From desks to dreams: A journey of girls’ empowerment
By Suprabha SharmaNov 04, 2024
In a world where education is a powerful tool for change, one project is making waves across the diverse landscapes of the Indian subcontinent. The Sarvamangala Girls Education and Empowerment Project is not just an initiative. It's an all-women’s ecosystem to transform lives, uplift communities and redefine girls’ futures. By mentoring and fully financing the education of 213 girls across 16 states, Sarvamangala is igniting dreams and forging paths toward a brighter tomorrow.
The heart of the project: No girl left behind
On a midsummer’s eve, Manju from Ladakh was holding her head in despair. She had just come to know that because of her family’s lack of financial resources, she was forced to drop out after class 12. This, too, despite scoring quite well. In India, finishing class 12 is the entry ticket to pursue further studies. But without college, there is simply no chance for a good career. A few months later, like someone clutching at straws, Manju landed up at an institute in Ladakh as a guide for visitors. This is where I happened to chance upon her.
Born to a construction site labourer, Manju grew up in a humble home where dreams are overshadowed by the demands of survival. As we spoke, I was struck by her eloquence, grace and the spark in her eyes – a glimmer of ambition. In less than half an hour, she asked me question after question about studies, career, life, literature. I realised that what this girl needed was a scholarship, mentorship and a supportive environment that would ignite her passion for learning. Manju became one of the first girls supported by Sarvamangala. Today, she is thriving in a college and working towards becoming a psychologist.
Overcoming societal boundaries
Imagine a young girl named Ananya, growing up in a small village in Madhya Pradesh. Like many of her peers, Ananya dreams of becoming a pilot. However, the challenges she faces are daunting. Limited resources and societal boundaries threaten to clip her wings before she even takes flight.
The initiative currently spans 16 Indian states, each with its unique cultural tapestry. From the bustling streets of Ahmedabad to the lush landscapes of Tamil Nadu, every girl has her own story. In the northeastern state of Sikkim, Sonam is determined to break barriers. The project has given her the tools to thrive. She now actively participates in science fairs, showcases her innovative projects and has won several awards. Ultimately, she aspires to become a geneticist.
These stories are just glimpses into the lives touched by Sarvamangala Society.
More than just education
‘Sarvamangala’ is a Sanskrit word that has two meanings: ‘well-being for everyone’ and ‘holistic well-being’. A good education is not merely about academics, it encompasses all-round development. The project includes upskilling workshops on leadership training, mind-management tools, body language and communication skills, psychological counselling, stress management and health awareness.
The project management is streamlined so that 100% of donations reach the beneficiaries, an unusual approach in the philanthropic world. This is made possible by an institution that separately covers Sarvamangala’s admin costs.
The upskilling initiatives ensure that the girls become well-rounded individuals ready to face the world. Two teachers from the British Council provide Spoken English classes tailored to the girls’ age and proficiency levels, while honouring their respective mother tongues. Girls lacking access to technological know-how benefit from IT trainings conducted by a senior technology expert. Sarvamangala also encourages women to take up leadership positions in STEM. A key supporter is a prominent Silicon Valley inventor who worked with Steve Jobs at Apple and holds hundreds of patents. She inspires the girls with motivational talks and opens vistas of what women in tech can achieve.
Professional interview training ensures that girls who have completed their education can find the best possible jobs. After learning how to make the most of online platforms like LinkedIn for her job search, Sita from Sikkim landed her first job – as an HR executive. She became the first well-earning member of her family in over a decade.
Having a personal mentor is a proven way to boost self-confidence. Sarvamangala has more than 140 women volunteers, who create a safe ecosystem and provide the necessary guidance to the girls. Akshita from Karnataka was born with a life-threatening condition but has shown tremendous courage in circumstances that would see others fall apart. In bringing to light her innate strengths, her mentor Nagaratna has emboldened Akshita to become self-reliant.
Sarvamangala also fosters a sense of sisterhood. The girls form bonds through regular meet-ups and community-building activities, lifting each other as they navigate the labyrinth of education and gruelling circumstances. Unique to the project is the ongoing involvement of alumnae who encourage their younger peers.
Community engagement and the ripple effect
Lasting change requires the engagement of the entire community. Sarvamangala involves parents, mentors, local leaders and educators in creating an ecosystem that values and prioritises girls’ education. Although it is a women’s empowerment project, men and others are welcome to help as valuable advisors and supporters.
The concept of young women stepping out of the village to pursue education is still alien to tribal areas, like those of Chattisgarh. Hailing from such a village, Lali's journey was dotted with obstacles that would have discouraged many, having been ostracised simply for wishing to pursue education. In her words, ‘They already performed my shraadh (the last rites)’. Thanks to her determination, she is now pursuing a Bachelor’s in Computer Applications at one of India’s reputed universities. She dreams of becoming a web developer and wishes to inspire many girls in her village to realise the power of education.
The impact of the project extends far beyond individual success stories. As these girls grow into educated women, they will become catalysts for their communities’ growth. Educated women are more likely to prioritise education for their children, breaking the cycle of underprivileged circumstances and gender disparity.
Sarvamangala also fosters an entrepreneurial spirit. For instance, after completing her Master’s in Yoga Studies and continuing with her PhD, Monika from Rishikesh opened her own yoga studio. Her initiative has inspired many of the girls to consider the possibility of entrepreneurship in India’s burgeoning economy.
Celebrating successes and looking ahead
Imagine your own daughter making it through college and getting the job she always wanted. Every Sarvamangala girl’s success is exactly like that. Presently, 12 of the currently 213 girls have completed their education and found placement in good jobs. They continue to receive guidance where needed and are a source of inspiration and joy.
Suprabha Sharma
Sarvamangala is seeking the participation of passionate educators, mentors, individual and corporate donors, experts and visionaries to further its important work. Our journey is far from over. We are committed to expanding Sarvamangala’s reach, with the ultimate goal of supporting thousands of girls across India. For 2025, the target is to increase the number of girls supported to 300. The organisation has also started supporting girls from Nepal and Bhutan. Our vision is to create a ripple effect that reaches every corner of the subcontinent, ensuring that education is regarded as a right rather than a privilege.
(Hailing from the Himalayan hamlet of Sikkim, Suprabha Sharma is a recipient of the President of India’s Award for Social Work. She co-founded Sarvamangala Society in 2021. She holds three Master’s degrees in finance, sociology and non-profit leadership. The author can be reached at info@sarvamangalasociety.org.)
MISINFORMATION and disinformation are not new in the age of social media, but India’s mainstream news channels peddling them during a time of war was a new low.
Hours after India launched Operation Sindoor, most channels went into overdrive with ‘breaking news’ meant to shock, or worse, excite.
Channels beamed blurry images of the Pakistan attack on Indian territory with nearly 400 drones last Thursday (8) night, on a loop, and news tickers announced an Indian advance into enemy territory.
They claimed a Pakistani fighter pilot had been captured alive in Punjab, only to revise it a while later to say that not one, but two were in India’s custody. Minutes later came reports of an aerial attack in Islamabad, right next to the house of Pakistan’s prime minister, Shehbaz Sharif, and claims that he had taken shelter in a bunker.
Before one could process why India, known for its restraint, would escalate tensions at this scale on just the second day of attack, the next salvo of misinformation was launched – the Indian Navy had ‘destroyed’ the Karachi port, accompanied by images of a ravaged facility.
The next report claimed Pakistan Army chief Asim Munir had been ousted in a coup and was being held in ‘custody’ (by whom was anybody’s guess). These ‘news’ items painted a picture of unprecedented aggression by one nuclear state against another.
Except, none of these stories were true. The defence press briefing last Friday (9) made no mention of captured pilots, an attack on Karachi port, or any development concerning Munir.
Indian fact-checkers debunked the videos of the Karachi port attack aired by some channels as footage from a 2020 BBC report from Gaza.
Last Sunday (11), clarity emerged when India’s director general of naval operations said that Indian battleships were stationed “with full readiness and capacity to strike select targets, including Karachi,” laying to rest speculation of an attack on the port. The Indian defence establishment also confirmed it had ‘downed’ Pakistani fighter jets, but made no mention of any ‘captured’ pilots.
The Indian news channels’ false reporting was called out by social media users within hours, prompting many to backtrack and apologise. A few also faced criticism for their warmongering – one ‘expert’ on a channel declared mazaa (fun) would begin when Pakistan attacks India.
Another example of the channels’ insensitivity was the use of AI-generated images and graphics – one depicting an enraged Indian prime minister Narendra Modi trampling a cowering Sharif – which trivialised the conflict and framed it as little more than a high-stakes cricket match between the two nations.
Some Indian media houses reported that similar fake news was being broadcast by Pakistani outlets. However, for someone in India, where I live, it has become nearly impossible to verify what the media is reporting on the other side of the border, as the government has banned access to Pakistani news channels, including Dawn and Geo News.
Several Indian news websites, including The Wire – co-founded by a former editor of The Hindu – also faced bans (in this case, the restriction was lifted a day later).
Amid all this, the mainstream print media, both in English and regional languages, has remained largely responsible and sober, refraining from whipping up passions. Many news websites have done the same.
If the ceasefire doesn’t hold, this could become the first major war that Indians witness in the age of private news channels and social media. Whether the screens will make the proverbial fog of war even thicker remains to be seen.
A vivid depiction of the Kurukshetra battlefield, where Arjuna and Krishna stand amidst the chaos, embodying the eternal conflict between duty and morality
War and peace have exercised the minds of human beings for as far back as history goes. It is no wonder then that the Mahabharata war, which took place over 5,000 years ago, became a moment of intense discussion between Lord Krishna and Arjuna.
Hundreds of thousands of people on either side were ready to begin battle on the site of Kurukshetra. Seeing the armies and his near and dear combatants, Arjuna lost the will to fight. How could he fight his grandfather Bhisma and his guru Dronacharya? He asked Krishna what all the bloodshed would achieve.
Krishna replied that every effort to resolve the conflict had been blocked by Duryodhana. Duryodhana had refused to give the Pandavas even a needlepoint of land, despite Lord Krishna's peace proposal that they accept just five villages. Krishna urged and convinced Arjuna that it was his dharma to fight a righteous war, even if it came with painful consequences.
While war is characterised by violence and destruction, it can also be a catalyst for peace negotiations and treaties.
Charles Minard's iconic flow map illustrating Napoleon's ill-fated invasion of Russia, highlighting the vast distances and severe lossesAge of Revolution
The great political master Chanakya (350–275 BCE), guru of Chandragupta of the mighty Maurya empire, wrote the famous treatise Arthashastra. In it, he describes in detail the steps one must take to wage war. Kautilya suggested four policies: conciliation (sama), compensation (dana, or gifts to adversaries to pacify them), dissension (bheda, creating divisions within adversaries), and force (danda, attack). These could be used singly or in combination, depending on the context.
However, like Krishna, Chanakya advocated war only when all other alternatives were exhausted.
According to Von Clausewitz, a military theorist (1780–1831), “War is merely continuation of a policy by other means.” He believed military objectives that support political aims fall into two broad types: wars to achieve limited goals, and wars to disarm the enemy—rendering them politically helpless or militarily impotent.
After suffering years of terrorist violence and the recent brutal killings of Hindus in Kashmir, India feels it has exhausted all avenues of peace with Pakistan.
There has also been a school of thought which rejects war altogether. Leo Tolstoy, author of War and Peace, had strong anti-war sentiments, expressed through his writings and personal life. In his book, he chronicled the French invasion of Russia in 1812, led by Napoleon Bonaparte.
Vivid depiction of the Kurukshetra battlefield, showcasing Arjuna and Krishna in the chariot amidst the chaos of warAmazon
Tolstoy himself fought in the Crimean War (1853–1856), a conflict between the Russian Empire and an alliance of the Ottoman Empire, the Second French Empire, the United Kingdom of Great Britain and Ireland, and the Kingdom of Sardinia-Piedmont. Sardinia is an island and autonomous region of Italy.
Tolstoy believed war was inherently unjust and a product of government actions, rather than the people's interests. He emphasised the importance of love—both human and divine—as a force for peace and against the brutality of conflict.
Christians have a concept called a Just War, taken up only as a last resort. They also had the doctrine of holy wars called the Crusades, meant to recapture occupied territories. This idea is now considered a shibboleth.
The current Russia-Ukraine war has brought some interesting observations, according to Benjamin Jensen, director of the Futures Lab and senior fellow for the Defence and Security Department at the Centre for Strategic and International Studies.
He points out that the war has shown the rise of drone warfare and electronic warfare as defining features of modern conflict. Long-range attack drones have played a crucial role.
After the Russian invasion in February 2022, then-Ukrainian ambassador to India, Igor Polikha, urged PM Modi to help stop the war. He said India had qualified in diplomacy through Kautilya several thousand years ago, when Europe had no civilisation.
Unfortunately, President Zelensky of Ukraine has presided over the destruction of his country, having failed on both diplomatic and military fronts.
(Nitin Mehta is a writer and commentator on Indian culture and philosophy. He has contributed extensively to discussions on Hinduism, spirituality, and the role of Gurus in modern society. You can find more of his work at www.nitinmehta.co.uk.)
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Doreen Simson, 87, a child evacuee from London; 100-year-old former Wren Ruth Barnwell; and veteran Henry Rice, 98, in front of a full-size replica Spitfire during an event organised by SSAFA, the UK’s oldest Armed Forces charity, to launch the ‘VE Day 80: The Party’ countdown outside Royal Albert Hall, in London
Winning the war was no longer any kind of surprise. After all, Hitler had committed suicide. What had once seemed in deep peril a few years later had become a matter of time.
BBC newsflashes on May 7 announced Germany’s unconditional surrender, so the next day would be Victory Day, in Europe at least. Cue perhaps the biggest party that this country had ever seen – with jubilation and relief reflecting the heavy toll of five years of war.
How far will the meaning of VE Day still resonate today, some 80 years on? Most wartime memories come from childhood now. More than three million people in Britain today were born before VE Day – but over half were aged under five as the war ended. About 120,000 people in Britain today were at least 14, the age that most people left school then. You have to be at least 98 today to have been able to join the armed forces, legally before 1945, though some did fib to serve under-age.
It is estimated that 8.6 million people served during the war – five million from the British Isles, the rest from the empire and Commonwealth. It is probable there are fewer than 15,000 survivors today. The UK Ministry of Defence has no official figures on the number of living veterans, though the US Ministry of Veterans produces annual estimates.
But the 2021 census asked about military service for the first time, enabling better informed estimates than before. British Future’s crunching of that census data finds that 5,000 men and 4,000 women in Britain aged 98+ report serving as veterans – about a quarter of the age group – including service after the war as well as during it.
Up to 4,000 veterans aged over 100 are more likely to have seen active service during the war itself. Ten veterans wrote a letter to the nation inviting us all to remember. That they included three Indian Army volunteers – Corporal Mirza Khan, Sergeant Mohammad Hussain and Sergeant Major Rajindar Singh Dhatt – reminds us that the armies which fought and won the war look more like the Britain of 2025 than that of 1945.
Recognising the ever-dwindling few will be one poignant focus of the VE Day anniversary. Culture secretary Lisa Nandy notes that it is “one of the last chances we have to say thank you to this generation of heroes”.
It would surprise many that more than four in 10 surviving veterans are women (largely because women are four times as likely as men to live to 100).
The anniversary is a good chance to increase knowledge of the auxiliary services roles – undertaken by around one-10th of women, such as the ‘Wrens’ in the Navy or the WAAFI in the air force.
Yet, this 80th anniversary faces challenges to capture public attention. Next Thursday (8) is not a bank holiday, so will be a day of official ceremonies, but a normal working day too in many schools and offices. Three days earlier, the bank holidaday next Monday (5), will see a parade on the Mall and community celebrations, including street parties.
Our politicians will have to switch from a focus on the local elections to the national commemorations. The July 1945 general election – with a landslide defeat for the war leader Winston Churchill – was a powerful demonstration of the democracy that the war had been fought for, and the determination to forge a better peace.
The message of this VE Day anniversary should not just be that we mark it because a few of those who took part in the war are still alive. If that was the reason, there would be little point in marking the 2039-2045 centenary at all.
So a bigger challenge for our leaders, marking this anniversary, is how far they can begin to shape a new narrative about what these foundational moments in our history would mean once the war does finally slip beyond living memory. That is a central part of what it is to be a nation – to have a story about how our past, present and future are linked. What does who we are today, and how we got here, mean for the next chapter?
The events of 1945 shaped the lives of everybody who has lived in this country since – not only because the war was won, but also thanks to the choices made at home and abroad after it ended.
Yet this has been a year when those foundations of democracy and the multilateral order are in peril. How we could do with recapturing the spirit of 1945, however distant it may seem to us now.
That was a time when money was scarcer than today – yet where people faced the future with hope.
Sunder Katwala is the director of thinktank British Future and the author of the book How to Be a Patriot: The must-read book on British national identity and immigration.
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Fresh eyes can expose what the Curse of Knowledge has hidden.
Leadership today can feel like flying a plane through dense fog.
You’re managing priorities, pressures, and people. You’re flying through turbulence, and the instruments keep changing. And still, you’re expected to chart a clear course, adapt to change in real time, and help others do the same.
But what if the biggest threat to your trajectory isn’t external? What if it’s how your own experience shapes what you can no longer see?
When experience becomes a blindfold
The Curse of Knowledge is a cognitive bias that occurs when we become so familiar with something that we stop examining it. Once we “know” something, our brains tag it as settled. We make it part of the mental autopilot.
That’s helpful for getting through a busy day. But it’s dangerous in an environment that demands change.
Here’s how it shows up:
“That’s how we’ve always done it.”
“We already tried that.”
“Our customers wouldn’t go for it.”
These aren’t facts. They’re filters — installed by past experience, running quietly in the background. We don’t notice them because they feel like truth. But the real problem is that we stop questioning them.
The Curse of Knowledge makes it harder to see new solutions, new paths, and new ways to solve the new challenges you’re facing.
And in a business like yours — where competition is fierce, timelines are tight, and customer expectations keep evolving — that can cost you dearly.
From obstacle thinking to possibility thinking
There’s a different way to lead through uncertainty, and it starts with possibility thinking.
Possibility thinkers don’t assume that the first roadblock is the end of the road. They’re willing to look again. To question what seems fixed. To ask, “What else could be true?”
This isn’t wishful thinking. It’s disciplined curiosity.
And in industries balancing new technologies, workforce dynamics, economic pressures, and rapid change, curiosity is one of the most underutilised competitive advantages available.
Here are three practical ways to break out of the Curse of Knowledge and shift from “obstacle” to “opportunity”:
1. Assumption smashing
Most of what limits your thinking isn’t a real rule. It’s a made-up one — created by your brain based on all your past experience and expertise.
People absorb assumptions from their own history: what’s worked, what hasn’t, what got praised, what got shut down. But just because something was true once doesn’t mean it’s true now.
Assumption smashing is the act of surfacing those invisible “rules” and breaking them on purpose.
In innovation sessions, it often takes just one bold move — and it shifts the entire room. Once someone questions what others were treating as non-negotiable, it unlocks the permission to do the same.
One person’s reframing can become everyone’s breakthrough.
As a leader, that person needs to be you. You go first — and show others that it’s not only allowed to question assumptions, it’s expected.
2. Change the question
If a team is stuck, the problem might not be the problem. It might be how it’s being defined.
Small changes in language lead to big differences in thinking. Let’s say the goal is to reduce customer churn. It could be framed as:
“How can we retain customers?”
…or:
“How can we surprise our customers?”
“How might we create something they’d brag about?”
“What would make them stay, even if a competitor charged less?”
Each question sends the brain down a different path.
The goal isn’t to wordsmith. It’s to find the frame that leads to fresh possibility.
3. Borrow a brain
Sometimes teams are simply too close to the problem.
That’s why bringing in someone who doesn’t “know how it works here” can be so powerful. They’re not stuck inside the same patterns. They don’t carry the same assumptions.
Invite a colleague from another department. Pair up a veteran with a next-generation team member. Ask a new hire what they see.
Fresh eyes can expose what the Curse of Knowledge has hidden.
You’re already flying — just don’t forget to check the map.
Pilots check their instruments constantly. They don’t assume. They cross-check. They adjust course when needed.
As a leader, that same discipline matters.
The Curse of Knowledge isn’t a flaw. It’s a cognitive bias — a natural part of how human brains work. But it doesn’t have to decide what’s possible. It can be challenged, and others can be led to do the same.
You’re already flying the plane.
Now ask yourself: Are you still headed in the right direction?
The most dangerous limits are rarely external.
They’re the ones that go unquestioned.
Susan Robertson empowers individuals, teams, and organisations to more nimbly adapt to change, by transforming thinking from “why we can’t” to “how might we?” She is a creative thinking expert with over 20 years’ experience speaking and coaching in FTSE 500 companies. As an instructor on applied creativity at Harvard, Susan brings a scientific foundation to enhancing human creativity. To learn more, please visit: SusanRobertsonSpeaker.com.
In a world increasingly defined by scarcity, one resource is emerging as the most quietly decisive factor in the future of industry, sustainability, and even geopolitics: water. Yet, while the headlines are dominated by energy transition and climate pledges, few companies working behind the scenes on water issues have attracted much public attention. One of them is Gradiant, a Boston-based firm that has, over the past decade, grown into a key player in the underappreciated but critical sector of industrial water treatment.
A Company Born from MIT, and from Urgency
Founded in 2013 by Anurag Bajpayee and Prakash Govindan, two researchers with strong ties to the Massachusetts Institute of Technology (MIT), Gradiant began as a scrappy start-up with a deceptively simple premise: make water work harder. At a time when discussions about climate change were centred almost exclusively on carbon emissions and renewable energy, the trio saw water scarcity looming in the background.
Their insight was that some of the world’s largest industries—semiconductors, pharmaceuticals, chemicals, food and beverage—were facing acute water-related challenges long before the general public grasped the issue. “Without water, these industries don’t just slow down; they stop,” Bajpayee has often remarked. What Gradiant offered was not just a way to save water, but a way to rethink how it is used, recycled, and valued.
The Engineers Behind the Mission
Anurag Bajpayee, the company’s CEO, whose academic path took him to MIT, where he completed a PhD in Mechanical Engineering focused on water treatment technologies. It was there that he met Govindan, a fellow engineer and now Gradiant's co-founder and COO, whose expertise complemented his in fluid mechanics and process engineering.
Unlike many founders who drift towards the language of venture capital and corporate strategy, Anurag Bajpayee and his team remained grounded in the technical problem: how to make industrial water treatment more efficient, more affordable, and more sustainable. The company still bears the imprint of its founders’ engineering roots. Gradiant is less Silicon Valley startup and more MIT lab, albeit one that has quietly expanded across Asia, the Middle East, Europe and North America.
What Gradiant Actually Does
The company specializes in designing and building bespoke water treatment and reuse systems for industrial clients. Its technologies are aimed at enabling factories and plants to reclaim water that would otherwise be discarded as waste, reducing both the amount of water withdrawn from natural sources and the volume of contaminated water discharged.
At the heart of Gradiant’s portfolio are proprietary technologies such as Counter Flow Reverse Osmosis (CFRO), Carrier Gas Extraction (CGE) and Selective Ion Recovery (SIR), developed from the Gradiant founders’ early research at MIT. Unlike traditional methods like reverse osmosis, these systems are designed to handle highly contaminated or complex wastewater streams, enabling clients to extract clean water even from previously unusable sources.
But Gradiant does not sell “one-size-fits-all” machines. Each project is tailored to the customer’s unique needs. For a semiconductor plant in Singapore, this might mean achieving ultrapure water reuse levels of 98%; for a food and beverage factory in Texas, it might be about safely treating wastewater for discharge while minimising energy consumption. The company's approach—sometimes called "solutioneering" internally—is both its competitive advantage and its raison d'être.
Expansion Without the Usual Hype
Gradiant’s growth has been quietly impressive. From its first commercial project in the oil and gas sector, it has gone on to complete over 500 installations worldwide. The company has raised more than $400 million in funding from a mix of institutional investors and private equity firms, achieving so-called “unicorn” status, with a valuation reportedly over $1 billion.
Unlike many green tech firms, Gradiant’s expansion has not been accompanied by flashy marketing campaigns or grandiose statements. Instead, the company has preferred to build credibility client by client, particularly in Asia, where water-intensive industries and growing environmental pressures make its services indispensable. Anurag Bajpayee, never one to speak in superlatives, frames the company’s expansion as a “response to urgent need” rather than a triumph of business.
Inside Gradiant’s Operations
At its core, Gradiant is still an engineering-first company. Anurag Bajpayee and Govindan, both technically trained and heavily involved in the company’s operations, have instilled a culture where R&D is not just a department but the lifeblood of the business. The firm currently holds more than 250 patents globally, a testament to its ongoing commitment to innovation.
But Gradiant’s success is not just about technology. The company has differentiated itself by offering not just equipment but full-service solutions, including project design, construction, operations, and maintenance. This full-stack approach has been particularly attractive to clients in highly regulated industries, who need water management solutions that work seamlessly and reliably without requiring deep in-house expertise.
Gradiant’s clients include some of the world’s largest manufacturers, including Fortune 500 companies in sectors like microelectronics, pharmaceuticals, and energy. Some, like semiconductor producers, rely on Gradiant to help them meet stringent water reuse targets while maintaining ultra-clean production environments.
Navigating a Changing World
Gradiant operates at the intersection of several converging trends: climate change, regulatory pressure, and industrial decarbonisation. In many regions, water scarcity has become the limiting factor for industrial growth, sometimes more than energy availability or supply chain constraints.
While public attention often focuses on domestic water use, it is industries that consume the lion’s share of freshwater. Gradiant's pitch is straightforward: industries will have to do more with less, and Gradiant offers the tools to make that possible.
Anurag Bajpayee is keenly aware of the paradox that water, despite being vital, is often underpriced and undervalued, especially when compared to energy. “We don’t pay what it’s worth, only what it costs,” he told an audience at a recent conference. Yet, the landscape is shifting. Regulators, investors, and companies themselves are increasingly acknowledging water as both a business risk and a social responsibility.
What's Next for Gradiant?
Looking ahead, Gradiant appears poised to play a central role as industries adapt to water scarcity. Yet, Anurag Bajpayee remains cautious about the hype cycle. "The problem we’re working on isn’t going anywhere," he says. "It’s not a question of innovation alone, but of execution—of making sure these solutions actually reach the places that need them most."
In an era where water risk is increasingly material to business, Gradiant’s quiet, technically grounded approach may prove to be exactly what is needed.
(The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of Eastern Eye. The publication does not endorse or take responsibility for the accuracy of any statements made by the author.)
From desks to dreams: A journey of girls’ empowerment