empire came into existence.
Dwarkaprasad’s father owns a Kirana store in Gevrai. His family
roots are in Rajasthan; however, since 125 years they find them-
selves closely connected with Maharashtra. He passed class 10 from
Gevrai’s Zilla Parishad School. After passing his class 12 exams,
in 1996, he gained admission to Aurangabad’s Government Poly-
technic College for Mechanical Engineering. He openly admits the
fact that he was merely an average student. He did not fare too well
in school; however, he was experienced in bicycle and motorcycle
repair. While he was in class 8, he sneaked his father’s motorcycle.
This mechanical penchant paved his way towards engineering. In
the engineering admission list his name appeared at the end. But,
he had a unique ability and that is his mastery over the English lan-
guage and there was a pretty good reason behind this. When he was
in class 8, the English teacher made it compulsory for all students
to take tuition. His father opposed the tuition making Dwarkaprasad
the target of his teacher’s ire. His teacher would strictly make him

Jalna Icons / 209

memorise ten words per day. Any mistakes would entertain the
fierce brunt of his cane. This resulted in Dwarkaprasad paying
serious attention to his English studies. In fact, he had habituated
himself to reading the ‘The Times of India’ newspaper on a daily
basis though the newspaper’s current edition would be available in
Gevrai only after 2–3 days. Thus, he developed an interest in Eng-
lish, which eventually proved useful for his future.
During the second year of engineering, he visited the ‘IMTEX’
(Indian Machine Tools Exhibition) exhibition. This is where he
developed a keen interest for an industrial venture. In 1988, after
distinction in mechanical engineering, he was appointed in Bajaj
Auto’s three wheeler division as a trainee engineer. His work was
mostly related to the shop floor. G.S. Shirsagar was the manager of
the division at the time though he had studied only till class 10. He
had earned the coveted post which was deemed equivalent to that of
a collector purely on the basis of his grit and efforts. He served as an
inspiration for Dwarkaprasad. But, Dwarkaprasad grew weary of the
shop floor due to its limited commercial prospects. His request for a
career change to the Purchase department was also denied. In 1989,
he resigned from Bajaj to take up the post of Purchase engineer in
API. After his stint in API for nearly two years, in 1992 he was
appointed as Senior Engineer-Purchase in Videocon Company. He
worked there for nearly a year and this proved to be the turning point
in his life. In Ahmedabad, his brother-in-law was running the busi-
ness of steel cauldrons and tanks. To be able to devote some time for
marketing his brother-in-law’s business, Dwarkprasad quit his job at
Videocon and took up the principal’s chair in MIT College where he
taught management from 1993 to 1996. His students benefitted from
his commercial experience.
While marketing for his brother-in-law’s business, he had the
urge to pursue his own business. He was already planning to start a
unit in partnership with his friend Ashok Thorat. The year was 1996.
In Jalna, talks of starting a new business venture between a group
was brewing up. Dwarkaprsad’s father was interested for investing
in their venture. His father asked, ‘Instead of pursuing a business in
Aurangabad, would you be interested to go to Jalna?’ Dwarkaprasad
agreed to his father’s proposal and arrived at Jalna.

Jalna Icons / 210

 Although everyone wanted to get into the fertilizers business,
the group had not arrived on a firm decision over the nature of their
business. However, their CA advised them against the same. He
said, ‘The fertilizer business is prone not only to many government
restrictions and interventions, but also company gains would be re-
alised after a finite period of time. I strongly suggest capitalising on
the steel business which enjoys an open market and is free from any
norms.’ The group agreed to his suggestion and bought the ‘Mauli
Steel’ Company. The company manufactured steel ingots. The com-
pany started gaining profits from the very first day. Thereafter, they
formed many other companies – in 1999 Rajuri Steel Pvt. Ltd., in
2003 Metarolls and Commodities Pvt. Ltd., in 2006 Laxmi Cotspin
Ltd., in 2008 Shaptashringi Steels and Oils Pvt. Ltd. and in 2011
Rajuru Alloys Pvt. Ltd. is being realised in Chandrapur.
The company has also gone through some rough times. In 1997,
barely after its inception, the company was charged with electric-
ity theft and the company’s production was halted for nearly two
months. Almost all companies in Jalna faced this charge. These was
a challenging time for the group. Eventually, they were proved in-
nocent. Thereafter, many developments took place. A new furnace
had increased their production from 50 tons to 250 tons. In 2005,
they made another remarkable development. Rajuri had started the
production of TMT bars using the most ultra-modern facility in all
of Maharashtra. They were the first to introduce Thermax Tech-
nology in Maharashtra which resulted in a 25-fold increase in the
company’s turnover. Rumours of TMT bars being unsafe for com-
mercial use were being falsely spread and allegations of buildings
collapsing due to the bars ductile nature were made. The research
done by the Gujarat government revealed TMT bars to be more suit-
able for ensuring stronger and durable structures thereby proving
these allegations to be baseless. Rajuri Steel used these findings as
the basis of their awareness campaign held in nearly 75 cities, to ar-
range exhibitions, and thus secure the people’s confidence in TMT
technology.
Such a big business was prone to rifts between its members and
therefore they adhered to certain rules. The first one was that any
member of the group could invest in any personal venture; however,

Jalna Icons / 211

the business should be nowhere related to steel and cotton. This rule
was followed by all. Dwarkaprasad promoted yet another business
‘Abhay Cotex’ which is different from the group’s business. Simi-
larly, many others also developed different businesses. The group’s
business earned their commitment because everyone adhered to
the policies. Their other guideline included maintaining complete
transparency in the business. Company costs would be borne by the
company’s treasury, but personal expenses and indulgences should
be borne individually!
Dwarkaprasad says, “In India, Jalna’s steel sales at high rates.
In comparison to others, Rajuri’s sales steel at the highest rate. This
is not only due to the company’s high-grade steel material but also
the awareness and trust we could create in our clients. Everyone as-
sociated with the company identify themselves with the company.
He acknowledges the importance of the books – Stephen Covey’s
‘Seven Habits of Highly Effective People’ and ‘The Eight Habit’-
for the company’s progress. If in our business we are able to create
leaders then nothing can hinder the company’s progress.”
Dwarkaprasad speaks with sheer confidence. He says, ‘This
undertaking is too immense for a single individual and demands
the division of responsibilities among its many partners. Moreover,
each partner solely manages his responsibilities. The interest and
views of our stockholders are of prime consideration. Each person
plays his role boldly and our unity has been unwavering and will
continue to be so in the future. The group plans to expand their busi-
ness further.’ His confidence reflects his faith in the united power
and the resoluteness of Rajuri’s ‘Men of Steel’.
….....
Dwarkaprasad Soni
Rajuri Steel Pvt. Ltd., F-12, Additional MIDC,
Second Phase, Jalna
lll

Jalna Icons / 212

33 Food is God
Kalpana Shah
The man of the house is
Kalpana was a the sole provider for his
family, but sometimes
happy average housewife until
her family was hit by a financial even the ablest man can
crisis. She not only rose to the succumb to overwhelming
challenge, but also realized her odds. It is in such adver-
true potential. With the support sity that the woman of the
of her all-weather friends, a fair house emerges as Laxmi
amount of planning, and cook- and assumes the role of the
ing proficiency, she started a breadwinner. This is the
home-grown catering business story of Kalpana Mahesh
and discovered the sweet taste of Shah, who stood shoulder
entrepreneurial success. to shoulder with her hus-
Kalpana was born in the band to deal with a family
capital of Chattisgarh, Raipur, crisis and came up smiling.
which was formerly a part of She started a mini-catering
Madhya Pradesh. She was mar- business, thereby becoming
ried to Mahesh Shah of Jalna the Annapurna (Goddess
on 12 July 1989. Soon, she was of nourishment) to her cus-
a happily married homemaker tomers and her family.
with a son and a husband to take care of. Mahesh Shah worked as the
production manager of Modi Casing Company in Jalna. The company
was owned by his close relative. Unfortunately,
after the relative passed away in 2004, the
company shut down, plunging the Shahs
into a crisis. Mahesh Shah tried his best
to recover from the situation, but all his
efforts were in vain. Kalpana rose to
the occasion and discussed her
plans to sustain the household
with Mahesh. Her idea was to
start a catering business.
Kalpana and her friends
organized bhishi parties.
Jalna Icons / 213
Bhishi (chit-fund) is a savings practice whereby each woman of the
group contributes a fixed amount of money usually on a monthly
basis. The money thus collected is awarded to the winner of a peri-
odic draw and some money is used to organize a bhishi party, which
is hosted by one of the members. The party is a socializing event in
which women play games, indulge in gossip, and enjoy snacks; some-
times, they eat in a restaurant. In light of the crisis faced by the Shahs,
Kalpana’s friends decided to skip the hotel fare. Instead, they decided
to use her catering services whenever they organized indoor parties.
All her friends extended their support to Kalpana. Shortly thereafter,
life returned to normal for the Shahs.
Kalpana started catering out of financial necessity. It required
planning and precision. Her passion for cooking developed at a very
young age. Even before she was married, she loved to cook for others.
Everyone enjoyed the unique taste of the food items and dishes she
prepared. She poured her cooking experience and enthusiasm into her
mini-catering business. Knowing perfectly well that the way to win
someone’s heart is through that person’s stomach, she made the most
of every opportunity to impress everyone with the food she cooked,
and thus, gradually became a popular caterer. It was the first time after
15 years of her marriage that she had decided to start her own business,
yet she managed her business successfully.
Mahesh Shah says, ‘After I lost my job, my first priority was to
earn money by some means. Our son was still studying. I hardly had
the capital to start a business. I agreed to Kalpana’s plan for starting
a catering business. Whenever required, I helped her as much as pos-
sible. The food she prepared appealed to everyone. Thus, she started
to get a good response from customers.’
Trupti Shah and Swati Rathi took the initiative to help Kalpana
start her business at the outset. In fact, they were the ones to suggest
the idea of starting a catering business to Kalpana. They often said
to her, ‘You have gained enough experience by cooking for 20¬–25
members of your family to start your own catering business.’ When
Trupti and Swati organized a bhishi party, they placed an order for
dhoklas with Kalpana. It was her very first order! Thus, everyone be-
came acquainted with Kalpana’s cookery. Sakhi Group, a women’s or-
ganization in Jalna, also offered their support to Kalpana. They placed
Jalna Icons / 214
orders with Kalpana to provide snacks for their occasional meetings.
They placed an order for different snacks from Kalpana every time
they had a meeting. Soon, she started receiving personal orders from
members of the group, and her business grew gradually by word of
mouth. In addition to catering for parties, Kalpana began catering for
outings and picnics. She also provided meals on demand. She prepared
most of the food items at home, but whenever she got orders for dishes
that are best served hot, she cooked the food on the spot. Thus, she
kept her customers happy by serving them piping hot food. To cope
with increased workload, Kalpana trained some women to assist her in
fulfilling the orders. Her sexagenarian mother-in-law, Sushilaben, who
belongs to the old school of thought, once believed that women should
never step outside their homes, but according to circumstances, she
learnt to embrace change and started helping Kalpana with her work.
Kalpana’s food stalls can be seen at almost every funfair organized
in Jalna. She takes orders for group picnics. She remembers that she
once got an order for a picnic held at a spot two hours away from Jalna.
After she reached the spot, she discovered that she had forgotten one
of the food items at home. She felt completely helpless and was disap-
pointed with herself, but she learned a valuable lesson. She became
extra-careful and maintained a checklist for all her future orders. To
date, she has never given her customers a chance to complain. Besides
catering for picnics and parties, Kalpana provides a variety of Gujarati
dresses for festivities such as the dandiya dance, which is performed
during the Navratri Festival. These dresses are in great demand. Some
of her Gujarati specialities such as theplas are so popular that people
order them without fail before they go overseas. Kalpana has big plans
to expand her catering business. Her husband manages a bakery called
Shah Bakers and also helps Kalpana in her business. While speaking
about his wife fondly, he says, ‘She stood by me through the most dif-
ficult of times. She is my better half, in every sense of the word. She
readily took the initiative to tackle the crisis head on, and we shared
our happiness and worries. I am proud of her.’ Kalpana’s face was
then glowing with satisfaction.
….....
Smt. Kalpana Shah,
Amit Apartment, Jalna
lll
Jalna Icons / 215
34 Social
Homeopath
Dr Satish More says, Dr. Satish More
‘Those days were indeed the When homeopathy was still
most difficult days of my life. I struggling to gain public
became a doctor at the behest of acceptance owing to doubts
my father, but there was simply relating to its efficacy and
no demand for homeopathic foundational basis, Dr Satish
treatment. My father insisted More decided to become a
that I should practice allopathy homeopath. He faced the
alongside my practice of home- brunt of his decision when he
opathy, but I was not qualified did not see even a single pa-
for it. He almost ostracized me tient for several months after
after my medical practice proved starting his clinic. However,
to be a failure. I was lacking when the going gets tough,
funds to continue it. I was almost the tough gets going. Dr.
at my wit’s end. However, hard More decided not to give up.
work and perseverance eventu- Today, he is one of the most
ally pay off. Now everything is eminent doctors in Jalna...
in order…’ The opening hours of
Dr More’s OPD end at 3 o’clock
in the afternoon. He met only after attending all his
patients. He said, ‘I also have to see out-of-town
patients. Treating my patients is my top priority.
Let us save the discussions for later…’
Dr Satish hails from Devthane in
Mantha District. He was born on
10 November 1964 into a well-to-
do family that owned a 50-acre
farmland. Satish attended the
Zilla Parishad High School
in Devthane where educa-
tion till class 7 was
available. He ac-
quired further
Jalna Icons / 216
education from Shivaji High School and Junior College in Lonar.
He passed his class 12 exams in 1981. His father wanted him to be-
come a doctor, but his scores were too low to gain admission to any
reputed college. He finally decided to pursue DHMS. He gained ad-
mission to Homeopathy College in Yavatmal. He earned his diploma
in homeopathic medicine and science in 1985. An experience during
his childhood inspired Satish to take up homeopathy. His brother
used to suffer from long-term stomach-ache. To treat his condition,
their parents consulted many doctors. They offered various treat-
ments, but all to no avail. Thereafter, they consulted Yavatmal’s Dr
Nandurkar, a homeopathic practitioner, whose medication proved
potent enough to rid their son’s stomach disorder forever. This made
a big impression on Satish. He became inquisitive about homeopa-
thy; thus, he resolved to learn the science of homeopathy. Dr Nan-
durkar also happened to be the principal of the homeopathy college
in Yavatmal, which Satish attended!
After becoming a doctor, he came to Jalna where he planned
on renting a room to start
his practice. His plans met
with stiff opposition from
his father. He insisted that
Satish should practice
allopathy alongside his
practice of homeopathy.
He contended that home-
opathy had no takers, and
Satish would inevitably
find it difficult to afford
the rent. There was much
truth in what he said. Not a
single patient turned up at
Satish’s clinic. Satish was
not able to afford the rent
of 600 rupees. His father
was not going to fund
him. He could continue
his practice only because
his mother gave him the
Jalna Icons / 217
money she made by selling some of their farm’s yield, but it was
hardly a permanent solution to his career woes. He finally got dispir-
ited and returned homeward to Yavatmal. He started working for an
eminent homeopathic practitioner in Yavatmal, Dr G N Umredkar,
who had also been his professor at the homeopathy college. He
worked with Dr Umredkar for a year for a monthly salary of 300
rupees. He quit his job in 1987 to start his own practice in Jalna.
He again met with failure and decided to work for Dr Umredkar.
However, Dr Umredkar told him to reconsider his decision. He said
to Satish, ‘I don’t mind if you return, but you may never be able
to become an independent homeopathic practitioner in the future.
Stay where you are and be persistent. Everything will be alright.’
Satish also met another gentleman, Shri Nimbalkar, who assured
Satish that it would be worthwhile to continue his practice for at
least six months. Shri Nimbalkar’s prediction came true. In 1987, he
saw many patients who sought his services. A year later, everything
changed for Dr Satish.
Homeopathy is a clinical method for treating patients with cor-
rect doses of natural substances. A homeopath assesses the patient’s
physical composition and emotional state to decide upon the treat-
ment. Homeopathic medicines are individualized. Homeopathy is a
biochemical science. Accurate diagnosis and appropriate remedies
are important to avoid the side effects of a homeopathic medicine.
A homeopath prepares the medicine based on the patient’s medical
history. Homeopathic remedies prevent epidemical diseases and are
highly effective against diseases such as typhoid, malaria, conjunc-
tivitis, etc. Homeopathic medicines are slow to act in comparison
with allopathic medicines. In homeopathy, recovery is a steady pro-
cess, and patients have to follow a particular diet. It is important to
determine the duration of the medication in homeopathy.
Dr More conducted awareness camps at many places Yatvatmal
and Jalna Districts to educate people about homeopathy and dispel
the misconceptions related to it. These programmes helped him to
make homeopathy popular and attract more patients. His knowledge
and experience were put to the test after a number of patients began
to consult him. He called the patients with medically complex cases
the next day. In the meantime, he would carry out research on their

Jalna Icons / 218

illness and decide on their treatment. In this way, he could dispense
appropriate medicines to his patients, thereby ensuring effective
treatment of their illnesses. Thus, he earned the faith of his patients
and gained popularity. He is now a leading homeopathic practitioner
in Jalna. He is involved in the activities of various social organiza-
tions and is the chairperson of the Mahalakshmi Nagri Sahakari
Bank.
Dr Satish participates in community welfare programmes re-
lated to stress management and overcoming addiction. He conducts
camps in various educational institutions for the students of class 10
and class 12. He shares with them scientific memory improvement
techniques and helps to build their confidence. He has developed
some of his own techniques to boost memory. He has also con-
ducted such camps in many police stations.
Dr More participates in various programs organized by Brahma
Kumari Vishwa Vidyalaya. He attributes his success to his mother,
who inspired and supported him to remain loyal to his occupation.
He also mentions the valuable support he received from his wife,
Smt. Bharti. He is engaged in the workings of Chaitnaya Homeo
Reaserch Center and Shraddha Homeo Clinic. He is trying to gather
the support of local homeopaths to build a special homeopathy hos-
pital by bringing them together under one banner.
He says ‘Money is important but it is not everything. To live one
does not require a lot of money, but to stay ahead in the competition,
there is simply no alternative to hard work. Sincerity towards your
work is equally important. I learned homeopathy and forever re-
mained sincere to my occupation. This is how I discovered success.’
Dr More’s mantra for success reminds one of Swami Vivekananda’s
words – ‘Take up one idea. Make that one idea your life. Think of
it, dream of it, and live on that idea. Let the brain, muscles, nerves,
every part of your body, be full of that idea, and just leave every
other idea alone. This is the way to success.’
….....
Dr Satish More
Shraddha Homeo Clinic, Dr R. P. Road, Jalna
lll

Jalna Icons / 219

35 Round Table
Camp
Rahul Bansal
The term ‘Round Table’
is reminiscent of the Round Today, websites and blogs
Table Conference opened by the serve as powerful mediums
British in the year 1931 attended for information, business,
by Mahatma Gandhi and other communication, socialising,
eminent dignitaries. It expressed and recreation. Adapting
the idea that all attendees en- to ever-changing internet-
joyed an equal footing to enable based technologies, Rahul’s
constructive and impartial dis- rtCamp at Pune specializes
cussions. Intending to promote in providing comprehensive
a culture of equity in the work- web-based solutions using
place, Rahul chose to name his contemporary and robust
company rtCamp, which is short web-technologies. Rahul’s
for Round Table Camp. He and journey till date reflects the
his creative team of tech-savvy life of an altruistic youth
associates operate from the com- with strong conviction, a
pany’s office in the plush locality sense of camaraderie and
of Koregaon Park, Pune, to pro- a liberal attitude towards
vide comprehensive web-based work and life.
services to clients worldwide.
Since its inception in 2009, the company has taken strong
roots in the web development business.
Rahul hails from Mantha. His father, Shri
Rajeshkumar Bansal, resided in Haryana before
moving in with his relatives in Mantha at the
age of 14 after they offered him a job.
He eventually settled in
Mantha and ran a
textile business.
He later became
interested in real
estate and
entered into
Jalna Icons / 220
partnership with Laxmi Cotspin on Ambad Road. Rahul was born
on 28 June 1986 to Shri Bansal and Smt. Anita Bansal. At school,
Rahul was a bright student. In 1999, Rahul scored 82% in his class
10 board exams. He gained admission to SB College, Aurangabad.
He could not take his class 12 board exams because of a serious ac-
cident he met with just days before the exams. A year later, in 2002,
he cleared his academic backlog. This time he scored 85%. In both
his board exams, he was the top scorer in the whole of Mantha. He
gained admission to Pune’s All India Shri Shivaji Memorial College
where he pursued the Computer Science program. He studied hard
and became an engineer in 2006. That same year, in his GRE exams,
he secured a 590 All India Rank that guaranteed his admission to
his college of choice, College of Engineering, Pune (CoEP), which
is one of the top engineering colleges in India. At CoEP, Rahul had
enrolled in the M.Tech. program, which included full-time intern-
ship after the completion of an academic year. Rahul chose to intern
at TIBCO Company.
Rahul was preoccupied with many thoughts while pursuing
his Bachelor’s degree in Engineering. He declined a job offer
from a foreign company. In his spare time, he built a website,
devilsworkshop.org, where he posted scholarly articles and tips
related to the field of engineering and computers. His website soon
became very popular and developed into a community blog for te-
chies.
In 2006, Rahul was hired as an intern at TIBCO, where he made
a request for undertaking a project for IIT, Mumbai. Never before
had any student made such an unusual request. From a commercial
viewpoint, the project was not profitable, yet it was something he
preferred to a routine job. In a matter of three days, he gave the
project-related presentation and bagged the project. His salary at
TIBCO, stipend from CoEP, and money received from Google for
serving ads on his website added up to a monthly income of 20,000
rupees. Having gained financial freedom, he stopped taking money
from his parents. After his year-long internship program ended and
his M.Tech. results were declared, Rahul emerged as the M.Tech.
topper of CoEP! Several career options were open to him. He re-
ceived an offer for an all-expense paid M.S. study program. He

Jalna Icons / 221

started getting high-paying job offers from American and Indian
companies. Some Indian companies were ready to pay him 14–15
lakh rupees per year. However, he declined all job offers and firmly
decided against working abroad. Wishing to reach out to his class-
mates, who were looking for worthwhile jobs, he decided to team
up with them to form his own company. He became resolute in his
decision after his father showed confidence in him.
Shri Rajeshkumar Bansal was a self-made man who had come
a long way with sheer determination. He shared a friendly rapport
with Rahul. Whenever Rahul sought his counsel, he did his best
to understand his views. He respected Rahul’s decisions and often
stood by them after careful consideration. Rahul consulted his father
about his decision to start his own business instead of accepting the
high-paying job offers that came his way. After some deliberation,
they concluded that there was no need for Rahul to give up his ambi-
tions for the sake of money, in view of their sound financial condi-
tion. Rahul was now free to focus on his business. After completing
the M.Tech. program, he was only making 5000¬–6000 rupees
each month by hosting ads on devilsworkshop.com for Google, yet
owing to his simple lifestyle, his monthly expenses did not exceed
8000–1000 rupees even while he stayed in the expensive locality of
Koregaon Park.
In June 2008, Rahul began his journey as a self-employed indi-
vidual. After only four months, he was managing a fairly stable busi-
ness, and in October 2008, he applied to register his company under
the name ‘rtCamp’. Progressive in his approach, Rahul is committed
to sustain an equitable environment in rtCamp. Everyone at rtCamp
is treated equally. For instance, everyone here, including Rahul, has
the same kind of chairs and seating arrangements.
Rahul faced many problems to get his company registered. When
the business started to face uncertainty in January 2009, Rahul ad-
vised his long-time colleague, Vivek Jain, to land a job elsewhere.
Rahul’s childhood friend and CA, Samir Patil made several attempts
to register the company. He finally succeeded to register the busi-
ness on 12 January 2009. That very night, Rahul emailed all his
friends informing them of rtCamp’s inception. Radhakishan Mudli-
yar was the first to respond. He called Rahul on the morning of 13
Jalna Icons / 222
March 2009 to express his interest to join rtCamp. He was Rahul’s
old roommate and the first person to join rtCamp! Some days later,
Rahul welcomed Santosh Kamble to join rtCamp. From June–May
2009, rtCamp witnessed a sharp upturn in business. It was then that
Rahul invited Vivek Jain and reinstated him in rtCamp. Along with
Vivek, Ashish Sinha too joined rtCamp. On 9 July 2009, Kapil
Gonge became a member of rtCamp. In fact, Kapil was previously
working in another company. He came to rtCamp’s office for the
very first time to give news of his promotion and distribute sweets to
his friends. After noticing most of his friends were working together
at rtCamp, he decided to quit his job and join them. Although he
was about to earn a monthly salary of 30,000 rupees in the previ-
ous company, he chose to join rtCamp at a starting salary of 10,000
rupees per month! The six-member team of rtCamp moved to their
new office on 25 August 2009. Previously, Rahul’s single-bedroom
flat served to be rtCamp’s workplace. rtCamp was fast emerging as
a competent web-solutions provider and as the word started spread-
ing through friendly channels, more and more friends started joining
rtCamp. By 12 March 2011, more than thirty staff members were
working in rtCamp. The one thing that all of them had in common
was that all of them engineering degrees from the University of
Pune.
Rahul decided to recruit extra staff to deal with the increase
in workload. He introduced two shifts from April 2011. Realising
that having lunch elsewhere in the upscale neighbourhood of Ko-
regaon Park daily would pinch the pocket of any employee, Rahul
introduced free lunch for all employees. Its positive outcome was
that chats during lunchtime started to involve mutually solving a
team member’s problems. This resulted in happy and committed
workforce. The idea conveyed by the Sanskrit invocation, ‘Sahana
Vavatu Sahanau Bhunaktu’, is practiced at rtCamp in its true sense.
rtCamp’s egalitarian values strengthened the bond between its em-
ployees.
What kind of services does rtCamp offer? rtCamp consists of
a team of web-designers, programmers, graphic artists, and writers
who work together to provide services based on the WordPress plat-
form. These services include standards-compliant website and blog

Jalna Icons / 223

solutions using WordPress themes, WordPress migration services,
development of WordPress plugins, hosting and maintenance of
WordPress servers, and secure ecommerce solutions. Rahul’s first
website, devilsworkshop.com, was centered around the WordPress
platform and based largely on PHP scripting language and mySQL.
He favoured the WordPress platform for its robust, adaptable, and
extensible architecture. Rahul is so well versed in PHP that his team
members rely on his experience to solve their coding problems. rt-
Camp has more than 500 clients. A majority of their clients are from
Europe and Australia.
Rahul’s accomplishments in the past three years are proof of his
focus and the courage of his convictions. He says, ‘Mind Control
is most important. Everyone except my father stiffly opposed my
decision to reject the high-paying jobs offered to me. Even some
highly experienced senior people criticized me. But, I stood by my
decision and my father supported me. Although my father is partly
educated, his intellectual maturity and understanding can put even
a doctor to shame. He is able to weigh up a situation. He showed
great confidence in me and had only one thing to say – The courage
of conviction you possess is what matters most. His trust in me was
most important.’
Rahul is unmarried and in his thirties, yet he has developed a
very mature understanding of life, quite like his father. He has a
very forceful message for today’s youth. He says, ‘One’s main aim
in life cannot be solely to earn money. Students must plan their ca-
reer based on their interests, area of specialisation, and long-term
goals. To realise a career, money can be the means but it should not
be confused as the immediate goal. Keep lofty goals and aim for
something significant in life. Don’t rush behind money. Money will
definitely come to you if you have the courage to stand firm and act
by your decisions.’

….....
Rahul Rajeshkumar Bansal
rtCamp, Koregaon Park, Pune

lll

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36 The Father of
Tempo Trax
In 1985, the Aurangabad-
Jalna road was facing the chal- Vinay Mundada
lenge of human invention. As
an extremely rugged and gritty Over the past few decades,
road, it was an ideal test track Research and Develop-
for an automobile prototype. ment (R&D) has assumed
The driver was instructed to ac- significant importance.
commodate as many passengers The pride of place it now
as he could and drive without enjoys is because of the
avoiding the potholes and rough enormous contribution
patches. The vehicle was clearly made by inventors like Shri
designed to dominate the Indian Mundada. The following
roads. Two similar tests were is the inspirational story of
conducted elsewhere. The ve- Shri Mundada’s journey to
hicle underwent rigorous testing becoming the pioneer of the
and modifications before it was Indian auto industry…
launched in the Indian market
in 1986 under the name Tempo Trax. It took a remarkable lead in
the multi-utility vehicle segment and captured a significant share of
the rural market. Vinay Mohanlal Mundada of Jalna is
the man who the designed and developed this robust
vehicle!
Under

Jalna Icons / 225

his leadership and guidance, the team of Akurdi-based auto major,
Force Motors (earlier known as Bajaj Tempo Ltd.) designed and
developed many passenger vehicles. Vinay Mundada was born on
5 July 1948 in a house opposite to the Dharmashala on Rajendra
Prasad Road, aka Badi Sadak. The Mundada’s lived in very mod-
est circumstances. Vinay’s grandfather oversaw the business of
the family-owned mercantile store. He often urged Vinay to study
seriously and to do something different. After Vinay matriculated
from Rashtriya Hindi School, he pursued PUC-PPC (equivalent to
today’s class 11 and class 12). He received his engineering degree
from Government Engineering College, Aurangabad, in 1967. He
was the first member of his family to hold a degree.
It was a time when India was hit by recession. In September
1967, he got a job in a Hyderabad-based company where he worked
for a monthly salary of 401 rupees. Meanwhile, he kept searching
for other jobs and applying to various institutes to pursue higher
studies. Six months later, in July 1968, he received an offer letter
from the University of Liverpool in England informing him that he
had been awarded a scholarship that met the full costs of his ME
program and accommodation. He had to bear only his travel and
food expenses. Intending to enhance his career prospects in reces-
sion, he accepted the offer and left for England. He got admitted late
to the University. He pursued the course for a year and a half. After
he earned his Master’s degree in Engineering, he returned to India.
During his stay in Liverpool, he received the guidance and support
of his uncle-in-law, the late Satyanarayanji Somani, who lived in
America. He was the founder of Hingoli’s Tulsabai Somani Educa-
tional Trust of which Shri Vinay Mundada is a trustee.
Vinay landed a job with Greaves Company while he was study-
ing in England. He received a modest salary that was just enough
to manage his expenses. After he returned to India, he barely had
any savings. However, the good thing was Greaves had a branch in
Pune where Vinay was appointed as a Development Engineer. He
received a monthly salary of 501 rupees. Before he went to England,
he was married to Rajani, who was a member of Bansilalji Somani’s
family. She too was the first member in her family to earn a degree
by completing B. Sc./B. Ed. course. She started to work as a teacher

Jalna Icons / 226

after it became difficult to manage the household expenses with the
salary Shri Mundada was earning. He was facing financial difficul-
ties because he had to look after his two brothers and two sisters
after their father passed away. He bravely shouldered his responsi-
bilities with help from his uncle, the late Kiranchandji Mundada.
While he was working at Greaves, he attempted to do many
other things. He was trying to set up his own business. At one time,
he even considered starting a flour mill. It was then that he met the
Chairperson and Managing Director of Bajaj Tempo Ltd., the late
Shri H. K. Firodia whose Midas touch changed his life. He joined
Bajaj Tempo in 1973. He was the first person to be appointed in the
company’s R&D Department. Before he retired from the company
in 2007, 400 engineers worked under him. During his 35-year stint
with the company, he changed the face of the company and its R&D
division.
He modestly attributes his achievements to the free hand given
to him by Shri H. K. Firodia. A year after he joined Bajaj Tempo,
he received his first assignment, which involved replacing the petrol
engine of the Ambassador Car with a diesel engine. It was similar
to converting a modern-day petrol- or diesel-powered car to a CNG-
powered car. There were economic reasons behind this. In 1973, the
cost of petrol was 1 rupee 55 paise per litre and diesel was priced
at 55 paise per litre until the oil crisis emerged in 1974 when the
OPEC (Organization of the Petroleum Exporting Countries) nations
decided to raise oil prices. This decision had a worldwide impact.
In India, petrol prices shot up to 3 rupees 71 paise and diesel prices
went up to 80 paise per litre. The badly hit Indian economy sent a
frisson of panic through the auto industry. Many auto manufacturers
entered the fray to develop diesel-powered vehicles to deal with the
economic downturn. The project led by Shri Mundada to develop a
diesel engine for the Ambassador met with success. The company
started mass production of such engines. Nearly 500 diesel engines
developed by Bajaj Tempo were making their way into the market
each month. Soon, diesel engines captured a majority of the market.
A jocular remark was making the rounds during that time: Even
Hindustan Motors cannot make so much profit as Bajaj Tempo has
made by simply selling diesel engines. The company adapted the

Jalna Icons / 227

same solution for its three-wheeled tempos. Greaves and Italy-based
Lombardini Company supplied these engines to Bajaj Tempo for
which they had set up a company in Aurangabad. The operation to
replace the petrol engines in cars, rickshaws, and jeeps with diesel
engines continued for eight years. After Shri Mundada successfully
developed a diesel engine for three-wheelers, Bajaj Tempo started
manufacturing diesel-powered three-wheelers.
The next responsibility Shri H. K. Firodia assigned to Shri Mun-
dada was to design a new jeep. The jeeps manufactured and sold
in India were of American design. These jeeps had limited seating
capacity. Moreover, traveling in them was not a very comfortable
experience. It was a great challenge to develop a robust vehicle
which was a powerful performer on Indian roads. Nevertheless,
Shri Mundada solved the challenge by developing the Tempo Trax,
which dominated the market for a decade. In 1999, he designed yet
another vehicle known as Cruiser. This 13-seater vehicle created a
revolution in the rural Indian market and generated numerous job
opportunities.
Bajaj Tempo targeted the rural and semi-urban markets. Over the
following years, Bajaj Tempo rolled out a wide range of vehicles,
including Jeep, Minidor, Matador, and Tractor; all these vehicles
were developed under the guidance of Shri Mundada. Shri Mundada
is particularly proud of the Mini Four which he developed in 2002. It
was exhibited in an expo held in Delhi. Shri Ratan Tata who visited
the expo spent nearly thirty minutes closely examining the vehicle.
He later called his engineers to have a look at the vehicle. Shortly
afterwards, Shri Tata launched a similar vehicle by the name Tata
S in the market. Force Motors took much longer to introduce their
vehicle in the market!
India’s post-independence era was known as ‘Licence Raj’. This
limited the production of companies. Furthermore, they could not
ask for foreign technological co-operation. This greatly hampered
the progress of private companies. Only three auto companies were
present at that time: Bajaj Tempo, Tata Motors, and Mahindra &
Mahindra. After the government adopted the policies of economic
liberalization in 1991, there was a surge in foreign investment and
companies had access to foreign technology. However, Shri Mun-
Jalna Icons / 228
dada was in the favour of ‘local technology for local people’. During
his 40-year stint with Bajaj Tempo, he worked on seven different
areas: installing a diesel engine in the Ambassador car and Mahin-
dra jeep, installing a diesel engine in three-wheelers, developing
new models in the Matador range, development of the Tempo Trax,
using the technical knowledge acquired from Mercedes’ Traveller
vehicle to develop other models, developing the Minidor three-
wheeler diesel rickshaw, developing the tractor. In compliance with
the emission standards, he had to make major modifications to the
engine which he accomplished successfully.
He took a three-year leave (1999-2001) from Bajaj tempo. He
then went to Jakarta, Indonesia, to help an auto industrialist develop
a heavy commercial vehicle similar to the Volvo. After he returned
to India, he rejoined Bajaj tempo. Even after he retired, he used his
engineering knowledge to work on the suspension technology in
light vehicles, which is being used in present-day vehicles.
Shri Mundada is a hardcore mechanical engineer. He has com-
mitted himself to train the new generation. He visits various engi-
neering colleges to counsel the students on career opportunities. He
is a technical advisor and presiding judge of state level automotive
technology competitions, BAHA and SUPRA, which are organized
to encourage college students to apply their technical knowledge in
creating their own models. He also offers his guidance in organizing
other creative programs.
He gratefully acknowledges that he could become an engineer
because his grandfather, Shri Laxminarayan Mundada, supported
him. He says that the guidance of Shri H. K. Firodia and the en-
couragement he got from Shri Abhay Firodia helped him to make
his contribution to the country. He says that the limitations of Jalna
pushed him to search for opportunities elsewhere. He adds, ‘While
searching for new avenues, one must preserve values and never lose
faith. Money is sufficient to live a life of satisfaction, but excess
money runs the risk of spoiling the next generation. Therefore,
don’t simply run after money, but search for inner peace and con-
tentment.’
He has some very valuable tips for the new generation. He tells
them not to undermine their worth by comparing themselves with
Jalna Icons / 229
others. He says, ‘Humility, clarity of thought, industriousness,
integrity, thirst for knowledge, self-belief, commitment, faith, and
team spirit, will help you discover your worth. With the guidance
and blessings of an able mentor, you can accomplish and acquire a
lot within a finite time. Don’t get discouraged by failures and mis-
takes. Consider them as the first steps towards success. My personal
success is proof of this guru-mantra that I share with you.’
Shri Mundada has made a significant contribution to the auto
industry on various fronts. He has been honoured with the ‘Auto-
mobile Engineer of the year 1993’ award by SAE (India). The DBM
and AICW degrees he earned while handling multiple responsibili-
ties in Bajaj Temp are proof that his thirst for knowledge never di-
minished. He has also presented his research papers at international
conferences. Although he is presently in his sixties, his energy and
activeness defy his age. He is a pioneer who revolutionized the auto
industry and made India proud.
….....
Vinaykumar Mundada
Akurdi, Pune
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37 Son of the Soil
Vijayanna Borade
In 2006, Jalna’s Krishi Vijayanna Borade is an
agricultural pioneer. Jalna’s
Vigyan Kendra (KVK) was cho-
sen for the very prestigious Na- Krishi Vigyan Kendra is his
tional KVK Award. The tremen- brainchild. India’s agricul-
dous honour was conferred by tural revolution has been
a specially appointed National- greatly augmented by his
level Judging Committee for the ground-breaking efforts
successful implementation and in the fields of sustainable
effective outcome of mandated Water Management and Soil
activities. This was definitely Conservation. Judging by
a most celebrated moment for the history of his humanitar-
Jalna’s KVK. The selection pro- ian deeds one is convinced
cess was based on three main that he was indeed born for
criteria: 1) Watershed develop- such a cause. An invaluable
ment, 2) Krishi Vigyan Mandal asset to the nation, he is aptly
and 3) Integrated pest manage- the ‘Son of the Soil’ and a
ment (IPM). With an invaluable compelling reason for Jalna
legacy of over three decades in to be proud.
watershed development, in 1997,
KVK created the Krishi Vigyan Mandal a discussion
forum for farmers for the mutual exchange of views
and ideas. Also, KVK’s pioneering efforts in the
last six years for controlling cotton-related
pests and diseases by IPM techniques have
been praiseworthy. These notable
achievements o f
Jalna’s KVK
made them the
prime contender
for the National
level award. The
Marathwada
Sheti Sahayya
Jalna Icons / 231
Mandal (MSSM) overlooks the administration of KVK, with Shri.
Vijayanna Borade as its Project Director. In fact, he looks after the
administration of the Mandal.
Vijayanna hails from Aurangabad. Associated with KVK, he has
been Jalna’s resident for over two decades (In 1982, Jalna received
the status of an independent district and was separated from Au-
rangabad). Vijayanna was born on 6 May 1946 at his grandparental
village, Pimpri Raja in Aurangabad district. Though his parents
stayed at Patoda taluka of Parbhani district, Vijayanna had become
habituated living with his grandparents. His father, Sampatrao Borade
was considered to be a ‘Kingmaker’ of his times and his grandfather
Sakharampant Patil, a Padma Shri awardee, was Aurangabad Zilla
Parishad’s very first Chairperson. After matriculating from a Pimpri
school, Vijayanna gained admission to Aurangabad’s Saraswati Bhu-
van College where he pursued his BA degree. In 1966, he returned to
his grandfather. He says, ‘Since childhood, I really wasn’t studious.
For class 10, I cleared the backlog of my Maths paper by appearing in
October and again in March.’ Clearly, his intentions are to assert that
studies alone don’t determine one’s capability to achieve success in
life. This means every individual has a fair chance in life!
Vijayanna was under his profound influence of his grandfather
Sakharampant. In his time, Sakharampant was active in politics.
He and Babukaka Joshi strived to preserve a healthy and conducive
environment in the village. On the occasion of Padwa, they visited
every village household. Regardless of caste or faith, they also visited
muslim households on Id. The village was a role model of communal
and social harmony. Vijayanna says, ‘The village was totally free
from any kind of religious or communal violence. The village elders’
purposeful planning and the cooperation of the community paved the
way to progress. In the district, Pimpri Raja, Golatgaon, and Anva
were at the agricultural forefront. After 1961, the ‘Green Revolution’
was ushered, under the dynamic headship of the then Chief Minister
Vasantrao Naik. Pimpri Raja was selected as a testing site for hybrid
varieties of seed. The increase in hybrid yield prices by 500 rupees
per quintal by Shri. Vasantrao Naik bought economic stability to the
village. By that time, Sakharampant had become the Chairperson of
Aurangabad Zilla Parishad which controlled most agricultural-related

Jalna Icons / 232

activities. The Zilla Parishad’s Agricultural Officers were very active
and were held in high-esteem.
In 1966, after earning his B.A. degree and returning to Pimpri
Raja, Vijayanna started attending the farm. Following the ‘Land
Ceiling Act’, Sakharampant, transferred the ownership of 12 acres
of his huge tract of land to Vijayanna, duly by registration process,
thereby flinging him into agricultural exertion. Sakharampant also
legally transferred another 10 acres of his land to Pundalik Bajirao
Thale, another of his close relatives, who stayed with him. After few
years, Sakharampant persuaded Vijayanna to independently cultivate
the farm. Vijayanna had become a farmer in real terms. Vijayanna’s
father Sampatrao was against the idea of his son inheriting the land
from his grandfather. In fact, at one time he had almost called him
back to Patoda.
Vijayanna becomes visibly nostalgic, when narrating his indirect-
upbringing experiences to the new generation of his village. In those
times too, there were minor ideological disagreements, but the com-
pelling factor was of mutual co-operation. As a customary practice in
the village, Sakharampant often took Vijayanna along with him ever
since he was a child. One of the best ways of inculcating values in
children is by way of practical demonstration. This indirect upbring-
ing led to Vijayanna’s appreciation of his personal responsibilities.
After his grandfather’s demise, Vijayanna reluctantly contested
in the elections for the Gram Panchayat’s various operative societies.
In these elections, he emphasised on reconciling with the contesting
parties. He succeeded in his attempts to promote fair elections with-
out mutual animosity between rivalling candidates. During this time,
he was engaged in farming. He was also involved in various social
activities. In such circumstances, he was reluctant to contest in the
two elections. Many were discontent with Bhimrao Bakal Patil who
led Aurangabad in the 1980 District Bank elections. In order to defeat
him, a reluctant Vijayanna was once again persuaded to stand for the
election. Pressurized by a third candidate, Vijayanna said, ‘I am not
turning back, come what may’. Thus, Vijayanna resolved to fight the
election. Vijayanna was able to set up his own election mechanism
with the help of his friends. Many leaders and welfare activists stood
in the election. In the district, for the very first time an untraditional
Jalna Icons / 233
practice came into existence. Vijayanna says, ‘I literally took all the
societies’ chairpersons on a pleasure trip and the won the election
by massive votes. Vijayanna was the vice-chairperson for the quin-
quennium 1980–85. He realized in his years of service that politics
wasn’t his forte. However, he had already spent over a decade in such
pursuits.
Thereafter, Vijayanna had the option of either farming or focus-
sing on social welfare activities. Later, he shifted to Aurangabad.
Vijayanna bought a plot in the N1 sector through the CIDCO scheme
and also became the proud owner of a five-room house for 75 lakh
rupees in CIDCO’s housing development scheme. Soon he became
involved in the works of MSSM. This was the beginning of his bright
career.
MSSM is a Non-govermental Organization (NGO). In 1968,
MSSM started off as a Public Charitable Trust with the joint initia-
tive of Manikdada Anvikar, Br Jawaharlal Gandhi, Badrinaryan Bar-
wale, Dr. Moses, Nivrutti Patil Salunke, Kumar Anvikar, Janardhan
Salunke and others. It was first founded by Scottish Missionaries in
1950 and entitled ‘War On Want’. On their final departure to their
homeland, they handed over the organization to local community
members. Thereafter, the institution is led by Badrinarayan Barwale
and J. M. Gandhi and is operated from Jalna. MSSM has to its credit
of importing a 6-inch borewell drilling machine. In those times, it was
a relatively big organization with a nearly 350 member staff and three
land rover cars. MSSM has also launched the ‘Food for Work’ a Ro-
zgaar Hami Scheme (Employment Guarantee Scheme) and conducted
many ancillary agricultural activities. MSSM helped in facilitating
loans through banks for water development projects and provided
assistance for digging wells. MSSM extended agricultural technolo-
gies such as tractors, caring unit, fertilizers, and seeds. But, MSSM’s
journey hasn’t been very easy. It has also gone through difficult times.
One such instance is when MSSM facilitated loans through banks
to certain beneficiaries. However, the beneficiaries were completely
indisposed at the time of loan repayment and the banks held MSSM
liable. MSSM went through a most distressing phase after being
put in such a quandary. Thereafter, MSSM adopted a charity-based
mechanism for all their future endeavours.

Jalna Icons / 234

 In the following years, Vijayanna became an inseparable part of
MSSM. Presently, Badrinarayan Barwale presides as the institution’s
Chairperson with Br. Gandhi as the Secretary. Vijayanna is the Proj-
ect Director and looks after the complete administration of MSSM.
MSSM operates on the Adalat road premises from a two-room office
generously granted by J.M.Gandhi. Br. Gandhi was coupled with the
institution because of his association with Vijayanna’s grandfather.
Br. Gandhi too was a socially conscious person. While following his
profession, Br. Gandhi duly maintained his personal relations. He
owns a Ferguson Tractor Agency. It was through him that Vijayanna
became associated with MSSM. Gradually, Br. Gandhi involved
Vijayanna in the institution’s activities. Contended with the work,
Vijayanna became actively involved in MSSM’s administration,
a responsibility unsuspectingly accredited by Br. Gandhi. When
people passed on their business’ reigns to their children or close
relatives, J.M. Gandhi considered Vijayanna as the beneficiary. Br.
Gandhi indeed is a liberal-hearted and most beneficent personality in
MSSM’s history. J.M. Gandhi also appointed other youths alongside
Vijayanna.
In 1981, after Dev Pimpalgaon received financial aid from the
Swiss Develpment Corporation, the MSSM convened a meeting to
discuss its undertaking. This was a completely different project for
MSSM which had undertaken tasks like building of cement dikes,
plantation programs, CCT, lentic reservoirs (Pazhar Talav), and
groundwater irrigation (Upasaa Jalsinchan). These projects were
publicized to attract farmers and acquaintances. MSSM was involved
in a watershed development project in Adgaon, a barren village. The
voluntary program demanded a practical approach for water con-
servation as well as preventing soil erosion. MSSM had dug wells
when the groundwater levels were favourable. After the borewell
machines were introduced the excavation process was less time-
consuming; however, by that time, the situation became drastically
adverse because no groundwater availability even at great depths.
This necessitated water conservation rather than the exploitation of
natural water resources. In Adgaon the Panlota project was imple-
mented. The project met with phenomenal success and following the
dramatic change it brought in Adgaon, it gained nationwide attention.
Thereafter, MSSM handled another NABARD assisted Indo-Ger-
Jalna Icons / 235
man mega-watershed project involving a village cluster. Following
Adgaon’s success, Fr. Hermann Bacher of Social Centre, Ahmedna-
gar provided his full support and facilitated the German funds for the
project. Vijayanna was extremely delighted with both the scope and
nature of the work. He also received the satisfaction of working on a
successful project. MSSM was actively involved in the second phase
of the project at Asarkheda – Karvanchi were they were managed to
save a staggering 13 lakh rupees against the estimated cost. This was
due to mass participation. The project had been executed extremely
well and it proved that both water conservation and soil conservation
are equally important to maintain groundwater levels. The funding
organization refused financing when they learnt of the unapproved
additional work. But, after evaluating the huge savings of nearly 13
lakh rupees the funds were promptly approved. Indeed, this was the
result of dedicated work.
In the wake of it all, the ICAR (Indian Council of Agricultural
Research) an autonomous National Organization was forming Krishi
Vigyan Kendra’s in many districts in association with the Central
Government Agricultural Institutions and Colleges. Vijayanna ear-
nestly desired to open a KVK in Jalna through MSSM. He forwarded
his proposal to the Central Governement. In 1992, with the due ap-
proval the Kendra was formed in Jalna. At that time Shri. Sharad
Pawar was the security minister and Shri. Balram Jakhad was the
Agricultural minister. Shri. Sharad Pawar personally looked into
the matter to pass the proposal. Thereafter, the institution got a new
avenue to execute their welfare programs. The KVK in Jalna’s Khar-
pudi area has received the recognition and appreciation of all political
parties and from all strata of society. This is because of Vijayanna’s
teamwork-based attitude. He is very grateful to Shri. Sharad Pawar
who was instrumental in the Kendra’s approval. KVK marched the
way to progress because of its pioneering research and the active par-
ticipation of the farmers. Vijayanna is proud of the proactive nature
and the bonding between KVK’s members and mentions that these
alone are the primary reasons for the KVK’s success and the numer-
ous accolades it has received.
Vijayanna also sheds light on the novel reward-based forum
platform provided by KVK. He says, ‘On the 5th of each month, a

Jalna Icons / 236

farmer’s forum is held for knowledge exchange and expressing of
views. The farmers decide on the topic of the day. In each successive
program, the farmers are also asked seven questions based on the
previous program. For answering all questions correctly, the winner
is rewarded a silver coin. This activity and the reward prize are col-
lectively sponsored by all farmers. The famer’s greatly benefit from
this activity.’ The second undertaking is of Water Shed Management,
of which Vijayanna is most proud about. Vijayanna has conducted
exhaustive research on this subject. The third undertaking is of In-
tegrated Pest Management. Normally, pesticides are used to protect
the crops after infestation. But, prevention is always better than cure.
Take the instance of saving the invaluable cotton crop by intercrop-
ping (planting mostly in alternate rows) trap-crops like black-eyed
peas (chawlee) between the main crop. The comparatively sweet
black-eyed pea crop lures the pests away from the cotton crop. Thus,
the precious ‘white gold’ or cotton crop is saved. Similarly, to com-
bat the bollworm, marigold is alternately planted between the cotton
crops. The female moth lays the eggs on the marigold, attracted by
its bright colour. On hatching the larvae get trapped inside the mari-
gold flowers. Even after implementation of these IPM methods, if
the problems do appear then it is definitely have a very low negative
impact which may be controlled by the use of pesticides.
On the occasion of Holi each year, KVK organizes an open dis-
cussion forum in which people share their experiences, exchange
information, and clarify their doubts. Since women would never
participate on that day, a similar program is organized specially for
them on the night of Kojaagiri Purnima. The discussion is conducted
on a unanimously decided topic. The program concludes with the
complimentary dispensing of milk and water. These programs are
proof of the warmth and affection extended by the people to KVK.
KVK also runs three other programs. KVK imparts training based
on a study program devised with the help of Yashwantrao Chavan
Open University and one other centre that provides an Agricultural
Diploma. These schools are economically viable to the common man.
However, because of the existing financial constraints these programs
can only be sustained by charity aid, and Vijayanna is strongly hoping
to get more sponsors.

Jalna Icons / 237

 Vijayanna has made a miraculous journey. After giving up a bright
political career, he consciously embraced a social welfare cause, after
which he never strayed into politics. His decision received the support
of Baburao Kadam and late Madahavrao Patil. In time, Vijayanna
proved his decision to be a right one. He has received many awards
and earned many praises. At present, he is active in many governmen-
tal and non-governmental roles. He is the Vice-Chairperson of Maha-
rashtra State Watershed Advisory Council, a position at par with the
Cabinet Minister. The other positions he holds are the Rajyapal of Dr.
Babasaheb Ambedkar Marathwada College, elective senate member
of Vasantrao Naik Pratishthan Mumbai, MITRA (BAF) Nasik’s
member and the other positions he holds are in central government’s
Sports Committee and Dehradun’s Watershed Organization.
Vijayanna reveals about the growing infertility of the soil. He urg-
es that the soil fertility should be restored by implementing soil-con-
servation. He is also saddened by the fact that NGO’s have overtaken
Social Welfare Institutions. He is concerned that today’s institutions
are more inclined to publicity and fame rather than actual work.
During Vijayanna’s retirement from politics, he had another
episode. On Shri. Sharad Pawar’s (President of the newly formed
Rashtravadi Congress) decision, Vijayanna very reluctantly contested
the elections in Jalna’s Loksabha Matadar Sangh. He was more wor-
ried if his political ‘party-tag’ would affect the Kharpudi Centre. He
could not win the elections, but he says, ‘It I had won the elections I
would have done justice to my role of MLA. Everyone would have
witnessed a different MLA.’ However, there was one novel thing he
did in the elections and that is printing agriculture-related information
on the backside of his campaign pamphlets. ‘I don’t know if people
would have accepted me as a party candidate, but the one thing I am
sure is that they will always accept me as a farmer.’ This quality of
Vijayanna has won the hearts of many. He advises all, ‘Have a cre-
ative approach towards work and involve everybody. The ability to
take everybody forward only can create a new India.’
….....
Vijayanna Borade
Krishi Vigyan Kendra, Kharpudi, Jalna
lll
Jalna Icons / 238
38 Confidence
Kailash Malode
Aged 33...an ambitious The key to achieving
anything worthwhile is
spirit…great energy…commit-
ment to excel…promising career willpower. After a simple
– this is the story of Shri Kailash diploma certification in
Malode. Born to a small-busi- Mechanical Engineering,
ness family in Jalna, Kailash Kailash took charge of his
did not get career advice. As the life and career. He now
master of his own destiny, he has works as a project co-ordi-
taken his own decisions in life. nator with MAN Diesel. As
He also gained from the valuable an ambitious and self-mo-
lessons of some wonderful peo- tivated individual, he aims
ple. Presently, working as a proj- for greater goals in life.
ect co-ordinator with a reputed
multinational company hasn’t stopped him from dreaming big.
Kailash was born on 1st January 1978 to a middle class fam-
ily. His father Shri. Dnyaneshwar Malode ran an oil shop in
Parsi Galli of Jalna’s Kadrabad area. Kailash
has two brothers and two sisters. He com-
pleted his schooling from Maharashtra
High School. Thereafter, in consulta-
tion with his friends, he took admission
in JES College for the science stream.
He passed with first class in both the
10th and 12th standards. After 12th
class, many of his friends opted for engi-
neering colleges for career specialization;
however, Kailash was among the
select few who couldn’t make it
to the selection list. Together,
these friends decided not to go
for a B.Sc. degree, and choose
some professional course help-
ful to their career. They decided
Jalna Icons / 239
for a polytechnic diploma course and on that basis reattempt for en-
gineering admissions. Of the two polytechnic options of Mechanical
and Civil Diplomas, Kailash applied for Mechanical Diploma. In
1998, Kailash got a Diploma in Mechanical engineering. But, it was
during his final exams that his fate took a wrong turn and he fell ill.
Bedridden for four days, he had to skip some papers. After nearly
six months, in October, he managed to clear the backlog. However,
he couldn’t secure the required score when it mattered most and lost
the promising opportunity to secure an admission in Engineering
College.
Kailash was now faced with uncertainty. All his sincere job hunt-
ing efforts proved useless and gradually he became more depressed.
Kailash’s father had bought another oil shop and requested Kailash
to manage it. With a heavy heart, Kailash agreed and for nearly two
months, Kailash was looking after the day to day business of the shop.
He was also following up with Jalna’s NRB company after applying
for a related job vacancy. This time his efforts paid off and he started
working at NRB. In the company, he was deputed in the assembly
workshop and later transferred to the mechanical division. But, there
was hardly any scope of utilizing the knowledge of his Mechanical
Diploma. In the absence of further progress, Kailash felt uneasy. At
the end of 1999, he finally quit the job. Kailash came to know his
friend Santosh Patil was learning AutoCAD in Aurangabad. After
meeting with Santosh, he decided to take up the AutoCAD course.
He was also joined by another of his colleagues, Shri. Dnyaneshwar
Bujade. For the next three months, from 9.30 am to 3.30 pm Kailash
attended the AutoCAD classes in Aurangabad’s Padampura area.
This was the beginning of the year 2000. After finishing the course,
Kailash soon discovered that the 2D CAD/CAM course he took
was outdated since the related industry was now using 3D CAD.
Kailash needed to upgrade his skills and learn Pro/ENGINEER
software. The same course was offered at CAD-Tech institute run
by Mr. Ravindra Vaikole; however, Kailash did not have the funds
required and was also reluctant to ask for his family’s help. Finally,
through a friend, Kailash conveyed to Shri. Vaikole his readiness
to pay the course fees once he is employed. Shri. Vaikole agreed to
his proposal. Kailash attended Shri. Vaikole’s class and the course
duration of 3 months almost came to an end. It was then that Shri.
Jalna Icons / 240
Vaikole received a call from Shri. Sunil Raithata wanting to learn
Pro/ENGINEER software. Shri. Raithata requested for an instructor
who could teach him at Jalna. This was an opportunity in waiting
for Kailash who was from Jalna and indeed Shri. Vaikole chose
Kailash to teach Shri. Raithata. This was one of the main highlights
of Kailash’s professional journey.
In the course of the training, Shri. Raithata himself offered a
position to Kailash in his company. After discussing with Shri.
Vaikole Kailash took the job offer and in 2002 joined Vinodrai.
The initial 2D work was looked after by Shri Bagul. Kailash had to
convert the 2D designs to 3D. He also got to research and work on
many different projects. This helped him in applying his skills for
effectively presenting the products before the clients. He worked on
a number of projects ranging from product design to container pack-
aging. In 2005, Kailash wanted to take up B.Tech studies, but study-
ing while working was going to be impractical. Impulsively, he left
the job. Even Shri. Raithata was ready to grant him study leave, but
Kailash disagreed. After six months of preparation, he appeared for
the B.Tech exams. Once more, Kailash was facing unemployment.
He was also hesitant of joining Shri. Raithata’s company. This was
because Shri. Raithata had counselled him against leaving the job
and yet Kailash chose otherwise. He returned to Aurangabad and
started working in Shri. Vaikole’s training centre, but it didn’t take
long for his mind to start wandering. He started hunting for another
job. Soon after, his job application was answered by MAN Diesel
company and he was called for an interview. In 2007, Kailash re-
ceived his appointment letter from the company.
In the first few months of joining the company, Kailash got to
learn many new things and got comfortable with its work culture.
Here, the work was mainly related to diesel engines. The company’s
main office is at Augsburg, roughly 70 kms from Germany’s Munich
city. This is where major work happens and some work is carried out
at the Aurangabad unit. The company is a leading manufacturer of
very high performance diesel engines. Engines with nearly 1300
kW capacity are manufactured here. Largely four-stroke engines are
designed and manufactured here.
Around the month of May, the company decided to send six of
Jalna Icons / 241
its employees to Germany and thus everyone in the company was
inquired. This was definitely a unique opportunity for Kailash who
stepped forward to make the most of it. What Kailash didn’t know
was this tour was going to be the most critical juncture of his life.
Kailash was in Germany, from October to December. In these three
months, the officers at the main branch took notice of Kailash’s
work proficiency and manpower management. On returning to
India, Kailash was offered a direct promotion from CAD Designer
to Project Co-ordinator. Kailash was pleasantly surprised as well as
a little intimidated. In just six months of his service, the new title
would definitely increase his responsibilities and accountability.
He even attempted to escape this sudden responsibility, but his se-
niors showed confidence in him and offered their support. Soon he
was managing a team of six members. Presently, after nearly three
years, he is now a co-ordinator for a team of ten. In his journey so
far, apart from his family he is most thankful to two other persons
– Vinodrai’s Shri. Sunil Raithata and Shri. Ravindra Vaikole who
have greatly influenced him and boosted his confidence.
Kailash tells how he took all important decisions in his life and
firmly stood by them no matter their consequence. Whether it was
learning new skills, leaving a job or going abroad, he has made his
own choices. Thus, he has charge of his life and become an abso-
lutely confident individual. ‘Everyone must learn to believe in one-
self and constantly work towards progress.’ – is Kailash’s advice to
everyone. At nearly 33 years of age, he is much more tremendous
potential of reaching still greater heights because of his unshakable
confidence.
….....
Kailash Malode
Project Coordinator, MAN diesel, Waluj MIDC, Aurangabad
lll

Jalna Icons / 242

39 Creative
Rekha Baijal
Thomas Edison, Why does an artist paint?
Why does the dancer dance?
the world-famous inventor, once
said, ‘Genius is one-percent Why does a writer write?
inspiration, ninety-nine percent We may never find answers
perspiration’. This is the secret to these questions because
behind the success of renowned creativity is an inscrutable
writer and novelist, Jalna’s very human faculty. However, it
own, Rekha Shivkumar Baijal, can be witnessed and cher-
whose vast literary knowledge ished through the persons
and deep spiritual insight reflect in whom it flows. Jalna’s
in her works. The encouragement Rekha Baijal is one such
of her husband and in-laws, liter- enigma. Since many years,
ary influences of various writers, she has been captivating
and the impressions of everyday readers with her creative
events have enriched her imagina- writing. As Maharashtra’s
tive experience. Recently, a fresh distinguished novelist and
chapter was added to her creative poetess, she has many liter-
journey with her crowning as the ary works to her credit.

President of the Mahila Sahitya Sam-

melan held at Parbhani.
Rekha Baijal’s maiden name is
Rekha Digambar-rao Sapre. Born on
6 July 1952, to a middle-class brahmin
family, Rekha was positively influenced
by her father. Back then (1950–60), Shri
Digambar-rao Sapre was a Block De-
velopment Officer, and biennial trans-
fers were part of his job. Thus, Rekha
attended schools in Soygaon, Gevrai,
Umarga, and passed class 10 from a
Solapur school. Shri Digambar-rao was
interested in spiritual books. After retire-
Jalna Icons / 243
ment, he wrote on spiritual scriptures such as the Bhagvad Gita. Rekha
was raised in such a family. She thoroughly read Shri Khandekar’s
Yayati at the age of six! After recalling those days, she says, ‘I delib-
erately did the things my mother advised me against. My mother had
strictly warned me against reading Yayati, but I did. This piqued my
interest in literature.’ The Sapres also shared a passion for singing. In
school and college, Rekha was often requested to sing the then famous
movie songs. She even received formal education in classical music
and a vishaarad degree. However, her journey into the world of music
remained limited.
While her father was posted in Jalna, Rekha completed her BA
studies. In 1970, in her college years, she fell in love with Shivku-
mar Baijal. In such conservative times their romantic friendship was
bewildering, especially because they hailed from culturally diverse
families! Rekha was a Brahmin, whereas Shivkumar was a Punjabi.
Rekha’s father heartily welcomed their decision to marry. However,
the Baijal family was from the old school. Initially, Rekha’s mother-
in-law strongly opposed the intermarriage, but Shivkumar finally man-
aged to convince her. On 8 February 1976, Rekha was happily married
to Shivkumar Baijal. In those times, food in the Baijal household was
cooked on an open hearth and that too for nearly twenty members!
Rekha’s mother-in-law was religiously orthodox. She firmly believed
that her daughter-in-law must abide by age-old practices and manner-
isms. She often urged her to secure the pallu (loose end of sari) over the
head. In time, Rekha won everyone’s heart with her tactful behaviour,
yet those were challenging times for Rekha. Her mother-in-law was of
the view that a woman should limit herself to performing household
chores, raising children, knitting and stitching, and should not indulge
in activities like writing. Later, this very lady would warmly inquire
about her daughter-in-law’s upcoming projects. This change happened
after a long time. Rekha particularly mentions that her husband stood
by her during this period.
Rekha had started writing since long. As a writer she could hardly
interact with the outside world owing to unfavourable household con-
ditions, but her writings went out for publishing. They started being
published in periodicals. This went on for nearly five years. She once
received an invitation for participating in a programme at Aurang-

Jalna Icons / 244

abad. This was the first time everybody saw Rekha Baijal in person.
Until then, some even suspected her of being a man using a woman’s
pen name – an occurrence common to the Marathi literary world of
yesteryears. This trick was employed mostly by male authors to gain
immediate popularity. However, Rekha’s presence at the programme
warded off all suspicions and rumours.
The other reason Rekha was mistaken for a man was her unfeminine
style of writing. Her personal or relational experiences never showed
up in her work. She says, ‘The life that I lived was basically boring.
It was hardly a basis for writing any worthwhile. Therefore, I started
penning my ideas from imagination.’ This became the core strength
of her writing. She never really planned on writing. It all happened
spontaneously and thus she made an auspicious start. She wittily adds,
‘My home reminded me: Acknowledge your womanhood and declare
it forcefully. Writing told me: Purposely forget that you are a woman.’
This is the reason why the typical feminine style hardly surfaces in
her writing. Familial elements rarely appear in her works. She adds,
“My writings are less descriptive. Mostly, the stories progress through
conversation. This adds drama. At times I feel that more description
was needed at a particular point, but that is hardly my cup of tea. ‘She
gently arched her knee…pushed her big toe, gave momentum to her
swing…’ – I can hardly write something like that!”
She openly speaks about her formative years as a writer and how
G. A. Kulkarni’s literature has influenced her. She finds GA’s stories
to be mostly allegorical, and therefore based on an eternal truth. She
adds that GA’s works have undertones of philosophy and end up being
mystical, whereas Grace’s mysticism advances towards esotericism.
As part of her studies she has embraced the works of Kusumagraj,
Baburao Bagul, Gangadhar Gadgil, P.B. Bhave, V. P. Kale, M. N.
Advant, G. N. Dandekar, Prof. Shivajirao Bhosale, Ram Shevalkar,
and T. V. Deshmukh. She has also read the works of many other au-
thors. Rekha’s academic years were spent in rural areas without any
exposure to English. Thereafter, she never attempted to learn English.
Women’s entry into literature presented the lives of women before
the world. Their literary output gave a vivid account of their experi-
ences, women’s issues, various aspects of womanhood, golden mo-
ments, and tragic events. Broadly speaking, this came to be identified
Jalna Icons / 245
as women’s literature. In this regard, Rekha’s works were an excep-
tion. The purport of her writings was always out of the box. Her works
not only broke out of the commonality of women’s literature, but also
pushed the boundaries of literature. Instances of her experiences did
emerge in her works, but the settings were totally different. In ‘Mrutyu
Jaglela Manoos’ she talks about death. In this novel, she speaks from
personal experience, and the impressions of the incident related to her
friend’s mother-in-law, who took the Santhara vow (a Jain ritual of
fast unto death). In the novel, she has reproduced these experiences
in a very different context. Her fictional work ‘Agnipushpa’ is based
on the Third World War and in ‘Jalparva’ the main premise is water.
She has also experimented in the science fiction genre. All in all, she
is a multifarious writer, who touches on the aspect of spirituality. Her
spiritual connection has helped her break away from conventions, cus-
toms, and man-made differences of caste and religion. This ideology
manifests in her writing. She maintains that God is omnipresent. Her
faith in life is reinforced by the belief that life even if constrained by
religious dogmas, eventually, transcends such artificial boundaries.
Rekha is upset by certain things. She disapproves of personal dif-
ferences in the literary world, and believes there is an immense scope
for enriching it through mutual discussion and exchange. She cannot
tolerate the bigotry exhibited by certain members of the literary fra-
ternity. She regrets sexism in the literary scene and the undeclared
ostracizing for being a Brahmin. Writers must be judged by their work
and not by their religion, gender or beliefs. She speaks her mind on
feminism. She says, ‘What is women’s liberation all about? Are wom-
en resorting to this approach and denying their nature?’ She further
adds, ‘How long are we going to westernize ourselves? Does copying
men amount to women’s liberation? A woman cannot reject her natu-
ral disposition. Are they going to care for our culture?’ Apart from
posing such questions, she stresses that men need to take notice of
women’s hardships and acknowledge the worth of women who handle
household responsibilities. She strongly advises women to overcome
their inferiority complex which she has successfully dealt with since
childhood. After marriage, her first name was changed to ‘Girija’, but
she assertively retained her first name as ‘Rekha’. After all why must
anyone sacrifice one’s own identity?

Jalna Icons / 246

 Rekha has authored novels on diverse subjects, which include Dev-
vrat, Agnipushpa, Yugaavart, Trupta, Jalparva, Prasthan, and Mrutyu
Jaglela Manoos. She has written a children’s novel titled Prakashachi
Fule and twelve anthologies namely Maanas, Tapasya, Vigyan-katha,
Kidnapping, Antarikshatil Shejari, Aadim, Swapnasth, Spandan, Pak-
shi Jaye Digantara, Nisatate Kinare, Clone, and Ashabda. Akashodde,
Bhint Kachechi(drama), Mummy Robo(monologue), Prakash Shalaka,
and Nakshatra(lyric essay) are also part of her literary works. She has
been bestowed various accolades for her rich literary contribution. She
has won six state awards and many other awards, including the Narhar
Kurandakar Award, B. S. Mardekar Award, Pune Marathi Granthalaya
Award, and Kususmatai Chavan Award. Last year, she made her entry
into Hindi literature. The Hindi version of her Marathi drama ‘Bhint
Kachechi’ (Kaanch ki Deewar) was very well-received. Her work Ab
to Jiya Jaye, a collection of her poems in Hindi, was published lately.
It contains a foreword by superstar Amitabh Bachchan.
Crossing into her sixties, when she looks back, she still treasures
the four years of her college life. She fondly remembers her two col-
lege teachers – JES’s Bardapurkar Sir, and Lila Govilkar Madam,
Ahmednagar’s Marathi teacher, who had greatly bolstered her morale.
They inspired in her an independent outlook towards life. These four
years were the times of positive personal transformation. She tells,
‘My role as a wife, sister-in-law, daughter-in-law, and mother would
completely dilute my individuality. However, I had to retain myself
and struggle to retain my identity. Even if covering my head at home
was necessary, I had to avoid breaking my neck under it. This needed
great mental strength and confidence. I stepped into marital life with
the youthful vigour and confidence mustered in my college years and
kept progressing forward. Even today the wonderful memories of my
youth – an age filled with irrepressible aspirations of life and brim-
ming with happiness and enthusiasm – haunt me. Though I know well
that it is impossible to relive the past, yet I wish I could entreat God
to give back those four years, so I can live them again… even in ex-
change for the rest of my remaining life.’
lll
Rekha Baijal
Income Tax Colony, Jalna
Jalna Icons / 247
40 Passionate
Rahul Lahoti
In the movie Three Idi-
In 1997, Rahul Lahoti was ots, the message given by
on the HSC Board merit list. His the protagonist Ranchod
name and photo appeared in all Das Chanchad, played by
major newspapers. The premises Aamir Khan, was ‘Make
of JES College were bubbling your passion your profes-
over with appreciation for Rahul, sion’. However, this idea
who stood first in Marathwada has already taken root
and second in Maharashtra. Shri in many because there
Suresh Lahoti, professor of was never a shortage of
physics of JES College, and so-called ‘idiots’ in our so-
Smt. Prabha Lahoti are his par- ciety. Take the example of
ents. Rahul attended St. Mary Rahul Suresh Lahoti, who
High School and passed the class turned down a high-paying
10 exams with a 88% score. He job offered by Microsoft,
entered the highly-prestigious America, to work as a re-
private university, Birla Institute searcher in an organization
of Technology (BITS), to pursue dealing with information
Computer Engineering by virtue analysis. This is his story.
of his impressive score in the
class 12 exams.
Rahul was an introvert since childhood.
He kept to himself. He was mostly en-
grossed in his studies. He did not have a
very large circle of friends. His
behaviour and personal-
ity developed in a very
different way while he
was in Pilani. BITS
is one of the most
coveted institutes;
it is the dream of
almost every stu-
dent who wishes
Jalna Icons / 248
to pursue engineering studies to get admitted to BITS! Rahul says
that several students from all over the country turn up at BITS. Top-
pers of each board can be definitely seen at BITS. It is best described
as the conglomeration of the most brilliant minds.
The instructional style at BITS is unique. Rahul says, ‘At BITS,
the focus is not on creating bookworms but on the all-round devel-
opment of students. The study programs are rigorous as well as flex-
ible. Professors have a different approach to teaching, and they lay
emphasis on strengthening basics in education. The entire academic
year is lined up with various programmes that supplement educa-
tion. One can afford to skip a class but not the programmes because
they vastly enrich one’s experience. Exams are held quite frequently
at BITS. Basically, life at BITS is very demanding. The institute
strives to provide up-to-date knowledge to the ‘brains’ from across
the country. The expansive campus also includes adequate hostel ac-
commodation for students. Rahul got to learn and share many things
with his room partner. Rahul says, ‘The institute provided me the
requisite knowledge of Computer Science and a degree, but most
importantly it made a man out of me. It taught me the skill to read
people, to work with a steady mind in the tensest and demanding
environments, and prepared me mentally to take decisions. BITS
helped me to develop my personality and to realize my true poten-
tial.’ Rahul earned his computer engineering degree from BITS in
2001. He planned his next move. With his family’s approval, he set
out to obtain a Master’s degree in Computer Science.
Rahul decided to pursue his Master’s degree from the University
of California in San Diego, America. He was always interested in
the field of research. It is one of the leading universities known to
offer the best education on the subject of Computer Security. The
experience of learning at this reputed institute proved to be very
valuable to Rahul. In his two years at the university, he learnt many
new things. Here, he got to interact with the brightest minds from
all over the world. He found exchanging ideas and experiences with
them as enriching as the classroom sessions. After few months, he
got the opportunity to work as a teaching assistant, which involved
assisting professors by helping the students understand the related
subject. Thus, he earned a reasonable income and thereby enjoyed

Jalna Icons / 249

economic independence.
After he got his Master’s degree in 2003, he received many
job offers from top-notch software companies located all over the
world. He worked at Microsoft in Seattle, America, for three years
(2003–2005). Microsoft was then developing its new operating sys-
tem (OS) named Windows Vista. Rahul successfully developed the
Internet Communications Protocol for the OS. He found his work
to be very interesting and also received a handsome salary. He con-
tinued to develop his newfound interest in Public Policy Making.
This gave purpose to his solitary nature and his interest in research.
While working at Microsoft, he established an association known as
Sangti based on the principle of ‘Samaan Sheel Vyasneshu Sakhy-
am’. Its members were socially conscious individuals. The group
was engaged in studying social inequality, social stratification, pov-
erty, suffering, and how they affect the lives of people. They orga-
nized several activity-oriented programmes. The 10-member group
consisted of Americans, Canadians, and a majority of Indians. As a
member of the group, Rahul worked exhaustively on the subject of
Meteoric Water Recharge. He studied complex subjects like old wa-
ter distribution systems in India, failed British water-management
policies, and present-day water-related problems. He also helped a
group in West Bengal. Research revealed that the number of mal-
nourished women was far greater in India than in any other develop-
ing nation. He teamed up with the organization, Asha for Education,
to review the situation of women. These studies further piqued his
interest in similar subjects. He realised how research played a key
role in making effective policies. He quit Microsoft in 2005 to pur-
sue a Master’s degree in Public Policy from Columbia University.
He exhausted his savings in six months. He again worked as a teach-
ing assistant to pay for his studies and personal expenses. In 2007,
Rahul received his Master’s degree in Public Policy.
Rahul no longer wanted to work in the software industry. He
wanted to make the most of his newly acquired knowledge. His next
career move was to gain experience in the field of Public Policy. He
bagged a job as a researcher in Berkeley University, California. He
worked there till the end of 2008. Before implementing any policy
it is necessary to assess its effectiveness, which was exactly the kind

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of work Rahul was interested in. He highlights the importance of
policy analysis by giving the example of a place in Rajasthan where
a primary survey of the local schools revealed poor attendance
and low pass rate of students. Research indicated that the harsh
geographical conditions and food habits led to frequent stomach
ailments in children. It was assessed that the solution to control the
situation was to provide medicines. One of the village schools was
chosen as a ‘sample’. Medicines were dispensed in one classroom.
Observations were drawn from the classroom provided with the
medicines and another classroom where medicines were not pro-
vided. If the policy produced the desired outcome, then the policy to
make provisions for medicines could be implemented in the schools
located in all affected areas!
Rahul wanted to use his knowledge and skills for the welfare of
Indians. His dream was fulfilled when he got the job as a researcher
in Centre for Public Policy at IIMB (Indian Institute of Manage-
ment Bangalore). He retained his Indian roots by choosing to work
at Bangalore. Rahul believes that India is land of opportunities and
a lot remains to be done for the welfare and betterment of the Indian
society.
Rahul is presently working on the subject of Gender Asset Gap.
India consists mainly of patriarchal households. In such a house-
hold, a male member is the head of the family and is entitled to the
house, wealth, and property. Rahul is studying what implications it
has on the family system. His studies will help to discover answers
to various questions: Are men entitled to the property in most fami-
lies? What is the impact on decision-making in households wherein
women are entitled to property? Do asset-related gender disparities
truly exist? Do people abide by the laws related to succession of
wealth and property to women and daughters? What are its effects?
This is the first time such a unique study will be conducted. Rahul
is also researching on subjects like malnutrition in society and the
literacy rate.
Rahul tells, ‘The term GDP is often heard in national-level meet-
ings and discussions. It is an acronym for Gross Domestic Product.
If the GDP increases or keeps rising steadily, our leaders and policy-
makers express satisfaction, but is it really worth it? What percent-
Jalna Icons / 251
age of the population is considered to calculate the GDP? A 20%
increase in GDP is not an indication of the country’s progress. This
cannot be the growth rate. This could be the growth rate in a particu-
lar field. If there is an increase in the growth rate of agriculture, it
could be the growth rate of 60% to 70% of the people; it could be the
growth rate of the country. Our Prime minister Dr Manmohan Singh
is always harping on the idea of ‘Inclusive Growth’. Responding to
it, he amusingly asks, ‘Does he even understand the meaning of this
concept?’
Rahul regrets greatly that our policy makers don’t mingle with
the society. A policy maker must travel across the country, interact
with those people for whom the policies are being formulated, and
understand their issues and needs. He says that if they spend just a
week in a month to interact with people, then the society can benefit
greatly from their policies. Society doesn’t thrive simply on num-
bers or statistics. He says that using the game of numbers one can
show an upward trend in progress, whereas ground realities could
be totally different.
Rahul says, ‘The major difference between social science and
other sciences is that other sciences have proven laws and definite
answers to questions. In the case of social science, one has to con-
sider numerous criteria and none of the principles are all-inclusive.
Societies vary as per the geographical and social conditions. Ac-
cordingly, the applicable criteria and their roles change. Discussions
and interactions prove useful at every stage. Thus, an effective
policy can be formulated.’
Rahul attributes his progress to the faith his parents showed in
him and the support they gave him. He says, ‘They gave me the
freedom to choose the field of specialization. They supported my
decision to change my educational stream.’ He expresses profound
appreciation for his wife Tulika, who works as a computer engineer
and was also a BITS’s student. Rahul says that although he was
aware that Public Policy wasn’t a very high-paying job, he could
work in this field because of his wife. He says that because his wife,
who works with Google, USA, leads the financial front, he is able
work in his field of interest.
He has some valuable piece of advice for the next batch of ‘Ju-
Jalna Icons / 252
niors’. He says, ‘Are you really interested in doing what you do? Are
you truly satisfied working just for the sake of money against your
interests? Discover your passion. Choose a career which is aligned
with your personal interests and aptitudes. The world is expanding
rapidly. Numerous opportunities are emerging in every field. Be-
coming a doctor or an engineer is not everything. There are many
new career opportunities wherein you can make a fortune. Think
carefully, hunt for the opportunity, seize it, and be successful…!’
….....
Rahul Lahoti
Researcher, Centre for Public Policy, IIM, Bangalore
lll

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41 Lion-heart
Manoj Patwari
Our society is ignorant and
The young man was discriminatory towards
moving his hands and fingers in those who are differently-
different patterns before a 3G- abled including deaf people.
enabled handset. On its screen, I There are many who either
saw his video and that of another pity or scorn them. Re-
person who was responding to peatedly, their rights are
him likewise. The hand gestures trampled on because of
they were making seemed famil- government’s apathy and
iar to the sign language seen in society’s narrow-minded-
the news for the deaf on DD- ness. Manoj Patwari of
National on Sunday afternoons. Jalna did not let his deaf-
It occurred to me that they were ness get in the way of his
both deaf. One of them is Manoj progress. He continues to
Patwari, the eldest son of Shashi- fight for the rights of deaf
kant Patwari, a veteran journalist people. His story serves to
of Jalna, and Yamunadevi Pat- inspire everybody.
wari. He has two brothers, Rohit
and Yogesh. Manoj was born
on 28 June 1971. He was deaf since birth. The Patwaris gradually
learned to cope with his disability.
Manoj’s grandfather ran the marquee rental business. Manoj
was three years old when his grandfather’s assis-
tant took him to his home. He was seated in a
room. Shortly after-
wards, a big vessel
fell down behind
him making a loud
noise. Alarmed, the
assistant’s entire
family rushed to-
wards Manoj. They
were relieved to see
he was safe. He was
Jalna Icons / 254
playing happily and appeared totally unfazed by the noise. The as-
sistant reported the incident to Manoj’s grandfather while express-
ing concern that Manoj might be deaf. Medical tests confirmed that
Manoj was indeed deaf. His worried parents consulted many expert
doctors in Aurangabad, Mumbai, Pune, and Chennai, and it became
painfully evident to them that there was no cure for Manoj’s condi-
tion. Medical diagnosis revealed that his auditory nerves, which
carry the signals from the inner ear to the brain, were completely
inactive. The Patwaris found this very difficult to accept.
There were no schools for deaf children in Jalna. Manoj had
to attend an ordinary school. He barely understood his teachers in
class. Unable to cope with the mainstream curriculum, he had to
quit school. In 1996, he directly appeared for his class 10 board
exams, but he failed in two subjects. Thereafter, he stopped taking
exams. Later, when he came to know of Open Universities offering
degree courses for differently-abled persons, it gave him a glimmer
of hope. He gained admission to Yashwantrao Chavan Maharashtra
Open University. He has to take one more paper in October to be-
come an arts graduate!
He may not have gained much mainstream knowledge, but over
the years he has acquired immense practical knowledge. When
nature inflicts a problem, it also provides solutions to deal with it.
Manoj is able to compensate for his hearing loss with his photo-
graphic memory, which allows him to remember things simply by
observation. This has helped him to learn many skills such as repair-
ing generators and electronic equipment, and electrical wiring. He
learnt to operate a new offset machine shortly after it was installed in
his father’s printing press. He is also able to fix it if it has any minor
problems. In 1993, a computer was introduced in his father’s press.
He quickly learnt DTP simply by observing the operator working at
the computer. Likewise, he learnt to repair printers and refill printer
cartridges. He is extremely helpful to his family when it comes to
running his father’s press, kerosene agency, and two shops. Besides,
Manoj has devoted himself to a unique cause, which reflects the
humanitarian aspect of his character.
Manoj never harboured any inferiority complex because of his
deafness. Usually, deaf people cannot communicate verbally, but
Jalna Icons / 255
Manoj manages to speak to some extent. Although he could not at-
tend school, he pursued his interest of alphabet recognition. He is
able to express himself by writing. He began to make an all-out ef-
fort to help those belonging to the deaf community. This gave birth
to the social reformer in him. Of the 3% quota the Government has
provided for the differently-abled in employment, 1% is reserved
for deaf persons, but the harsh truth is that the quota is not filled
and is often misused to appoint those who are ineligible. As a result,
many challenged people are deprived of jobs. Manoj has dedicated
himself to this cause for the past few years. In June 2010, the High
Court ordered the Government to implement the 3% job reserva-
tion quota in employment for the differently-abled, yet it has not
made any significant progress in that direction. Manoj has stood up
against this very indifference. The Anna Hazare-led movement was
instrumental in the implementation of the Right to Information Act,
which has empowered Manoj in his campaign. Under the RTI act, he
accesses information such as the number of disabled persons work-
ing in government offices, number of vacancies, and the eligibility
of recruited candidates, to help deaf persons get jobs. He is also busy
in starting a state-level organization for deaf people. A meeting of
all organizations in the state for deaf people was held in Aurangabad
on 20 August 2011. They are determined to take their fight for rights
to the Parliament.
Manoj asks nothing in return for his efforts. Everyone in his fam-
ily is well-off. He wants to use his knowledge, energy, and skill for
the betterment of deaf people. He is fully determined to expose the
fraudulent practices within the government. There are 353 organiza-
tions in the state for challenged persons. He has exposed that only
three of these are government organizations whereas the remaining
are private organizations. Manoj feels it is extremely necessary to
put an end to such malpractice. He is outraged at organizations
which shamelessly mint money under the guise of special schemes.
He insists that deaf persons should also be the benefactors of the
Sanjay Gandhi Niradhar Yojana.
Besides participating in various social activities, Manoj is
keenly interested in cricket. He has been to Mumbai to get coach-
ing in cricket. He started taking lessons in cricket from Ramakant

Jalna Icons / 256

Achrekar, coach of master-blaster Sachin Tendulkar. However, he
soon grew weary of Mumbai’s environment and returned home.
He is still in touch with the cricket organization for the deaf; the
organization has invited him to a state-level cricket match to be held
in September 2011! He keeps himself informed about such activi-
ties through the internet. For many years, he had been using emails
to communicate with others, but of recent he is using Facebook to
develop his connections. He uses this social-networking website to
make friends and communicate with many deaf people in the state
and across the world. Between them, they share information and
inspiration…!
It is from such inspiration that Manoj draws his strength and con-
tinues to fight for the deaf community. He offers his selfless service
to the society. He does not wish to be sympathised for his disability.
He is a self-directed go-getter who desires to do something creative
and worthwhile. He has his family that stands firmly by his side and
also believes in him.
….....
Manoj Patwari
1/7/31, Rajendra Prasad Road, Jalna
lll

Jalna Icons / 257

Quotes
One may make some extra profit by deceiving customers but not
for long. Such a person may be able to make a quick profit but gets
out quickly…
– Manish Rathi
.............................................................

The formula for success – ‘Courage, hard work, and good inten-
tions’
– Rameshwar Sandupatla
.............................................................

Are you really interested in doing what you do? Try to discover
your interests–your passion and work towards it. Are you truly hap-
py working for the sake of money against your interests? The world
is expanding rapidly, and countless opportunities are emerging in
every field. Becoming a doctor or an engineer isn’t everything.
Beyond such mainstream jobs, there are many new prospective av-
enues where you can also make a fortune. Think carefully, hunt for
the opportunity, seize it, and be successful…!
– Rahul Lahoti
.............................................................

Have a creative approach towards work and involve everybody.

The ability to take everybody forward only can create a new India.
– Vijayanna Borade
.............................................................

Our attitude should be to work for the community and not simply
for ourselves. Money will be acquired sooner or later and its appro-
priate use is up to us.
– Nitin Kabra
.............................................................

Jalna Icons / 258

Quotes
This undertaking is too immense for a single individual and
demands the division of responsibilities among its many partners.
Moreover, each partner solely manages his responsibilities. The
interest and views of our stockholders are of prime consideration.
Each person plays his role boldly and our unity has been unwavering
and will continue to be so in the future. The group plans to expand
their business further.
– Dwarkaprasad Soni
.............................................................

Believe in destiny, but also carry out your actions (karma).

– Narottam Hansora
.............................................................

One’s main aim in life cannot be solely to earn money. Students

must plan their career based on their interests, area of specialisation,
and long-term goals. To realise a career, money can be the means
but it should not be confused as the immediate goal. Keep lofty
goals and aim for something significant in life. Don’t rush behind
money. Money will definitely come to you if you have the courage
to stand firm and act by your decisions.
– Rahul Bansal
.............................................................

Money is important but it is not everything. To live one does not

require a lot of money, but to stay ahead in the competition, there
is simply no alternative to hard work. Sincerity towards your work
is equally important. I learned homeopathy and forever remained
sincere to my occupation. This opened the door to my success.
– Dr Satish More
.............................................................

My role as a wife, sister-in-law, daughter-in-law, and mother

would completely dilute my individuality. However, I had to retain

Jalna Icons / 259

Quotes
myself and struggle to retain my identity. Even if covering my head
at home was necessary, I had to avoid breaking my neck under it.
This needed great mental strength and confidence. I stepped into
marital life with the youthful vigour and confidence mustered in my
college years and kept progressing forward. Even today the wonder-
ful memories of my youth – an age filled with irrepressible aspira-
tions of life and brimming with happiness and enthusiasm – haunt
me. Though I know well that it is impossible to relive the past, yet I
wish I could entreat God to give back those four years, so I can live
them again… even in exchange for the rest of my remaining life.
– Rekha Baijal
.............................................................

Paying taxes as a citizen is not only obligatory, but it is also

instrumental for the nation’s collective progress. If we wish to earn
100 rupees and part with 30 rupees as tax then it is only practical to
earn 140 rupees.
– Dinesh Chajed
.............................................................

Why impose your own principles on others? Imposing personal

beliefs only widens the generation gap because expectations are the
root cause of unhappiness. Keep expectations away and your life
will automatically improve is his happiness formula for all.
– Gopikishan Kabra
.............................................................

Hiring the finest experts is important to develop the best product

and maintaining its quality at all times. Of course, all this requires
money. It is vital to earn good profits to run the company effectively.
Research and development requires hefty investments. Therefore,
since the beginning, the quality of our seeds has been exceptional,
and they are highly priced in the market.
– Badrinarayan Barwale

Jalna Icons / 260

Notes

Jalna Icons / 261

Notes

Jalna Icons / 262

About the Translator…
Vikram Narayan Ghate
Vikram graduated from Sathaye College,
Mumbai. Thereafter, he got training in 3D and
graphic design. He started out his career as a
3D artist and Web designer with a multimedia
company. He later joined a company
specializing in e-learning where he worked
in the capacity of a 3D artist, graphic designer,
SME, writer, reviewer, and voice-over artist.
After he went solo, he undertook many freelance projects. With more
than eight years of work experience, he is currently in the process of
forming his own company, Emotive Graphics, with the aim to provide
comprehensive range of 3D animation and multimedia services.
During his brief stint in Jalna, he imparted training in English
language and Presentation Skills to the staff of Vinodrai Engineers
Pvt. Ltd. Impressed by Shri Raithata’s ‘Young Innovators’ initiative,
he assisted Shri Raithata to enrich the Young Innovators’ library
with the best selection of books related to education, arts, crafts,
and hobbies, that are guaranteed to capture the interests of both
young and old.

Vikram Narayan Ghate / 9167284703 / emotivegraphics@gmail.com

Jalna Icons / 263

About The AUTHOR…
Datta U. Joshi
Datta Umakantrao Joshi was born in 1971
in Deoni, Udgir Taluka, Latur District. He
completed secondary education from the Z. P.
School. He acquired higher secondary educa-
tion in electronics from Lal Bahadur Shastri
Jr. College, Udgir. Interested in journalism, he
pursued a BA degree instead of an engineer-
ing career, from Udayagiri College, Udgir,
under the guidance of Prof. Dr. N. Y. Dole, the
Eminent Social Thinker. He entered Babasaheb Ambedkar Marathwada
University to pursue education in Journalism. He ranked second in the
University with an exceptional score when he earned his Bachelor’s
degree in Journalism (BJ). He has also obtained a first-class Master’s
degree in Mass Communication and Journalism (MMCJ).
In his career in the field of developmental journalism spanning 15
years, his articles were published in the Pune and Aurangabad editions
of Sakaal, Devgiri Tarun Bharat. The ‘front page’ was his forte. He
conducted various experiments in the period in which colours were
introduced into black-and-white newspapers. He was lauded by many
experts of Journalism for introducing new trends in news design by us-
ing his aesthetic sense and computer skills. His works are an excellent
reference to those who wish to study the art of proper sequencing of
information in writing, which engrosses the reader.
He got the opportunity to travel to various places in the state and
outside the state to gather news for dailies. The articles in which he
captured the pulse of the masses during the elections in Tamilnadu
and Karnataka, writings on unconventional topics and his remarks on
them were a feast for his readers. Before he embarked on his journal-
istic career, he visited the chief states in India as part of the students’
movement. The experiences he had during his travels enriched his bag-
gage of experience. In 2005, he quit his job in journalism and started
to work independently. He is interested in motivational writing. His
book entitled ‘Zep’, based on the first generation of entrepreneurs
from Marathwada region, as well as ICON's series im Marathi through
various Districts in Maharashtra, were very well received. He is also a
columnist for various periodicals.
dattajoshis.blogspot.com / dattajoshis@gmail.com / 9422 25 25 50
Jalna Icons / 264
 more motivational Marathi books by Datta Joshi...
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Publishing soon...
'Dhule Icons', and 'Nandurbar Icons'... all in Marathi

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Jalna Icons / 266