ArdorComm Media Bureau
February 24, 2026
We would like to understand more about the initiatives taken under your leadership at your institute, sir.
I joined ICFAI University, Mizoram, on 1st August 2025. My background is from Jawaharlal Nehru University, Delhi — Class of 1984.
I spent more than 14 years in the corporate world, and overall about 25 years in Mumbai. My last assignment was as Vice President for a group of investment companies. Initially, I joined as a direct recruit officer with The New India Assurance Company back in 1990.
So my approach is not purely as an academician or educationist. I use more of a corporate model — results first, need-based planning.
One of the first things I did was start the PhD programme. There are many faculty members working as Assistant Professors in Mizoram and Manipur who, despite working in colleges and universities, do not have a PhD. So this initiative was propelled by that need.
The response has been good. For the first batch, we made the written examination and interview very tough. After filtering, seven candidates were selected. They have completed their coursework and have been certified.
For the second batch, we received 62 applications, mostly from Mizoram and Manipur. Thankfully, we are covering two states.
You will also be surprised to know that, unlike many other private universities, we have 30 foreign students this year. That number is likely to increase to 60+, as we have strong connections with Myanmar, particularly the Chinland region.
Our philosophy is simple — if we touch lives, let us touch them meaningfully. We strive to be very strong on the curriculum side. Anyone who enrols with us, we aim for them to pass with distinction — 80% plus — and at least a first division of 75% plus.
At the same time, we are equally strong in co-curricular activities. Mizoram has a very strong cultural background, especially in music. Our students participate in pop and music contests. In fact, some celebrities are products of our university, and two of our newly registered PhD scholars are celebrities in their own right.
We also celebrate real achievers in society. For example, on 11th February, we are celebrating a lady who was imprisoned in Tezpur Jail from 1975 to 1981 during the Mizo National Front movement. She later married a returnee from the Mizo National Army. Cultural identity is a strong component of our institution.
Recently, we have also started focusing on sports. We participated in the Association of Indian Universities tournament, where 41 teams competed. It was a knockout tournament, and we reached the fourth round in our very first attempt. Next year, we aim to go further.
We are also planning to create a fund to support talented students in sports who are financially weak, giving them space to grow and excel.
Another major reform I am planning is to change the placement model. There are over 10,000 Mizos working abroad. With their support, our placements will increasingly be international.
For example, 22 young Mizos are currently serving in the British Army, and 24 footballers are playing in separate football leagues abroad. So the myth that Mizos are not keen to go outside is incorrect.
Currently, six of our students from Hospitality and Tourism are interning at JW Marriott Goa. After their internships, we will encourage international placements — better money and greater exposure. I believe this is a very interesting model, and in a few years, many institutions may start copying it.
In forums like this, where academicians, government representatives, EdTech corporates, and startups are present, how do such platforms help the larger community?
I think this is a very good initiative and can be expanded. India has North, South, East, and West — you can rotate such forums regionally, like a football tournament or a zonal competition.
We often talk about academia and corporate collaboration, but there is a third segment — the government. They must also be brought in meaningfully. You have started engaging bureaucrats, which is a good move. They have connections and influence — that should be tapped strategically.
Another important point is that you have involved Vice Chancellors. If more VCs participate collectively, they can take decisions on the spot.
Corporate representation will always be there. Strategically, I think this is a very strong move.
ArdorComm Media has just completed its fourth year of existence. Any message or good wishes you would like to share?
I believe that with more discipline and a more strategic approach, much more can be achieved.
Rather than depending only on the government, you can also tap into corporates and the financial sector, especially through well-laid-out CSR processes.
You have different segments — schools up to Class 10, colleges, and universities. Working across these three layers or degrees of operation can create a strong ecosystem.
I believe you have already started that journey. Continue with discipline and strategic clarity, and you will grow further.