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Isar Aerospace launches Europe’s first orbital rocket

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Isar Aerospace Spectrum Lift-off in Norway wit Rocks in the backround!
Isar Aerospace Spectrum Lift-off (c) Isar Aerospace, Brady Kenniston, NASASpaceflight.com

Isar Aerospace: Europe’s First Commercial Orbital Rocket Takes Off

Isar Aerospace Makes Space History

A Munich-based startup has done what no one else in Europe has: successfully launching the continent’s first orbital-capable rocket from mainland Europe. The short test flight from Norway’s Andøya Spaceport might have lasted just 30 seconds – but it’s a giant leap for Europe’s space ambitions.

Europe’s Journey to Space – Powered by Isar Aerospace

At exactly 12:30 PM Central European Summer Time on 30 March 2025, it finally happened: Spectrum, Europe’s first privately developed orbital launch vehicle, lifted off from Andøya Spaceport in Norway. Built by German space startup Isar Aerospace, the rocket embarked on its maiden flight.

Roughly 30 seconds after launch, the flight was intentionally terminated as planned, and the rocket made a controlled descent into the sea. Far from a failure, this marks a successful debut: key systems were tested, flight data collected – and the next launch is already on the horizon.

CEO Daniel Metzler sums it up: “Our first test flight met all expectations. We had a clean liftoff, 30 seconds of flight – and we even validated our flight termination system.”

What Does an “Orbital Launch” Actually Mean?

Simple: it’s when a rocket is launched far and fast enough to enter Earth’s orbit. This kind of mission is essential for things like telecommunications, navigation, Earth observation, and climate research.

What made this flight so special? It was the first time an orbital-capable rocket launched from continental Europe. Until now, these kinds of missions mostly took place outside Europe – like in French Guiana (Ariane) or the US (SpaceX, Rocket Lab).

Andøya: The New Launch Hub for European Spaceflight

Norway’s Spaceport Could Be a Gamechanger

Located in northern Norway, Andøya Spaceport isn’t just another launch site – it’s the first and only operational launch facility for orbital rockets on the European mainland. Norway’s Civil Aviation Authority was also the first in Europe to issue a civilian licence for this kind of test flight.

Roll-Out Spectrum Isar Aerospace with snow and Rocks in the Backround!
Roll-Out Spectrum (C) Isar Aerospace, Photo Robin Brillert, Wingmen Media

Daniel Metzler highlights the importance of collaboration: “Takk, Norge – thank you to Andøya Spaceport and the entire community. We’ve found bold and reliable partners here to build Europe’s path to space.”

From Uni Project to Market Leader?

A Munich Startup Success Story
Founded in 2018 by three aerospace students from the Technical University of Munich, Isar Aerospace has quickly become one of Europe’s most exciting NewSpace startups.

It all started in the MakerSpace of UnternehmerTUM, where the first prototypes were built. Fast forward to today, and the company has over 300 employees, raised more than €400 million in venture capital – from investors like HV Capital and Lakestar – and now manufactures in Ottobrunn, near Munich.

The Rocket: What Can Spectrum Do?

  • Length: 28 metres
  • Payload capacity: up to 1,000 kg to low Earth orbit (LEO)
  • Target customers: small and medium-sized satellites
  • Unique selling point: nearly all parts, including the engines, are made in-house

In short, Spectrum is Europe’s answer to the growing global demand for flexible, affordable satellite launches. Right now, launch capacity is tight, slots are expensive, and fully booked months in advance.

Why a Short Flight Is Still a Big Win

Data, Safety, and Trust
With any rocket launch – especially a first flight – it’s not just about getting to orbit. It’s about learning.

This test mission was deliberately stopped after 30 seconds – a standard procedure to test the flight termination system: a safety feature that allows a mission to be ended in a controlled way if something goes wrong.

Daniel Metzler CEO Isar Aerospace in Front of a Rocket!
Copyright Isar Aerospace Daniel Metzler CEO

According to CEO Metzler, everything worked as planned: “We proved we can design, build and launch a rocket. Now it’s time to analyse the data and get ready for the next one.”

What’s Next?

Serial Production and More Launches
The rockets for flights #2 and #3 are already in production. What’s special here: Isar Aerospace uses vertical integration – meaning they produce almost everything themselves, from engines to electronics.

At their new facility in Ottobrunn, up to 40 rockets can be built per year. That means scale, speed, and independence.

Bulent Altan, Chairman of Isar Aerospace and former SpaceX executive, is optimistic: “It usually takes a few attempts to reach orbit – but I believe Isar Aerospace will be among the fastest to get there.”

Europe’s Space Future Needs Startups Like Isar Aerospace

Independent Access to Space Is Becoming Crucial
Given today’s geopolitical climate, Europe needs its own space infrastructure – and that means one thing above all: independent access to orbit.

Thanks to Isar Aerospace’s successful test flight, Europe has taken a huge step in that direction. With cutting-edge tech, a launch site in Norway, and scalable production in Germany, this startup is a real beacon of hope for Europe’s space future.

Photo/Source: (c) Isar Aerospace, Brady Kenniston, NASASpaceflight.com
Photo/Source: (c) Isar Aerospace, Photo Robin Brillert, Wingmen Media Photo/Source: (c) Isar Aerospace,

TUM sets record: 103 start-ups launched in 2024

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TUM munich example Photo

TUM Smashes Record: 103 Start-ups in a Single Year

A powerful signal for Germany’s innovation landscape

Record-breaking figures out of Munich: In 2024, the Technical University of Munich (TUM) saw more than 100 start-ups launched for the first time ever – 103 to be exact. It’s a historic milestone that not only cements TUM’s reputation as Germany’s top start-up university but also sends a clear message about the strength and future-readiness of the country’s innovation ecosystem.

“Over 100 spin-offs in a single year – that’s a milestone not just for TUM, but for Germany as an innovation hub, especially in these challenging economic and geopolitical times,” says TUM President Prof. Thomas F. Hofmann.

With this record-setting year, TUM firmly positions itself as a key player in Europe’s deep tech scene.

103 start-ups – and over 1,100 supported teams

The numbers speak for themselves:

  • In 2024, researchers, students and alumni from TUM founded 103 new start-ups.
  • Over 1,100 teams received support through programmes run by UnternehmerTUM and the TUM Venture Labs.
  • Since 2007, TUM has secured over 250 EXIST start-up grants – including 30 in 2024 alone, more than any other university in Germany.

This puts TUM not only at the top in terms of start-up activity, but also in securing public funding – a clear sign of the quality and professionalism of its start-up support.

Europe’s top start-up hub: UnternehmerTUM

The Financial Times recently confirmed what the start-up world already knew: UnternehmerTUM – TUM’s innovation and entrepreneurship centre – is the leading start-up hub in Europe.

And it’s about much more than just start-up advice. Start-ups at UnternehmerTUM get access to high-tech labs, sector-specific expertise, mentoring programmes, investor networks – all under one roof.

Plus, UnternehmerTUM brings together start-ups and established players. In so-called “Co-Labs,” start-up teams work directly with SMEs, large corporations, tech giants, and public institutions on real-world solutions. This model of open innovation is one of the keys to its global success.

TUM Venture Labs: tailored support for start-ups

One of the most innovative parts of the ecosystem is the TUM Venture Labs. Spread across 12 key technology areas – from quantum tech and healthcare to aerospace – the labs offer not just access to cutting-edge research, but also tailored market support.

What makes them unique: the support is designed for every stage of the start-up journey, from initial idea to scaling. And because the labs are deeply integrated into the university’s scientific infrastructure, tech transfer happens faster and more effectively.

21 unicorns, one decacorn – and plenty of potential

Success at TUM isn’t just about funding figures – it shows in market value too:

  • 21 start-ups from the TUM ecosystem have already reached unicorn status.
  • Celonis became Germany’s first decacorn, valued at over $10 billion.

Other standout stories – like Lilium (electric air taxis), Isar Aerospace (space rockets), and Konux (AI for railway infrastructure) – show just how diverse and impactful the TUM start-up scene really is.

Interdisciplinary, international, investable

What makes the “Munich Model” so special? The mix.

At TUM, engineers collaborate with medical researchers, social scientists with AI experts. This kind of cross-discipline teamwork is rare in Europe – and it results in start-ups tackling a wide range of socially relevant challenges.

Add to that a strong international network: through the EuroTech Universities Alliance, TUM is closely linked with top tech universities across Europe. Global programmes help open doors to international markets and funding.

Speaking of funding – UnternehmerTUM also runs its own venture capital fund, investing directly in promising start-ups. Another piece of the puzzle that makes the ecosystem so successful.

What other universities can learn from TUM

TUM shows what structured, strategic support for entrepreneurship can look like – not as a side project, but as a core mission.

That includes:

  • Early encouragement of entrepreneurial thinking in teaching
  • Close integration of research and start-up support
  • Professional, long-term infrastructure instead of ad-hoc initiatives
  • A leadership team that visibly prioritises innovation

The Munich Model could be a blueprint for any university aiming to turn academic excellence into real-world impact.

Conclusion: TUM shows what the future looks like

With 103 spin-offs in just one year, TUM has set a new benchmark. It’s not only Germany’s most successful start-up university but a major driver of Europe’s innovation strength.

By combining research excellence, an entrepreneurial mindset and a world-class support system, TUM proves that universities can become true innovation engines – with impact, unicorns and global reach.

Photo/Source: stock.adobe.com – Travel Faery

Has the gaming world just experienced its next big shift?

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CrazyBit Founder Boris Gertsovsky
Screenshot

CrazyBit, an innovative game studio, leverages AI-driven technology to create immersive and dynamic player experiences

Can you take us through your journey in the gaming industry, from co-founding GDEV to launching Hero Wars?

Sure! I’m Boris Gertsovsky, and my journey in gaming has been quite the ride. I started CrazyBit back in 2011, a game studio that’s evolved over the years, but my passion for creating great games has never changed.

I’ve always been drawn to the entertainment industry because, for me, games aren’t just about fun—they’re about evoking emotions and experience. Over the years, I’ve been a producer, a game designer, an entrepreneur, and even took a company public through an IPO with a partner. But at the heart of it all, I just love making immersive worlds that pull players in.

CrazyBit has gone through a lot of changes, including merging with Progrestar to form Nexters (which later became GDEV). But now, CrazyBit is back, and we’re pushing boundaries like never before—using tech to build living, breathing game worlds where players truly shape their integral experiences.

What motivated you to transition from GDEV to reviving CrazyBit?

GDEV started as Nexters, a studio I co-founded with Andrey Fadeev, and CrazyBit was part of it from the beginning. But as things evolved, I felt the itch to go back to what I love most—building unique gaming experiences.

Now, CrazyBit is backed by FTT Labs, my new venture. It’s a startup accelerator, but with a hands-on approach. We’re funding projects and actively helping them grow. We focus on AI-driven innovation, not just in gaming but in other fields too—like brain mapping for cognitive disorders or AI tools for productivity.

With FTT Labs, my team and I are leveraging everything we’ve learned to solve complex business challenges. We believe the future of entertainment is about deeper, more personalized experiences.

Right now, we’re partnering with My.Games to develop and co-fund a brand-new PC and console game. We’re still in the “incubation” phase—building out the prototype and refining the vision.

How has your experience with Hero Wars shaped your vision at CrazyBit?

Hero Wars taught me that simple, accessible gameplay with strong long-term engagement is a winning formula. But with CrazyBit, I want to take it to another level. I want to create games where players don’t just follow a set path—they shape their own experiences.

I’m talking about worlds that evolve based on player choices, where interactions feel organic and immersive. Hero Wars was an incredible milestone in my journey, but with CrazyBit, I’m aiming for something even bigger.

Generative AI is changing game development. How do you see its role?

AI is a game-changer, no doubt. But it doesn’t replace human creativity; on the contrary, it serves as the ultimate co-author. It can challenge it, that’s right. But still, it’s our responsibility to train it, to ask the right questions, to adapt the model. It’s an exciting educational and gaming process, in my opinion.

AI can generate prototypes very quickly, handling the artists’ routine work, while they can focus on the details that bring characters to life. The same goes for voice-overs—you can adjust the simplest phrases without hiring professional actors. 

I believe that AI becomes our co-pilot—something that helps us move faster and experiment more while keeping human creativity at the core. Still, ideation and validation remain for human brains.

Where do you see the gaming industry heading in the next 5-10 years?

I believe the whole entertainment industry, along with its approach to entertainment and its delivery, will change at its core. We observe how fast new AI models appear and update, and of course, new tech is being implemented into the game development process, probably at all levels.

Smarter NPCs, more dynamic worlds, and of course, more personalized experiences for players.

AI will be everywhere—it’s inevitable. There are still many concerns about its usage, but we already see how much time and resources it can save.

I’m even sure that very soon, experience in video games will become a mandatory part of many candidates’ resumes, as an indicator of strategic thinking, communication, flexibility, and creative skills.

What specific ways has CrazyBit integrated generative AI into its processes?

At CrazyBit, we see AI as a creative co-pilot. It helps us move faster, experiment more, and push the boundaries of what’s possible in game development.

As I said previously, AI speeds up a lot of concept generation, so artists can explore different styles and ideas in hours instead of weeks.

On the technical side, AI is incredibly useful for analyzing and systematizing original sources. It helps with coding, debugging, and even optimizing game balance by analyzing player behavior in real time.

Beyond game development, we use AI in marketing—for content creation, audience analysis.

What advice would you give to aspiring gaming entrepreneurs looking to make their mark in the industry?

Don’t try to be someone else—follow your unique path. Many newcomers in game development try to copy what’s already popular and successful, thinking that’s the safe bet. Copying without going through the entire, often difficult, journey from the birth of an idea to the implementation of mechanics—and especially their interaction—is a cargo cult that does not lead to an understanding of the essence and, as a result, makes proper development impossible. 

Start small. Learn what works, iterate, and build something manageable before scaling up.

Be flexible. If something isn’t working, change it. Don’t underestimate the business side of things.

Of course, we all face failures. After all, what doesn’t kill us simply empowers and guides us. But I believe that experience should be evaluated in terms of its absolute value—its ability to teach and transform us, regardless of the outcome.

Find the strength to always double-check when you want to trust someone—don’t be lazy. It will help you avoid non-constructive conflicts and losses. And know when to walk away, both in business and in personal life.

Above all, don’t wait for the perfect moment to start. There isn’t one. If you’ve got an idea, start building now. The best way to learn is by doing, and the sooner you jump in, the sooner you’ll find your place in the industry.

How do you stay inspired and continue innovating in such a dynamic industry?

I have always been passionate about games and how they are made. Games are not just entertainment—they have existed for a very long time as the foundation of culture and society. I can’t say that breakthroughs come only with AI. Neuroscience, cognitive psychology, art and philosophy provide us insights that reshape how we think about intelligence and interaction.

I play games, and I see projects that are truly inspiring.

Thank you Boris Gertsovsky for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

Could this be the future of home fitness?

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nüo athletics founder team @ Sachin Nandha

NÜO Athletics designs innovative, space-saving fitness equipment that combines functionality with premium engineering

How did the idea to develop NÜOBELL come about, and what were the biggest challenges in the early years? 

We identified a gap in the market for adjustable dumbbells. The existing products were nothing like traditional dumbbells—they were large, bulky, and featured low-quality mechanisms. Our goal was to create adjustable dumbbells with a premium finish and innovative engineering.
Our biggest challenge was communicating the product’s value to customers. It’s the kind of product you need to experience firsthand to truly appreciate its excellence.

How did your experience as engineers and your entrepreneurial background influence your strategy and the success of NÜO Athletics? 

We had unwavering belief in our idea, which drove us to invest significant energy and resources into achieving our goal. As engineers, we were confident that NUOBELL could be realized. As entrepreneurs, we brought together the most talented individuals we knew to help with tasks beyond our expertise.

The figures speak for themselves: 2700% growth since 2016 and 45% growth from 2023 to 2024 alone. What do you think are the main factors behind this success? 

As we began our journey, we recognized that a solid foundation was the key to success. We built a portfolio of patents and related intellectual property, assembled a team of exceptional individuals, and, ultimately, created a product that speaks for itself.

Your dumbbells are considered pioneers for space- and time-saving fitness equipment. How are customers and markets reacting to this innovation? 

We receive overwhelming feedback from our customers, and our industry peers are impressed with the work we’ve accomplished. Initially, some competitors expressed interest in buying our concept, but we were never open to that idea.

Achieving such growth with only six core employees is extraordinary. How do you manage to work efficiently and ensure high product quality at the same time? 

We keep our core team small and collaborate extensively with the best external resources we can find. With one of us being an IT engineer, we have implemented numerous automated processes to streamline our operations.

You mentioned setbacks in your company’s history. Which of these were the most formative, and how did you overcome them? 

Initially, we considered licensing our product to some of the largest companies in the industry, hoping for a quick and profitable path. However, this proved to be a poor strategy, as it consumed too much time and energy without delivering the progress we desired. Once we decided to handle everything in-house, the business took off, and we were up and running within a year.

Sustainability seems to be a core value of NÜO Athletics. What specific measures have you taken in production to work in a more environmentally friendly way? 

The weight discs of the NÜOBELL are the most environmentally demanding component. To address this, the cast iron is primarily sourced from recycled materials, though we do incorporate some new raw material to achieve the desired quality in the final product. Additionally, we have invested in treatment plants to ensure our environmental impact on the local area remains minimal.

How important was the transition from the idea to your own factory, and what role do the 200 or so employees there play for your company? 

The process went more smoothly than we could have imagined, and the factory has been a key factor in our success. We’ve implemented numerous adjustments in production logistics to minimize errors and enhance efficiency. Of course, this is all built on maintaining an exceptional work environment, which is essential for attracting and retaining the best employees.

Your goal for 2025 is growth of at least 50%. What markets and strategies are you focusing on to achieve this goal?

Our core strategy is innovation—engineering is at the heart of everything we do. We are launching a new line of NÜOBELL products to expand our market, marking the first step in a series of upcoming product releases. Innovation is essential; without it, we risk becoming irrelevant, just as our competitors might.

What sets NÜO Athletics apart from other suppliers in the fitness equipment market, especially in the adjustable dumbbell sector? 

The adjustable dumbbell sector had been stagnant for a long time when we released the first version of NÜOBELL. Our competitors were complacent, making no significant improvements to their products—they had become like lazy cats. Now, when you look at the sector, you can see many copies of our products, with others attempting to engineer their way around our patents. I would say we completely transformed the industry.

How do you manage to create a brand that appeals to both professional athletes and fitness enthusiasts at home? 

We are constantly fine-tuning to find the right balance. When you look at workout apparel, it communicates like any other fashion brand, while training products often focus solely on muscles and heavy weights. We aim to merge these two sectors, combining the functional aspect of weights with aesthetics.

Are there any plans to expand the product portfolio beyond the NÜOBELL, or is the focus still on perfecting this core product? 

Our product portfolio will continue to expand, as we need to evolve to stay competitive. The NÜOBELL will always be a core part of our offering, but it will take on many different shapes and forms. There are also opportunities to create complementary products that will enhance our relevance in the market.

What role does your company culture, especially cohesion and patience, play in your continued success? 

It has had a huge impact. Being confident in our team and drawing strength from our Swedish heritage has played a key role in shaping who we are today.

What does the slogan “There’s an athlete in everyone” mean for your vision and product development?

This is the core of our entire concept. We wanted to create a product that anyone could use, anywhere, to make everyday training more accessible.

Picturecredits @ Sachin Nandha

Thank you Pelle Svenberg for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

Could this be the future of everyday wellness?

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Auro Wellness founder Dr. Nayan Patel

Auro Wellness develops innovative health solutions to enhance well-being and make advanced wellness accessible to everyone

Can you start by introducing Auro Wellness and sharing the story of how it was founded?

Auro Wellness was founded back in 2013, and this about six years after we discovered the Glutathione and made it up in the lab. While doing some preliminary trials and we saw the results that would come in and were amazed. So, at that point by 2013 we had a very good idea what this molecule was able to do. And so we formed the company in 2013. 

What inspired you to create Auro Wellness, and how do your personal or professional experiences shape the company’s vision?

The inspiration came from the power of glutathione when we first saw it. It was literally a paradigm shift in my thinking as I was looking at the outcomes and results I was getting with my patients. So quickly I realized this is going to be the future on how we treat not just the antioxidants but any autologous molecules they be delivered to the human body. Autologous means everything that’s produced inside your body, everything that be delivered to the human body that is produced by human body means to be in the right place, because if we just put it inside the body, does not mean it’s going to do anything for you. And so that’s what we found out.

So, I knew this was going to be a game changer for the future, and I realized that I needed to create a company that controls every single thing from manufacturing to distribution to processing, to making sure that everybody has access to an affordable way of getting to your body. And my vision at the end is ultimately to make sure that the whole world is access to this new technology product, and at an affordable price tag. 

How would you describe the core mission of Auro Wellness, and what steps are you taking to achieve it?

My Core mission of Aurowellness is to make sure that with figure out ways to navigate through all channels to assure that every human being on this planet has access to glutaryl, has access to this technology-based product that has been changing lives. 

Who is your target audience, and how do you ensure that Auro Wellness meets their specific needs and expectations?

Right now we are the early stages of the launch of the company, so the current target audience is actually those earlier adopters, those educated people, they understand the human bodies needs are and they are willing to take the chance and are really looking ways to keep themselves healthy. They do not have disease at this point they are just trying to keep themselves healthy. The second target audience are the people they already have a disease, but they understand that the real solution is not in medications, but the real solution is empowering the body to help defend itself. 

What challenges have you faced while building Auro Wellness, and how have you overcome them?

So the early challenges are that this product is not actually very easy to use. It has a sulfur like odor to the product and is sticky when you applied topically, so not the easiest to explain to customers. So those are the two big challenges and because of those two, people really have to make into a part of the routine, and if they’re not able to create that routine, it’s hard for them to remember to use it on daily basis.

I truly believe that this will bring more benefits than the brushing and flossing, but yet you never forget to brush. Right, so I want to make this as a philosophy is that if this is more important than brush, that the first thing you do when you wake up is to apply the glutathione and then do the brush and Floss of your mouth right? and we are using our educational tools to show the importance of glutathione and hoping that people will work to us making those changes in their personal life. 

Auro Wellness positions itself as a unique brand. What do you believe sets your products apart in a competitive market?

Aurowellness position is in the sense that we have used a technology to actually bypass both the physical barrier of your skin and the chemical barrier of your human cells to deliver an intracellular molecule back to human body. Having this delivery system and efficacy brings a unique perspective towards not just the glutathione, but a lot different molecules that produced internally inside the human body, our goal is to bring all this molecules as per needed back to the market one by one. 

Competition is bringing products that is allowing the body to produce its own glutathione, which is not a bad idea, but that there’s a subset of patience that will now be able to take those building blocks and make their own glutathione for their body. We want to help those people and everybody else besides those people who’s willing to just use a product and would like to improve the levels immediately. 

Can you tell us about a defining moment in the journey of Auro Wellness that shaped its growth or direction?

absolutely. So the real direction came in in 2020 and the onset of pandemic we quickly realized that the majority of the world was suffering because of COVID and the people they were actually dying were the people the immune-compromised patients. And glutathione is by far the best product the body produces internally to build up its own immune system. And so the message was very clear to me that hey, we need to be in the business of empowering the body to help defend itself against all enemies. and so that was the time we decided to launch the product.

Until the time we launch the product we are still doing more and more and more studies and more and more outcomes for our patients, but at that time I knew the benefits of glutathione and I could not keep it to myself long enough because I see this world of suffering and I had to launch this product out to the public and very quickly. I had a lot of my existing doctors that I’ve been working for over 20 plus years came to me, believed in me and helped me commit his message out to the world.

Looking to the future, what new developments or initiatives can we expect from Auro Wellness?

Aurowellness has shaped into a company where we are here for our customers that want to stay healthy for long periods time and health comes for multiple ways from a single product, to understanding of what nutrition is, to some sort of devices and products that can help the body. So my goal is to use innovation to allow the body to basically function at optimum capacity by embracing different technologies to bring in different frequencies, and different energies. What are the body’s needs? I want to figure all those things out and make sure that Aurowellness is providing those tools for the body to function in a optimal level. 

What role does sustainability or social responsibility play in the ethos of Auro Wellness?

All the prices that we are using in Aurowellness product lines are all grass products at this time. We are very socially conscious about making sure that we use the least amount of plastics or not recycling materials,  we use glass bottles for every single thing. We use recycle papers for card boxes to transport the products and stroll the products. And even in the manufacturing process, we are using everything of usable stainless steel items to making sure that we don’t add any other burden to the environment in terms of waste. 

The second part is that of a social responsibility for me is to make sure that all processes and every single thing that we are using is not wasteful. So even a water plants we are using regular water and basically stripping of all the chemicals out of the water to make sure that the product uses the best quality water. We get to do this as we control our manufacturing in house so work to use everything we have to 100% with no waste.

For aspiring entrepreneurs, what are the three most valuable lessons you’ve learned from starting and growing Auro Wellness?

Oh gosh, this is great. So the first thing is that don’t love your product as good as glutathione is, I need to love my patients because my patients are is what we are struggling with. So it’s not about the product, but it’s about my customers. What do they need?

The second part is that I want to make sure that when I create my product it is safe and effective. Sometimes effective product means that you are pushing the needle up a little bit, because that was what the customer wants. What that means to me on the whole picture is that you basically underpromise and over deliver. I always want over-deliver because I’d rather you try and fail and not try at all because I want people to try it and fail it if that’s it, but I don’t want people not to try it at all and if they try, I want to give them the best form possible. 

The third part is that to anybody on my job… is to create raving fans. I want people to just love what I stand for I want people to love what I create for them and just to be part of my ecosystem because my goal is to give them an opportunity to thrive with me, and so my goal is to basically create raving fans of me because customers and client they don’t understand what I do and they might leave me, but my fans, my raving fans, are never going to leave me, and so for any entrepreurs that’s out there your job is to create those raven fans and because customers and clients won’t fit on you. 

How do you balance innovation with maintaining the authenticity of Auro Wellness’s core values?

We haven’t launched a new wellness product since 2020. Auro is about create ground breaking products that deliver transformative results – so I choose to keep investing in research and development and take time to give people new products. I am not a product company that will just launch a full line to support one product, each stands to be transformative. 

What legacy do you hope Auro Wellness will leave in the wellness industry?

Oh my God, the legacy of Auro Wellness in the industry to me is that we are the first company to show the path, that a wellness product can actually be better, more efficient and safer than any other drug in the world, right? Better, efficient, effective and safer than any other pharmaceutical product in the world, and by doing so I want to make sure that by creating products like these and having the social conscious that it needs to be affordable and accessible to the whole world is what I want to leave to the world before I die. tI want to make sure that every human being on this planet has access to it. 

What good is the best part of the world? Let’s see a cell phone is the best way to communicate. What good is a cell phone if not everybody in the world has access to it? Because getting two people to talk to each other, you can talk by yourself, right? So cellphone is a good example for that one, but when it comes to health and wellness, I want every human being on this planet to have a chance to live healthy, I want to make sure that I leave all the bread crumbs on how I do it so any company that wants to do this in the future follow the path, make a product that is earth shattering and follow the path so that everybody in the world has access to it. 

Picturecredits @ Auro Wellness

Thank you Dr. Nayan Patel for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

Freigeist Capital invests in Swiss startup Akina to enable AI-powered physiotherapy

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akina founder team florian haufe und michele xiloyannis

€3 Million Seed Funding for AI Healthcare Startup Akina

Freigeist Capital, the Deep Tech VC founded by Frank Thelen, makes its first investment in the healthtech sector.

Swiss company Akina, a spin-off from ETH Zurich and the ETH AI Center, has developed AI software certified as a medical device that supports patients undergoing physiotherapy at home. Akina’s software enables a personalized hybrid treatment approach that combines the flexibility of digitally supported home therapy with in-person appointments with physiotherapists. The focus is on treating musculoskeletal disorders such as back or joint pain, which are among the most common and costliest physical complaints globally. Guideline-compliant treatment for these conditions relies on active movement therapy, which is often not implemented effectively in practice due to logistical challenges, limited availability of qualified professionals, and poor tracking of home exercises.

These gaps result in billions of euros in avoidable costs for healthcare systems annually due to unnecessary diagnostics and surgical procedures. Akina Cloud allows physiotherapists to delegate repetitive treatment components to the software through a digital training plan, enabling them to dedicate their valuable time to the core aspects of therapy during personal patient interactions.

“Akina’s AI supports therapists in providing care beyond the clinic. This ensures high-quality therapy at home, seamlessly integrated into familiar, established in-person treatments.” – Dr. Florian Haufe, CEO Akina

Akina Cloud uses machine learning and camera-based motion analysis to guide patients with musculoskeletal conditions through therapeutic exercises at home. The system provides real-time feedback on exercise execution, as well as automated progress reports and monitoring tools for healthcare professionals. This hybrid treatment approach, combining in-clinic sessions with digitally guided home therapy, delivers significantly better and more sustainable treatment outcomes. Thousands of training sessions have already been successfully completed.

With a €3 million seed investment (CHF 2.8 million), led by Freigeist Capital and supplemented by FAIR VC, Dr. Sattler Capital, and prominent Swiss healthcare experts, Akina aims to expand access to effective movement therapy. Initial efforts focus on business development in Switzerland, advancing AI technology, and preparing for European expansion.

“Akina enables patients to access physiotherapy guided by trusted professionals from the comfort of their homes. This helps more people and eases the strain on healthcare systems. Given the ongoing shortage of skilled professionals, I see immense potential in the healthtech sector.“ – Frank Thelen, Founder & CEO Freigeist Capital

Picture Founder Team Akina

Source Freigeist Capital

What Does Real Success Look Like to You?

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ICfS founder Sachin Nandha

The International Centre for Sustainability (ICfS), a leading think tank in sustainability, bridges India and the West to tackle global challenges and foster impactful solutions—one conversation at a time

Can you share a bit about your journey? You had a successful career in private equity—what inspired you to leave that path and focus on environmental advocacy?

I’ve always believed that true success lies not just in what you achieve but in the legacy you leave behind. For over a decade, I thrived in the high-octane world of private equity, navigating deals, building leadership teams, and delivering results. But amid the spreadsheets and boardrooms, a question began to linger: What next?

Growing up as a working-class boy in Leicester, raised by immigrant parents, I internalized values of resilience, hard work, and a desire to leave the world better than I found it. These lessons fuelled my ascent in the investment world, where I spent 12 years, including five as a partner, managing decisions that shaped companies and careers. Yet, the deeper I delved into the mechanics of profit, the more I realised the cost of ignoring purpose.

The turning point came when I began to reflect on sustainability—not just as an environmental concept but as a principle that can drive innovation and human progress. I saw the opportunity to bridge two worlds that I uniquely understood: India, with its immense potential, and the West, with its capital and influence. This realisation sparked a transformative pivot from private equity to a purpose-led mission of environmental advocacy.

Today, through the International Centre for Sustainability, I channel my expertise, networks, and vision into building solutions that harmonise people, planet, and profit. It’s about more than policies and programs; it’s about proving that sustainability is not a trade-off but a catalyst for flourishing. Leaving private equity wasn’t a departure from success—it was a redefinition of it, rooted in the belief that our greatest achievements are those that serve others and secure a better future.

Was there a defining moment or realization that prompted this shift?

Yes, there was a moment of clarity that changed everything. I was sitting in a boardroom after yet another high-stakes negotiation, one that would undoubtedly deliver significant returns for our investors. On paper, it was a success. But as the meeting wrapped up, I found myself asking: What does all of this actually mean in the bigger picture?

That question haunted me. I realised that while I was proud of my achievements, the impact I was making was narrow confined to financial outcomes, rather than addressing the larger systemic challenges the world faces. Around the same time, I travelled to India for what was supposed to be a routine visit to pursue deals. Instead, it became a profound reckoning. I saw firsthand the juxtaposition of immense potential and deep environmental and societal challenges.

From polluted rivers to communities grappling with the consequences of rapid industrialisation, it became clear to me that economic progress without sustainability would eventually unravel. Furthermore, I realised that India houses 20% of humanity; and it was at an inflection point in that if India could rebuild herself on a system that harmonises People, Planet and Profit, then it could be a world leader; and a significant contributor to the global south’s journey to a developed status.

But if India got it wrong; well, I just knew that India was too big, too significant to fail – it must succeed for all our sakes! 

The defining moment wasn’t a single epiphany but a collision of experiences—my dissatisfaction with the status quo, my reconnection with India’s challenges and opportunities, and a deep-seated belief that business could be a force for good. It was then that I decided to step off the treadmill of private equity and focus my efforts on something that felt more enduring: creating bridges between people, ideas, and actions to tackle the world’s most pressing issues, starting with sustainability. That shift was less a leap of faith and more a leap of purpose, one that has defined my path ever since.

How did your experience in finance prepare you for this new chapter in sustainability? Were there key lessons or skills that proved valuable in your transition?

Finance was my proving ground, where I learned to think strategically, make high-stakes decisions, and balance risk with reward. It taught me the discipline of evaluating not just what’s in front of you but what lies ahead—a skill that has proven invaluable in sustainability, where the stakes involve not just financial returns but the well-being of people and the planet.

One of the most transferable lessons was the ability to see the bigger picture. In private equity, we were trained to spot trends, anticipate disruptions, and align resources to create long-term value. That same approach underpins my work in sustainability: understanding the macro-forces shaping our world, like climate change and resource scarcity, and translating them into actionable strategies.

Another key takeaway was the importance of collaboration. In finance, deals succeed when you bring together diverse stakeholders—investors, management teams, and regulators—and align them toward a common goal. Sustainability operates on the same principle: success depends on uniting governments, businesses, and communities to tackle shared challenges.

Lastly, finance instilled in me a results-oriented mindset. Private equity is unforgiving when it comes to accountability, and that rigor is something I’ve carried into my work today. Sustainability isn’t just about ideals—it’s about measurable impact. Whether it’s reducing carbon footprints, improving resource efficiency, or fostering equitable growth, I approach these challenges with the same precision and determination that defined my financial career.

In many ways, my time in finance wasn’t a departure from sustainability—it was the foundation for it. It showed me that profitability and purpose are not opposing forces but can be harmonised to create lasting, meaningful change.

What is the core mission of the International Centre for Sustainability (ICfS), and what challenges are you aiming to address?

The International Centre for Sustainability (ICfS) is a British think-tank. It is on a transformative mission: to harmonise the priorities of people, planet, and profit while serving as a bridge between India and the West. Our work focuses on fostering collaboration between leaders from these two interconnected regions, addressing global challenges through sustainable solutions and strategic partnerships.

At its core, ICfS recognises the immense potential of uniting India’s dynamic growth and ingenuity with the West’s capital, technology, and governance expertise. By bringing together policymakers, business leaders, and innovators from both regions, we aim to create a platform for knowledge transfer, shared learning, and actionable change.

Our mission is built on three key pillars:
  1. Bridging Worlds: ICfS serves as a nexus for dialogue, connecting India’s entrepreneurial energy with the West’s institutional frameworks. We create opportunities for leaders to collaborate on critical issues such as climate action, sustainable development, and resource management, ensuring solutions are both localised and globally relevant.
  2. Policy Advocacy: By fostering understanding and aligning priorities, we help leaders navigate the complexities of cross-regional challenges. Whether it’s driving capital investment into India’s infrastructure or creating frameworks for equitable growth, ICfS is committed to shaping policies that deliver mutual benefits.
  3. Capacity Building Across Borders: Through training programs, peer-to-peer networks, and thought leadership, we empower decision-makers in India and the West to adopt sustainable practices that balance economic growth with environmental stewardship.

The challenges we address are profound. India’s rapid development demands innovative approaches to sustainability, while the West’s transition to greener economies offers valuable lessons and opportunities for collaboration. At ICfS, we see these challenges not as barriers but as openings to redefine how the world’s two most influential regions engage with one another.

Ultimately, ICfS aims to demonstrate that sustainability is not a zero-sum game. By leveraging the strengths of India and the West, we can create solutions that are scalable, inclusive, and impactful—laying the foundation for a future where people, the planet, and profit coexist harmoniously.

Can you highlight any specific projects currently underway at ICfS? What successes or milestones have you achieved so far?

The International Centre for Sustainability (ICfS) may be young, having formally launched in April 2024, but we’ve already made tremendous strides in building our networks of influence across India and the West. Political and business leaders are increasingly recognising the innovative approaches we bring to solving systemic challenges, particularly in aligning sustainability with economic growth.

One of our flagship projects focuses on water scarcity as a national security risk for India. Water is not just a resource; it’s the foundation of India’s long-term success. Through this initiative, ICfS is working to make water management the number one political priority for India and a global concern. By highlighting the risks of mismanagement—ranging from economic instability to societal unrest—we aim to galvanise action among policymakers, businesses, and communities. Our work involves convening experts, researchers, and leaders to drive solutions that secure India’s water resources for future generations.

Beyond advocacy, ICfS is creating pathways for practical action. Through our UK-India Business Hub in the City of London, we are facilitating innovation in water and sustainability-related businesses. By providing co-working spaces, assisting with capital raising, and connecting entrepreneurs with key networks—including scientists, researchers, and political leaders—we aim to accelerate solutions that can scale across borders.

In less than a year, we’ve laid a strong foundation for influence and impact. Our work on water scarcity is just the beginning. ICfS is rapidly positioning itself as a leader in fostering meaningful collaboration between India and the West to address the challenges of sustainability, one transformative project at a time.

How does the ICfS act as a bridge between economic interests and environmental awareness? What strategies do you use to drive systemic change?

The International Centre for Sustainability (ICfS) bridges economic interests and environmental awareness by aligning profitability with purpose. Our strategy centres on fostering collaboration between business leaders, policymakers, and researchers from India and the West, ensuring sustainability is not seen as a trade-off but as a driver of innovation and growth.

We drive systemic change through:
  1. Policy Advocacy: Engaging decision-makers to align economic frameworks with sustainable development goals.
  2. Knowledge Transfer: Sharing cutting-edge research to demonstrate the economic value of environmental stewardship.
  3. Business Facilitation: Through our UK-India Business Hub, we enable sustainable enterprises by providing co-working spaces, capital-raising support, and connections to influential networks.

By harmonising these efforts, ICfS positions sustainability as a practical and profitable approach to addressing global challenges.

Many people still perceive business and sustainability as opposing forces. How do you reconcile these worlds, and what message do you aim to convey to skeptics?

The idea that business and sustainability are opposing forces is a misconception we’re determined to change. At the International Centre for Sustainability (ICfS), we emphasise that sustainability is not a limitation—it’s an opportunity to unlock innovation, improve efficiencies, and create long-term profitability. Businesses that embed sustainability into their models are future-proofing themselves for a world increasingly driven by conscious consumers, investors, and regulators.

Take vegan food production, for example. Beyond its environmental benefits—requiring significantly less land, water, and energy compared to animal agriculture—it is also proving to be more profitable. The global plant-based food market is projected to grow exponentially, driven by shifting consumer preferences and lower production costs. Companies embracing these trends are capturing market share while reducing their ecological footprint.

At ICfS, we reconcile these worlds by demonstrating that sustainability is not just an ethical obligation but a business imperative. We bring sceptics the evidence: real-world examples of businesses thriving through green innovation, from plant-based foods to renewable energy and water conservation technologies. The work of the Indian conglomerate, the Essar Group in the UK, is another example of a business that is transitioning to this new paradigm through stellar leadership.  

Our message is simple but transformative: sustainability is the next frontier of economic opportunity. Businesses that see it as a cost risk being left behind. Those that embrace it position themselves as leaders in a rapidly changing world. ICfS exists to help bridge that gap and show how profitability and purpose can—and must—work together.

What advice would you give to companies that want to embrace sustainability but fear it might hurt their profitability?

To companies hesitant about sustainability due to fears of profitability loss, my advice is clear: embrace sustainability as a strategy that can enhance margins, attract talent, and secure a competitive edge. Sustainability is not just about doing what’s right—it’s about doing what works.

A powerful example is the Essar Group, led by visionary chairman Prashant Ruia, who we are proud to work with. At their Stanlow refinery in the UK, Essar is spearheading one of Europe’s largest green hydrogen projects. This bold initiative isn’t just about decarbonising their operations; it’s about creating a business model that aligns sustainability with better margins, innovation, and long-term success.

Here’s how it works: By reducing their operational costs through green hydrogen, Essar is reinvesting the savings to attract and retain top talent. Better margins mean the ability to pay for better people—and better people drive more innovation and growth. This cycle of improvement strengthens the business, enabling Essar to take market share and establish dominance for decades to come. It’s a clear case of first-mover advantage, a lesson that Prashant Ruia and his team have fully embraced.

For companies weighing this decision, the key is to focus on the medium-term gains. Sustainability, when done right, brings costs down—whether through energy efficiency, waste reduction, or process improvements. The savings create a differential that can be reinvested into your workforce, fuelling a virtuous cycle of talent, innovation, and growth.

At its heart, this aligns with my values: harmonizing the priorities of people, planet, and profit. Sustainable companies are better positioned to attract and nurture talent, outpace competitors, and lead markets—not just ethically but commercially. The example set by Essar Group shows that by aligning sustainability with strategy, you’re not just surviving the transition—you’re thriving in it.

From your perspective, how critical is the role of capital and investment in transitioning to a sustainable economy? What changes would you like to see in this space?

Capital and investment are absolutely critical in transitioning to a sustainable economy. Without the right financial support, even the most promising ideas cannot scale. What’s often overlooked is that sustainability, when done right, isn’t just good for the planet—it also means better margins and better talent. This alignment makes the role of capital even more essential.

Two key changes are needed:
  1. Capital Reallocation with Awareness: Credit committees and investment decision-makers must better understand the real, tangible benefits of sustainability. Reduced costs, improved margins, and the ability to attract top talent make sustainable businesses more competitive in the medium term. Investors need to see sustainability not as a risk but as an opportunity for stronger financial performance. This is where ICfS plays a critical role—facilitating dialogue and creating awareness among financial leaders about how sustainability drives value.
  2. Blended Public and Private Investments: Governments cannot lead this transition alone. Private capital must engage more deeply, supported by frameworks that align environmental impact with returns. Tools like green bonds, public-private partnerships, and financial instruments that de-risk sustainable investments are vital to making these projects viable at scale.

At ICfS, we actively connect financial institutions with opportunities that align profitability with sustainability. By fostering these conversations and providing evidence of how sustainable practices lead to better margins, we aim to shift the mindset of capital allocators. Ultimately, this is about creating a virtuous cycle: capital enables sustainability, which drives better talent and innovation, which in turn attracts more capital.

The transition to a sustainable economy requires not just investment but a fundamental shift in how capital is perceived and deployed. At ICfS, we’re committed to making that shift happen.

We are at a pivotal moment for our planet, facing urgent challenges that extend beyond ecology to economic opportunity and global stability. Climate change is accelerating—water scarcity, deforestation, and the environmental toll of the meat industry demand immediate action. Transitioning to plant-based lifestyles and sustainable practices isn’t just an ecological necessity; it’s a moral and economic imperative.

What concerns me equally is the uneven distribution of prosperity. If the 21st century is to succeed, we must address the systemic disparities that have left the Global South behind. Economic growth must be inclusive, creating opportunities in regions most vulnerable to climate change. Stability and sustainability go hand in hand—without one, the other will falter.

This isn’t just about survival; it’s about building a more equitable world. If we fail to get this balance right, the risks—social unrest, resource wars, and irreversible environmental damage—will undermine the future for all of us. We have the tools and knowledge; now we need the will to act.

Your approach focuses on connecting India and the West. Why do you believe this global perspective is particularly vital?

Connecting India and the West is critical because India represents 20% of humanity and nearly 8% of the world’s biodiversity. Its success or failure impacts us all. India’s vast, diverse, and vibrant democracy makes it a unique counterpoint to authoritarian models like China’s ultra-nationalist capitalism.

If we can make India a large-scale success—economically, environmentally, and socially—it becomes a beacon of hope for the Global South, showing that democracy and diversity can thrive alongside development. Conversely, if India falters, the void could be filled by the very autocracy and despotism we see too often in other regions.

India’s scale and significance are simply too large to ignore. A globally connected approach is vital to ensure its success, which, in turn, would mean success for the world.

What role do you see for technology and innovation in solving environmental challenges? Are there any initiatives or projects that inspire you personally?

Technology and innovation—particularly green hydrogen, quantum computing, and biotech—hold immense potential to solve our most pressing environmental challenges. Underpinned by AI, these advancements enable breakthroughs like vertical farming, which can revolutionise food production, reduce resource use, and allow us to return vast tracts of land to nature.

Green hydrogen offers a path to decarbonising heavy industries, quantum computing can optimise energy grids and climate models, and biotech innovations can enhance sustainable agriculture. Together, these technologies provide scalable solutions, harmonising environmental stewardship with economic growth—a vital balance for a thriving future.

As the founder and leader of ICfS, what challenges did you face when starting the organization, and what hurdles remain today?

Starting the International Centre for Sustainability (ICfS) came with significant challenges, but each step was driven by a clear vision. As an independent, non-partisan, not-for-profit think tank fully funded by individuals and members, our first hurdle was convincing donors that ICfS filled a critical gap.

We had to demonstrate why India, representing 20% of humanity, is too significant to misunderstand or ignore. Its success or failure has global implications, and there was a pressing need for deeper research into India’s culture, policy advocacy, and a platform to bring together political and business leaders. Convincing stakeholders of this vision—and the necessity for ICfS—was no small task, but the urgency of India’s importance made it essential.

The next challenge was finding the right location. I was resolute in building ICfS in the City of London, the world’s hub for capital and ideas. Establishing the centre here ensured we were not just visible but positioned at the heart of global decision-making.

Building a community around ICfS was equally vital. We brought together volunteers, well-wishers, and early believers who shared our passion for bridging India and the West. Finally, the task of recruiting the right talent was crucial. We focused on building a small but brilliant team—people who not only understand the complexities of sustainability but also share our ambition to drive real change.

Today, the hurdles remain significant. Sustaining our growth, expanding our influence, and continuously engaging with donors and thought leaders are ongoing challenges. But these are also opportunities to strengthen our mission and deliver lasting impact. The first two years we aim to carve out our niche in the marketplace of ideas; and then spend time building our networks with policy makers across Washington, London and Delhi. 

What does a typical day in your role look like? Are there particular habits or work methods that help you stay effective and focused?

Morning: Grounding and Getting Ready

I kick off the day with a few miles on the road—it’s the best way to get the blood pumping and clear my head. Running helps me feel grounded and ready to tackle the day. Then it’s onto emails and a quick catch-up with my Chief of Staff and the wider team. This sets the agenda and ensures I have a solid handle on what’s ahead.

Mid-Morning: Big-Picture Thinking

The mornings are often for big-picture work—whether it’s brainstorming new projects with the team, preparing for a talk, or connecting with donors. These moments are where we focus on the “why” behind what we’re doing. It’s about ensuring our work stays aligned with the larger mission. While I try to be collaborative, there are times when quick decisions are needed, and I’ll step into a more directive role. But mostly, I rely on the incredible talent of my team to carry ideas forward.

Afternoon: Building Connections

Afternoons are packed with meetings and calls, focused on building connections and fostering collaborations. Whether it’s sitting down with business leaders, policymakers, or researchers, it’s about finding common ground and creating opportunities to amplify ICfS’s work. These conversations often spark new ideas or partnerships—whether around sustainable finance, water security, or bridging India and the West.

Evening: Wrapping Up and Recharging

Evenings are quieter but still productive. I might review decisions, mentor a team member, or catch up on reading—usually something around philosophy, political economy, or innovation that keeps me thinking forward. I also use this time to nurture relationships with supporters and well-wishers because ICfS has always been a community effort. It’s not just about what I can do but what we can all achieve together.

Every day is a mix of focus, action, and reflection, ensuring we’re moving closer to creating a sustainable, equitable future.

Who or what has inspired you most on your journey toward sustainability? Are there people, events, or experiences that have shaped your path?

Ideas have always been my greatest inspiration. They shape how we see the world and, more importantly, how we act within it. My journey toward sustainability has been shaped by the profound realisation that change begins with thought—challenging old paradigms and building new ones.

People have played a key role in sharpening this perspective. Jiddu Krishnamurti, with his unflinching focus on self-awareness, taught me the importance of questioning societal norms and finding clarity within. Erich Fromm inspired me to see sustainability not just as an environmental goal but as a human one—a way of creating societies rooted in harmony rather than exploitation. And my professor, Noel O’Sullivan, expanded my thinking, encouraging me to see connections between philosophy, politics, and the larger questions of existence. These figures planted seeds of thought that continue to guide my work.

But ideas come alive through experience. Traveling across India was transformative. I witnessed immense poverty and inequality—but also extraordinary resilience, creativity, and potential. India is a miracle in many ways: a vibrant democracy, an ancient civilisation rediscovering its place in the modern world. It’s a country grappling with monumental challenges yet striving toward greatness. That paradox deeply moved me and solidified my belief that India’s success isn’t just its own—it’s the world’s.

These influences remind me daily that sustainability isn’t just about solving problems; it’s about reimagining what’s possible. It’s about embracing the interconnectedness of people, planet, and profit and understanding that the solutions we seek must be as expansive and diverse as the challenges we face. They’ve taught me to think big, act with humility, and remain committed to the belief that even the smallest idea can create a ripple of change.

What are your long-term goals for ICfS, and where do you see yourself and the organisation in the next five years?

In the next five years, I see the International Centre for Sustainability (ICfS) as the leading think tank in the Western world for all things related to India. We aim to produce pioneering research and craft narratives that highlight India’s complexities, potential, and importance on the global stage. Our mission is to support India in engaging meaningfully with the West, fostering collaboration that delivers mutual benefits and addresses shared global challenges.

ICfS will become the safe space for dialogue—a trusted forum where political and business leaders from both sides can connect, exchange ideas, and solve pressing issues. We aspire to be the premier institution shaping policies that harmonise economic opportunity with environmental stewardship, driving the world toward a sustainable and equitable future.

This vision will be powered by a highly capable and motivated team of experts—a group of brilliant minds deeply committed to our mission. Over the next five years, I aim to grow this team, ensuring that ICfS is driven forward by individuals who bring both excellence and passion to their work. Their expertise will enable us to expand our influence, deepen our impact, and remain at the forefront of thought leadership.

Personally, I see myself continuing to guide ICfS with the same clarity and purpose that shaped its founding. By 2029, I want ICfS to stand as a beacon of collaboration and innovation, proving that sustainability and progress are not only compatible but essential. Together, with a strong team and a shared vision, I believe we can make this a reality.

What practical steps can individuals and businesses take to contribute to a healthier and more sustainable future?

Practical steps toward a healthier, more sustainable future begin with the choices we make daily, and few decisions are as impactful as adopting a vegan lifestyle. This single shift can address many of the world’s most pressing climate challenges.

Animal agriculture is a leading contributor to greenhouse gas emissions, deforestation, water scarcity, and biodiversity loss. The production of meat and dairy requires vast amounts of land, water, and energy compared to plant-based foods. By reducing or eliminating animal products from our diets, we can significantly lower our environmental footprint, freeing up land for reforestation and carbon capture, conserving water, and reducing methane emissions.

A plant-based lifestyle also supports better health outcomes, reduces strain on natural resources, and promotes global food security by making food systems more efficient. For businesses, embracing plant-based options means aligning with growing consumer demand for sustainable and ethical choices while contributing to long-term environmental goals.

In essence, transitioning to a vegan lifestyle isn’t just a dietary change—it’s a practical, powerful way for both individuals and businesses to take meaningful action toward a sustainable, thriving planet. It’s a step that benefits not only the environment but also our collective future.

Is there a final message or insight you would like to share with our readers? Perhaps a piece of advice or a guiding principle that has stayed with you?

My guiding principle has always been simple: align purpose with action. Whether in business or life, strive to harmonise people, planet, and profit. Remember, real progress comes when we act not just for today but for generations to come. Stay curious, stay compassionate, and never underestimate the power of one thoughtful choice to spark meaningful change.

Picturecredits @ Sachin Nandha

Thank you Sachin Nandha for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

What does it truly mean to feel at home in your own skin?

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Heal with Rylee founder Rylee Werbiski

Heal with Rylee empowers women to heal their skin and reconnect with themselves through a unique blend of holistic skincare and emotional wellness coaching

Can you tell us about the story behind Heal with Rylee and what personal experiences inspired you to start the company?

For years, I ran my own successful holistic skincare studio called Sound Skincare, helping clients care for their skin while learning and uncovering the deeper emotional layers tied to their appearance. But in 2020, my personal healing journey took an unexpected turn when my long-term relationship ended which challenged everything I thought I knew about myself. Over the next four years I undertook my own healing journey, whilst also securing various life coaching certifications. This helped me truly redefine what it means to feel at home in my skin, my body, and my relationships. 

As a young girl, I often felt like an outsider. My sense of belonging was always based on how others perceived me, and I spent years thereafter travelling and seeking validation from external sources. What I discovered was that belonging isn’t external—it’s an inner truth and when I let go of perfectionism and took off my own mask, I found the home I’d been searching for all along.

I began my career thinking skincare was just about the surface, but the journey taught me it’s about so much more. Now, Heal With Rylee is my ‘skincare studio 2.0’—a community where we guide women to not only heal their skin but to reconnect with themselves on a deeper level. Together, we uncover what it means to truly feel at home in your own skin and embrace the unshakable sense of belonging that comes from within.

What values and principles guided you in establishing Heal with Rylee?

My core values are consistent in both my personal and professional life: to lead with integrity, view connection as a form of service, follow my intuition, and always trust the process (and the redirects), even when the path feels uncertain.

What is the long-term vision of Heal with Rylee, and what steps are you planning to achieve it?

We want to become a leading integrative wellness platform that transforms lives through personalised holistic healing programs. We aim to expand our impact by scaling our successful one-on-one coaching model into digital courses and group programs, while maintaining the personalised approach that has driven our results.

We’re also exploring partnerships with others in the wellness space to create a comprehensive healing ecosystem. Through technology integration and data-driven insights, we’ll continue optimising client outcomes while making holistic healing more accessible to those who need it.

How do you define success for your business, and what milestones are you aiming to reach in the coming years?

We define success by the lives we’re able to touch and the difference we can make. In a world filled with endless choices, quick fixes, and distractions at our fingertips, our mission is to cut through the noise and help women return to who they’re truly – and naturally – meant to be.

Who is the primary target audience of Heal with Rylee, and how do you ensure their specific needs are met?

Our audience consists mostly of women in their 30s to 50s who are dedicated to natural beauty rituals and practices over quick fixes. They’ve reached a transitional point in their lives—whether through hitting a rut, entering a new decade, or facing a big change—where they’re ready to fully commit to themselves, let go of the masks they’ve been wearing, and transform from feeling like an outsider to healing from the inside out. 

We ensure each client’s needs are met through a free initial consultation where we explore their concerns and goals. This allows us to develop a personalised approach combining Corneotherapy-based skincare routines with targeted emotional healing work. 

What feedback have you received from your customers so far, and how does it influence your offerings?

The feedback from our clients has been transformative in shaping Heal with Rylee’s evolution. Initially focused on skincare, we consistently observed the profound connection between outer appearance and inner wellbeing. This insight, combined with client feedback about wanting deeper healing, led us to expand our offering.

Corneotherapy with holistic healing, emerged from clients consistently reporting breakthrough results when addressing both physical and emotional aspects of their wellness journey. My face reading abilities have proven particularly valuable, as clients often mention how this skill helps them feel deeply understood and safe discussing sensitive topics, especially trauma.

The positive response to this integrated approach has been remarkable – it’s now our most sought-after service package, with clients reporting more comprehensive and lasting transformations than when addressing skincare or emotional wellbeing separately.

What are the biggest challenges you have faced since founding Heal with Rylee, and how have you overcome them?

One of the most significant challenges I faced was pivoting from being known solely as a skincare specialist to establishing the business as a holistic wellness practice. This transition emerged from recognising a critical gap in the wellness industry – the need for a more authentic voice amid mounting pressure for perfect appearances, especially in an era where cosmetic fixes are marketed as self-care and social media filters have become digital masks.

The business challenge wasn’t just about adding new services – it was about fundamentally shifting market perception. While I had built a strong reputation in skincare and Corneotherapy, introducing coaching and face reading services required carefully repositioning myself without alienating existing clients. I needed to create a space where clients could address both their physical and emotional wellbeing, moving beyond surface-level solutions to achieve genuine transformation.

This meant strategic rebranding, rebuilding marketing materials, and developing new client communication approaches that bridged technical skincare expertise with holistic healing concepts. Each challenge strengthened our unique market position, resulting in a more successful business that offers a more authentic, comprehensive approach to wellness – one that addresses both the external pressures and internal journey of self-acceptance.

How do you adapt to market changes or unexpected obstacles?

My approach to adapting to market changes is to view everything as valuable information. It helps me stay in tune with what’s happening. After all, the only constant is change, so I see it as part of the process. If we’re not evolving or growing, we’re stagnating!

What sets Heal with Rylee apart from other companies in the wellness and health sector?

We work at the intersection of skin health and personal development, blending certified face reading, life coaching, somatic techniques, and skin science. Our approach helps clients heal not only their skin but also their relationship with the reflection they see in the mirror.

What unique services or approaches do you offer that your customers can only find with you?

We offer in-depth skin consultations that combine my Corneotherapy expertise with face reading, helping clients address their skin health and concerns while uncovering the emotional stories revealed in their faces. Our faces hold our deepest stories of who we are, where we’ve been, and the untapped potential within us. In addition, we guide clients through group coaching experiences, facilitating deeper work and fostering a profound sense of belonging in their own skin.

What new projects or expansions do you have planned for Heal with Rylee in the near future?

We’re excited to launch “FACE Your Truth” – a transformative live virtual event on January 12th exploring the deep connection between skin, energy, and personal power. In that event, I’ll uncover why lasting radiance requires both internal and external alignment, decode facial features’ hidden messages, and learn techniques for sustainable beauty from within.

Following this, we’re launching an exclusive group coaching program in February that builds on these principles. Additionally, plans are underway to expand into the podcast space, creating more accessible channels for sharing holistic wellness insights.

What three key pieces of advice would you give to people starting their own wellness-focused business?

Get in total alignment with who you are and your mission. Don’t shy away from digging deep to uncover your ‘why.’ You never know who needs to hear your message.

Believe in yourself and what you do so wholeheartedly that serving your specific audience becomes your main goal—the money will follow.

Always be authentic—let your true beauty shine. The more you embrace who you are, the more trust you naturally build with your clients

Picture: @ Rylee Werbiski

Thank you Rylee Werbiski for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

Why is Background Check Software Crucial for Your Organization?

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Background check software picture from Gerd Altmann Pixabay

Many organizations today are fighting unmatched challenges related to worker integrity, sensitive information protection, and compliance with regulatory standards. Background check software has recently been introduced as a vital and strategic tool for companies looking to mitigate risks, enhance security, and make informed hiring decisions. 

What is Background Check Software?

Software for background check is a modern, all-inclusive digital solution that is custom-fit for automating the process of gathering, verifying, and analyzing the professional, personal, and legal history of any individual. Advanced employee screening tools go way beyond conventional manual background checks by offering comprehensive, rapid, and detailed insights into potential and current employees.

Unlike manual investigations, which would take weeks and involve huge administrative overhead, modern verification software is built on advanced algorithms and robust databases that have intensive verification processes to deliver complete reports in a few hours. Such solutions like ManyMore can validate many sources of information simultaneously, like criminal records, employment records, educational credentials, or professional certifications.

Why is Background Check Software Crucial for Your Organization?

Background check software is fast becoming an essential organizational requirement. Advanced employee screening tools provide an all-dimensional security mechanism for ensuring workplace safety and operational integrity.

Using advanced technologies such as AI and machine learning, background check software can offer so much more to an organization than just a simple criminal record check. Such systems go deep into the professional history of any prospective employee by offering a number of important details, such as employment verification, credential authentication, and behavioral analysis, in a multi-faceted approach.

This software helps prevent poor hiring issues by offering strategic value in the form of reducing financial risks from poor hiring decisions, maintaining compliance with a variety of regulations across different industries, building a safe workplace environment, and protecting the brand. One background check might just save an organization huge resources estimated at about five times the salary cost of an employee by ridding them of bad hires.

These tools create a culture of transparency and professionalism, signaling that the organization goes above and beyond to ensure that the quality of the workforce and its integrity are carried out to the highest standard levels.

For organizations in industries that require high levels of regulatory compliance, such as security, finance, health, and education, there is often intense pressure toward strict compliance. Background check software helps ensure high-quality recruitment exercises to stay off the complicated legal issues, enabling the firm to avoid any possible regulatory penalty or impairment to its professional reputation.

Features to Look for in Background Check Software

When selecting background check software, organizations should prioritize solutions offering:

  1. Comprehensive database access
  2. Real-time verification capabilities
  3. Customizable screening packages
  4. Secure and compliant data handling
  5. Integration with existing HR management systems
  6. Detailed reporting and analytics

Advanced software solutions now incorporate artificial intelligence and machine learning algorithms, enabling more nuanced and accurate background assessments that go beyond traditional binary screening approaches.

Tips for Choosing the Right Background Check Software

A good background check software cannot be selected by simply reviewing a few features; instead, it is a very strategic process. It should begin internally with an elaborate investigation into the needs of one’s organization, covering a range of issues from industry-specific prerequisites and regulatory compliance to required features particular to the workforce.

When evaluating key selection criteria, it’s crucial to consider multiple aspects. One of the top priorities is seamless technology integration — the software should effortlessly connect with existing HR systems to minimize administrative tasks and maintain a smooth workflow.

Cost considerations must be addressed from a holistic perspective. Analyze initial pricing alongside the total cost of ownership and possible benefits to the organization in the long run.

Data privacy and legal compliance emerge as non-negotiable factors: The chosen solution must rigorously adhere to regulations like the Fair Credit Reporting Act (FCRA), providing robust data protection and transparent candidate information processes.

Scalability is another important factor: It should be able to scale easily with the organizational structure, growing needs for hires, and expanding markets. User experience is no exception: an intuitive interface and comprehensive support are a must for seamless deployment.

Conclusion

Background check software is more than just another technological solution — it’s one of the major strategic assets needed by a modern organization aimed at workforce excellence, regulatory compliance, and operational security. Such a sophisticated employee screening tool at your disposal will contribute to informed hiring decisions, secure employer interests, and develop a more reliable and responsible workforce.

Share your experiences with background check software! Have you implemented such tools in your organization? Drop a comment below on what challenges you have encountered and what benefits you have realized.

Picture Source: Image by Gerd Altmann  from Pixabay

Author: Vasily Vorobjev

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

Crack the Code on Trust

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2025 @ iStock-Alex Potemkin
Shocked little girl looks at the remaining pancake batter. The last pancake marks the end of a delicious breakfast.

2025 Marketing Insights for Small Businesses

iStock, a leading e-commerce platform providing premium content to SMBs, SMEs, creatives, and students everywhere, has released its 2025 Marketing Trends Report, packed with practical strategies to help businesses thrive in today’s trust-driven marketplace. 

The report comes at a critical time when consumer trust in social media—a key tool for small businesses—is declining. According to iStock’s VisualGPS research platform, 80% of consumers in the UK don’t trust social media content, citing concerns over misinformation. However, trust in businesses remains high, with 63% of people favoring businesses over celebrities or influencers, or even politicians, and 59% preferring brands whose values align with their own. For small businesses, this is a powerful opportunity to leverage their local ties and authentic engagement to build stronger connections and outpace larger competitors.

Dr. Rebecca Swift, Senior Vice President of Creative for iStock, emphasizes the need for a bold shift:“As we enter 2025, trust will define success, and visual content will be a critical tool in forging genuine connections with audiences. For small businesses, the advantage lies not in chasing polished perfection but in creating visuals that feel human, honest, and deeply relevant. By telling real stories and reflecting diverse experiences, small businesses can establish deep, lasting trust with their audiences–proving that it’s not about looking perfect but about feeling real and relatable.”

Real Talk: Less Influencer, More Real-User Content

The genuine feel that made influencer content connect with people is disappearing. VisualGPS revealed, 71% of people in the UK believe traditional ads are more authentic than sponsored influencer posts. Even if you don’t use influencers, this shift matters. People are tired of content that looks too perfect and want visuals that feel genuine and honest. A few years ago, User-Generated Content (UGC), like selfies and vertical videos, was seen as the most real and authentic. But in 2025, people expect more. This is where Real-User Content (RUC) comes in, a new concept from iStock experts which encourages businesses to move from “generated” content to images and videos that show “real.” 

This change is affecting how people interact with visual content, especially on social media. Despite people’s lack of trust, they still find these platforms valuable, 78% of users in the UK still go to places like TikTok, Instagram Reels, and YouTube Shorts for video content to learn something new or get inspiration. In other words, people want the benefits of social media, without the negative effects. This shift has also made video-driven social search more popular, where platforms focused on video are no longer just for scrolling —they’ve become places to search and discover. In 2025, to succeed, you need to speak directly to your audience, this approach will always be more effective than a flood of generic posts.

Honesty: The New Face of Authenticity

If you’ve been paying attention to marketing trends, you’ve probably seen the word “authenticity” everywhere. But what does it truly mean? For consumers, it means being real, truthful, and original, according to VisualGPS research. And in 2025, it will still be key to building trust—97% of people in the UK say authentic images and videos are important for earning trust. However, authenticity is changing. In 2025, it’s will be about radical honesty. People don’t want perfect images—they want to see what makes your business human, imperfections and all.

Sharing raw moments, real customer stories, and the messy, behind-the-scenes parts of running a business can create strong emotional connections. Being honest is important—whether it’s showing how your processes work to teach your audience or admitting when things don’t go as planned. Even humor, when used carefully, can turn simple interactions into memorable moments. In a world full of overly polished content, honesty will help your brand stand out.

The Next Frontier: Trust-Centric AI for Forward-Thinking Businesses

Text-to-image Generative AI is a powerful tool for businesses of all sizes. However, in 2025, its successful use will depend on being transparent. While consumers are open to AI-generated ads, 86% believe it should be clearly labeled, and 61% are okay with AI-generated content IF used ethically. This means using AI to empower, not to mislead. Also, as ethical AI becomes the standard, using tools that offer commercially safe AI images with legal protection—just like any other royalty-free image—not only gives you peace of mind but also positions your business as a leader in responsible AI use, aligning with the values your audience expect. 

On top of that, beyond creating images from scratch think of AI as a virtual studio that helps your team create flexible, cost-effective content. AI tools like iStock’s AI generator, allow businesses to not only generate custom images from creative prompts but also modify visuals, remove or change elements, and expand canvases to fit specific formats—all without needing expensive software or design skills. This tool even lets businesses upload reference images and product photos to build a personalized library of assets, making it quicker and easier to align visuals with your business needs, pace, and budget.

As 2025 approaches, the key to success for SMBs is embracing trust-first strategies. By focusing on 

Real-User Content, being radically honest, and using AI transparently, small businesses can not only stay ahead of the curve but also lead the way in making trust the foundation of modern marketing.

To inspire and elevate your visual marketing strategy ahead of 2025 with related imagery and videos, visit https://www.istockphoto.com/

Bildcredits: @ iStock-Alex Potemkin

Source iStock

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