This is the salad bowl we created, since 2009. Music, films, words and love, all under the shade of our values: Seva Bhav | Vinamrata | Wafadaari | Bahaduri | Raftaar www.WordOfM.in | www.VineetPanchhi.com

India boasts the world's largest youth population, with about 66 percent under 35. This pivotal moment underscores the impact of media on their beliefs. The information they possess shapes our nation's future. Thus, it's vital to present inspiring stories that fosters a sense of purpose in our youth. We must ensure they appreciate their role in nation-building and grassroots efforts.Cultural anthropologist Ernest Becker reminds us that in seeking heroism, individuals align with significant causes. Our goal is to provide our youth with that "BIG" cause. This is the essence of The Jai Hind Project. Our vision is to introduce more heroes and role models to our youth, inspiring action. We drive change through communication, sharing stories of grassroots heroes and empowering them to connect with the world. As proud Indians, we embrace Margaret Mead's wisdom: "Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it's the only thing that ever has." To learn more, reach us at: Info@JaiHindProject.in or visit www.JaiHindProject.in We're eager to connect, as "The opposite of a hero is not a villain. It is a bystander." - Matt Langdon.

What started initially as the controversial Stanford Prison Experiment by Dr Philip Zimbardo in 1971 became a collective social experiment called the Heroic Imagination Project, a nonprofit research and education organization dedicated to training people to act in more heroic ways. Since 2010, HIP has been conducting training and workshops for businesses and schools across the United States and many nations around the world. The HIP has been committed to teaching skills so people and groups can act heroically every day. Inspired by the Heroic Imagination in each of us, we design innovative strategies by combining psychological research, intervention education and social activism to create everyday heroes equipped to solve local and global problems.We believe ordinary people can do extraordinary things. We believe most of the heroes in the world are everyday people, just like us.

Our corporate learning programs are designed to generate insight and awareness through an experiential methodology, enabling skill and competency building that leads to sustainable change.If that sounds a bit 'heavy,' here's a simpler explanation: we take a group of people—usually from the same company or department—outdoors and have them do things they don't usually do. This helps them discover their own and their team's capabilities, as well as areas for improvement.Plus, we're the most fun bunch of trainers to be around! :)

I’m not quite sure why I joined this company—probably for the money. Bad idea... I was definitely in over my head.The role at Alchemist was quite straightforward: do exactly as the boss says and wait endlessly for him to say something (anything). :) It was an eye-opening experience, figuring out the difference between MNCs and owner-run Lala companies, and wondering if miracles really happen. I should write a book about those 20-odd months—management textbooks could use a chapter titled, 'Why Not to Join a Lala Company for Money Alone.' It would save many careers, I'm sure. Hahaha.No hard feelings, just that my enthusiasm waned. You get the drift? ;) But after this experience, I swore off traditional employment... so, in a way, the company did benefit me.My friend Rajiv Gupta wrote something I should have: "The Good Indian Employee's Guide to Surviving a Lala Company." Read it if you haven't:The Good Indian Employee's Guide to Surviving a Lala Company

Led the HR and Training teams for India during a time when the world was reeling from a major economic downturn, significantly impacting the travel industry. I had the privilege of working with the greatest team in the travel business under Praveen Gandhi and alongside industry stalwarts like Anuj Sethi in finance.During this period, Carlson overtook Amex as the largest travel company in the world. A memorable highlight was when Praveen agreed to launch a company song that I wrote and composed. Shhhh... I had more fun doing that than running an HR department. LOL ;)

BPOs are BPOs, and BPO HR is always a challenging field, especially depending on whether the business is growing or shrinking. It's about hiring rapidly, meeting unrealistic client deadlines, and trying to plug the constantly leaky bucket of attrition. I worked in a highly political and insecure environment, often clashing with cold-hearted management. Some companies are built to be sold, focusing on valuation over greatness—this was one such assignment.Despite the challenges, I made lifelong friends like Jephy Joseph, Shadab Alam, and Pramod Gehani.Why do I still remember this company? I'm not sure!

Led the Employee Relations and Engagement team, where I laughed, cried, and danced with people. I supported them during accidents, counseled them through heartbreaks, and reprimanded them when politics arose. I selected future leaders and pushed them until they became part of the team.I had the honor of working with Prakash Toppo, a man who should share more about his achievements but remains introverted and humble. Prakash is still one of the finest HR leaders in the country.I shared countless moments with the best collections team in the country, witnessing firsthand how a great company is built from scratch, one brick at a time. :)Unfortunately, the company was sold, and its current whereabouts are unknown.

Every leader in the ITES space has likely worked for GE at some point. GE is the cradle of BPO knowledge and expertise in India, including much of the jargon we use today. I drank from the proverbial fire hose and continue to apply the skills and attitudes I learned there.I had the privilege of working under a great boss, Vivek Agarwal. Of course, like in every company, I encountered some real characters and the standard office politics, which I wasn’t fond of. ;)Energy | Energize Others | Edge | Execute (I wish there was also 'Empathy')

I was part of the founding team that launched the first retail store in India. Later, I sold tailor-made audio products to hotels, auditoriums, and anyone who valued top-of-the-line systems. I haven't heard a better sound or a better 'sounding' name in the industry than Bose. This passion for sound continues, and most of my equipment is still Bose, though I wish the brand would embrace a younger mindset and move past its traditional approach.I still believe in 'Better sound through research,' even though the younger generation seems less inclined to buy Bose products. At one point, my Facebook cover picture was of Dr. Bose, who truly contributed so much to the world.Bose is also where I fell in love and married my now ex-wife. :) This partnership lasted two decades, almost as long as Bose systems do—or perhaps a bit less. ;)

Every person who needs to sell in India must experience working in rural areas—meaning real villages and towns, not just the suburbs. I learned more about India traveling ticketless on trains and staying in Dharamshalas for a year than from all my other travels combined. Plus, I was selling dental items to rather demanding dentists, making it the 'sexiest' job around. ;) Those dentists treated me like a cavity. Hahaha.During this time, I made a lifelong friend, Rajeev Sharma, who remains the only true BRO in my life.

Sold shoes. Sold socks. Sold T-shirts. Sold caps. Sold dreams to a small team of five. I sold my soul to the 'Sales God'... sold, sold, and then sold a few more. Phew... (breathless).I ran the most successful Reebok store in India and enjoyed every moment of it. I learned so much from my first real boss, Sunil Kapur, who I still believe is one of the finest leaders there can be. He spoke to me like he owned me, made me work tirelessly, and then in the evening, would sit and have a drink with me. When he knew I was struggling, he’d put a few hundreds in my pocket. He’d even leave a half packet of Wills Navy Cut on my table saying, 'Rakh le, do char hi bachi hain, main aur le lunga.'The empathy of this man and the lessons he taught through his actions remain with me even today. Why can’t more bosses be like him?

Ah! The thrill of one's first job. For me, working at the ice cream counter was like entering a new classroom. The subject? Human psychology, in all its fascinating complexity. Seriously, it was eye-opening.I saw parents trick their kids into believing they had the largest scoop. Wives expertly coaxing husbands into buying more than they needed. Husbands returning with female colleagues, pretending to be single. And kids mastering the art of getting their way by simply crying. Hilarious and enlightening!Beyond these lessons in human behavior, our manager, Sareen Saab, a man with a bushy moustache, ensured we learned humility daily. Despite his strictness, those months were fun, especially with friends like Parakh Gandhi. We managed to sneak out for smoke breaks quite often!It was a great brand, though it didn't last. Leadership and foresight truly make all the difference. To this day, Nirula's pizza sets the standard for me, and their mustard was simply unforgettable.