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Can you share your journey from the defense sector to becoming an academician? How are you enjoying it? I got a very unique opportunity while I was in the defense. I was asked to start one IISER, Indian Institute of Science Education and Research Berhampur. There were some issues where the Ministry of Education thought that some senior officer from the army can help establish this institute. So I went on deputation for 2 years and I raised that institute. I always keep telling my people that I left IISER in 2 years, but IISER never left my head. So once I was looking at my second innings, education was a natural choice. While I was in defense, of course, it is the most prestigious work you can do for the country. But I believe that every profession, every domain is important for the country to grow. There I was doing a specific job, but here I am dealing with the next generation of society, the next generation of the country, and people who are going to work in different domains. There will be somebody in defense, somebody in corporate, people in industry, education, and all other fields. So here I am able to contribute to all those domains. So possibly this is a much bigger, much more important job, and I am thoroughly enjoying it. Do students get inspired to join defense or bureaucracy like UPSC after interacting with you? I regularly interact with my students. Other than normal courses, every week I have a session with them. But my aim is never to motivate them to join the forces. I always say that you must pursue your aptitude. The basic issues which I have learned in the forces, I try to help them imbibe. The aspect of discipline, the importance of sincerity—whatever job you are doing, you must make sure it is ethical, it contains values, and whether it is going to benefit society and the country. If I am able to instill those qualities, I think wherever they go, in whichever field they work, they will do wonders. They will help society and the country. Regarding UPSC, this issue is very close to my heart. People going for UPSC, whether at the central or state level, are the destiny makers of this country. There is no doubt about it. Whether you are doing IAS or public service at the state level, it is a very important job. But normally, people go for the job because they become ultimate leaders, they have power, and they enjoy perks and privileges. Whereas I try to tell them that it is service to society. I also feel that people should not waste what they are learning. I have seen students doing engineering or medical and then preparing for UPSC with sociology or political science. So firstly, they have wasted government resources. So here I have started a program in Public Administration. While they are doing their undergraduate degree, they are also taught how to prepare for the examination. Two advantages are there. Firstly, there is no double effort. Whatever subject you are learning here will be used for the competitive examination. Secondly, there is no duplication of effort. People will be able to take up the job at an early age. Normally, in UPSC, people join around 30 years of age, but my aim is that they should be less than 25. So they do well for themselves, and the country also benefits. Are there any key skilling initiatives under your leadership at the institute? This has always been very close to my heart because I come from the Indian Army. There, they say that you have to be skilled at your job. In any field, whether education or sports, there is always a winner and a runner-up. But in the profession of arms, there is only one—you either win or you lose. So skill is very important. If you have to fire a weapon or operate a radar, you have to be an expert because there is no second chance. In Operation Sindoor, if we did not get casualties, it was because our people were experts. Thousands of drones were fired from across the border, but our people did not allow them to enter. Otherwise, given our population density, even one hit could have caused massive casualties. So the weapon is good, but the man behind the weapon is even better. That is the importance of skill. When I came here, I started a skill development program in collaboration with the Life Sciences Sector Skill Development Council under the Ministry of Skill Development. The training provided led to 100% recruitment. After a few months, I took feedback from the company, and the company head said that in his three decades of service, these were the smartest recruits he had ever seen. He also said that usually new joiners take 3 to 6 months to learn, but our recruits were delivering from day one. They were employable immediately. That is a big achievement. We also run several industry-oriented programs where professionals from industry come and take classes. They are not regular faculty, but they bring real-world experience. What are your key takeaways from today’s forum? I must thank you for this. The best thing about such events is that all stakeholders come under one roof. That is the biggest advantage. We understand each other’s needs—whether it is educationists, industry, or media. We also get to know best practices being followed and can adopt them for everyone’s benefit. So bringing all stakeholders together and sharing best practices are the two best outcomes of such events.  

We would like to know a few highlights about IIIT Surat. So IIIT Surat, we are a young institution, we are 8 years old, we started in 2017. And I think the journey ever since I took charge in 2024, I am just trying to grow it exponentially. So we have doubled the students, we have doubled the faculty, but infrastructure is in a great shape. We are having a new campus which will be hopefully inaugurated by the Honourable Prime Minister in December. But I think I want to emphasize one thing, which all of our colleagues have also mentioned, including the Chair of the session. See, we have to focus today in India on quality. There is a lot of gap, the number of institutions are mushrooming. There is a serious issue on quality. And I am not saying quality casually, I am saying we have to focus on quality faculty recruitment, programs, industry partnership. Let us not do things for the sake of it, but do things that really make an impact on the lives of these wonderful students, who I believe are the best in the world. In a state like Gujarat, where people have an entrepreneurial mindset, is it challenging for you as an institution like IIIT, or are students still willing to become entrepreneurs? No, that is a great question. I think we are now seeing the mindset changing. First of all, hats off to Gujarat. I have been here one and a half years, and the entrepreneurial skill of Gujaratis, including our students, is world class. They beat everybody hollow. So I think we have to learn from them, and that is commendable. What is happening now is that students at every level, right from the first year onwards, of course third and fourth year that is a given, but even early-stage students are thinking of startups. They have ideas either in the product space or in the service space. And I think as people in leadership roles, as Directors or Vice Chancellors, it is our objective to ensure that we really help them, we hold their hands, and take them into the startup ecosystem. So for example, I am leaving no stone unturned in ensuring that a large number of our students have startups. Whatever they want, whether it is money, infrastructure, registering a Section 8 company, or advice, absolutely no problem at all. We are going out of the way. Because I think today our success is measured, as even said by the Honourable Minister of Education Dharmendra Pradhan, that we should not be job seekers now, we should be job givers. And I think that change I am really seeing happening around us. It is slow, but it will pick up very aggressively. As an institution of national repute, what kind of aspirations do students bring, and how do you handle that responsibility? The admission problem, all the students are coming through JEE, or M.Tech students come from the GATE exam. So we have the least of issues. IITs and IIITs do not have any issue about students. They are the best in the world. I say they are the best in the world, not just India. If you look at some of my students from IIT Delhi, they are now Executive Vice Presidents reporting to Satya Nadella. So they are much ahead of us, but we feel very proud of it. So to answer your question, the challenge that we face today is a positive challenge — how can we give back to the system? We are not here for ourselves. How can we give back to the ecosystem to make it a very high-quality, go-to institution? There is no break. It is 7 days a week, 12 to 15 hours a day, but it is great joy because you are doing it for the best minds in the country. But I must also say that students in India are bright. The top 25% are top-notch, they will be leaders. Satya Nadella was not from IIT, and many of them were not from IIT. They were from private institutions. So wherever you go, there is talent, there is a burning desire to do something great and become a leader. It is a great time we are living in, but we have to give it back. There are no shortcuts. We have to work very hard. In terms of skilling initiatives, what key developments or examples would you like to share? I think skilling, as we discussed in the last panel, requires a mindset change. You have to invite a large number of industries, start with the local region. For example, start with Gujarat and then go outside Gujarat. When industries come to your campus frequently, it makes a huge difference. There is no week in my campus where we do not have people from industry coming. Every week the schedule is completely stretched, but students love it. So I think this skilling aspect is very important. It is now time where we need to figure out strategies — not just problems — but strategies that we can work on to reduce the gap. I think that time has come now. What are your key takeaways from today’s Education Leadership Summit and Awards? First of all, congratulations to ArdorComm. This is commendable. I was even telling my students that such events serve a purpose. There is a lot of hard work involved — inviting people from all over — and you are growing. It is only 3–4 years now, but you are serving a purpose of bridging ecosystems. You are getting people from industry, startups, academia, and government together. That itself is commendable. Such events, whether in Ahmedabad or anywhere in the country, will continue to play a very important role going forward. We are living in times where changes are happening every day. Next month, I do not know what new technology will come. So we have to

The name “Providentia” is quite unique. Can you elaborate on its meaning and philosophy? “Providentia” means the ability to see the future. It is inspired by an Egyptian concept where the goddess represents foresight. The idea behind the name is to enable students to see the future and then act accordingly. Just like your platform envisions the future of education, we want our students to become future-ready individuals. Can you tell us more about your school and its reach? We have been established in Jamnagar for the last 10 years. Most of our students come from Jamnagar and nearby areas, including rural regions within a 40 km radius. We follow the CBSE curriculum. After attending today’s session, it has really ignited a new wave of thinking in me. It has pushed me to rethink and reshape the way education is imparted in our school. We will definitely adopt new approaches, especially around technology and an important area like cyber safety. We have taught children how to use the internet, but we have not yet taught them how to stay safe from it—and that is extremely important today. In a city like Jamnagar, how do you balance academics and preparing students for competitive exams while also making them future-ready? This is a big challenge. Skill development and competitive exams do not always go hand in hand. Competitive exams are more like a race; they are not necessarily about skills but about catering to a specific intellectual level. These exams exist because there are limited seats in institutions, so they are designed to filter students accordingly. It does not mean every student is meant for something like IIT. If a student who is not aligned with that mindset is pushed into such a system, it may not benefit them. So, competitive exams and skill development are two different things. But as educators, we must prepare students for both. We need to design an education system that caters to every type of learner—whether average, bright, or somewhere in between. Each student should get what they need based on their abilities. How do you address the digital gap between Tier 1 cities and smaller cities like Jamnagar? Ahmedabad may be a Tier 1 city, and Jamnagar a Tier 3 city, but today technology has reached everywhere. Almost every school now has digital labs or at least a multimedia room. While Tier 1 cities may have more advanced facilities, schools in smaller cities are also actively adopting technology. The difference lies more in paying capacity than availability. Despite limitations, schools everywhere are trying to build modern, technology-enabled learning environments. What are the key factors that attract parents and students to your school? From day one, I have told parents that marks and books are not everything. Knowledge is no longer confined to textbooks—it is available everywhere. We need to build a skilled and innovative India. For that, we must think beyond textbooks and marks. Parents often say they want their child to be like “Rancho” (from 3 Idiots), but during PTMs, they still focus only on marks and ranks. This mindset needs to change. We must evaluate children not just on academics but also on their skills. Some students may excel in studies, others in different skills. We need to recognize and nurture both. What are your key takeaways from today’s forum? I feel that everyone is working in isolated patches. Each school or institution is doing its own work separately. The biggest takeaway for me is that these “patches” need to come together. When combined, they can create something revolutionary. If we bring together ideas, efforts, and innovations from different stakeholders, we can build a strong roadmap for the future of education and for shaping students’ lives.  

What initiatives are being undertaken under your leadership at i-Hub Gujarat? We are a Government of Gujarat enterprise working with higher education institutions and schools to promote innovation and entrepreneurship. i-Hub supports students in their journey from “mind to market.” We help them ideate solutions to real-world problems in industry, society, and the market. We provide exposure, capital, and grants, ensuring that they build innovations that are useful for end users. I attended your conference today, and it was a great program. Such platforms help in sharing best practices. While product innovation is important, process, systemic, and pedagogical innovations are equally critical. These interactions inspire institutions that are just beginning their journey and allow them to replicate successful models. As a government body, our role is to support such platforms where creativity and innovation are being promoted. When it comes to skilling and innovation, is there a specific level where students should begin? Under our Student Startup and Innovation Policy, any student from Grade 8 onwards is eligible. We have four key focus areas. First, we aim to promote creativity among school students. Second, we work with higher education students, including those in non-professional courses like BA, BCom, and BSc. Third, we focus on professional education such as engineering and management. We do not restrict support to any one segment. We support students across all stages—idea stage, research stage, and product stage. We provide grants of up to ₹2.5 lakh for idea-stage projects in schools and colleges, and up to ₹10 lakh support through i-Hub. Overall, the government is investing significantly to empower young innovators and help them express their creativity. How do platforms like this, bringing together academia, corporates, and government, contribute to society? Such platforms are extremely valuable because policymakers like us get direct insights into what is happening on the ground. This helps us design better, more agile policies. At the same time, stakeholders such as institutions, students, and faculty get an opportunity to interact with policymakers and share feedback. These platforms act as a bridge between beneficiaries and policymakers. They bring together institutions, students, government bodies, and the private sector on one platform. I saw many institutional leaders here today, which shows their commitment to innovation and education. Platforms like yours play an important role in strengthening this ecosystem. Any message or wishes for ArdorComm as it completes four years? You have built this platform with your own effort and vision, which is commendable. From a government perspective, your contribution towards implementing the vision of the National Education Policy is noteworthy. We believe platforms like yours act as complementary enablers alongside the government in achieving educational goals. Together, the public sector, private sector, and civil society can bring meaningful change in the coming years.  

What is your perspective on NEP 2020 and its implementation in early childhood education? NEP is about implementation, transformation, and policy. Transformation cannot happen with a closed or transactional mindset—it requires an open mindset. Leaders play a crucial role in implementing NEP. They must take initiatives to prepare people, especially teachers. When we build people, we help them grow. Today, many institutions prefer experienced teachers, but experience often comes with a traditional mindset. We need to create space for new learning, adaptation, and innovation. Old methods, textbooks, and examination patterns must be paused to allow room for change. A teacher handles everything in a classroom. If they are occupied with traditional tasks like maintaining registers and logbooks, they won’t have time to innovate. While setting standards is a leader’s job, personalization is equally important. Managing personalization for 40 students is challenging, so teachers need proper training, methodologies, and continuous support. Teacher training and leadership support systems are essential for real transformation. In early childhood education, how important are hygiene and infrastructure standards? Hygiene is essential, but I would define it more broadly as institutional readiness. If the environment is not hygienic, secure, and well-equipped with medical support, children will not feel safe. A clean, secure, and friendly environment builds trust. Without that trust, children may attend school physically but will not truly engage or develop. Basic requirements like cleanliness, proper washrooms, fire safety systems, and medical facilities must be in place. Beyond that, the environment should feel warm and welcoming. When children trust their environment, they are able to express themselves, learn better, and develop holistically. Hygiene, therefore, is a fundamental part of institutional development. What is your view on digital hygiene in early childhood education? Digital hygiene is still lacking, and this may be uncomfortable to admit. Many teachers use platforms like WhatsApp to share activity links, including AI-based tools. However, these links are often not secure. A young child can easily navigate away to other platforms like YouTube. Digital hygiene requires continuous guidance. Parents must be actively involved. If a child is using a device for even 30 minutes, a parent should be present during that time. While schools may implement secure systems within classrooms, the real challenge lies at home. Accountability is key. Without supervision and guidance, children may consume inappropriate or irrelevant content. Parents need to adjust their routines to ensure proper monitoring of their child’s digital consumption. What are your key takeaways from today’s forum? It has been an amazing experience. Leadership also requires mentorship, and being around experienced people is very important. This platform brings together different generations—boomers, millennials, and Gen Z—each with different educational backgrounds and experiences. This kind of interaction helps bridge the generational gap. Such collaboration is essential if we aim to build a strong future. Guidance and mentorship are crucial, and I hope to carry forward this legacy while also becoming a mentor for the next generation.  

Can you tell us about The Mindcraft School and its vision? Thank you so much. I am the Director Principal of The Mindcraft School, Surat. It is an upcoming new project, and this is our first year. We are coming up with a CBSE school but with a completely different model based on inquiry-based and competency-based learning. The word “Mindcraft” has a deeper meaning—“mind” and “craft” together signify crafting minds. Crafting requires precision, and that is how we have carefully chosen and researched the name. It is not just a name but a philosophy. From the preschool level onwards, we follow an inquiry-based and competency-based model. There is no rote learning; instead, the focus is on understanding, learning, and becoming responsible and well-read citizens in this era of innovation and skilling. What initiatives are you taking in terms of innovation and skilling? We are focusing strongly on skill development. Even when students learn music or dance, it is integrated with skill-building. We also have a dedicated sports academy within the school. One of the key initiatives we have introduced is one hour of compulsory sports every day for every child, starting from preschool. It is structured, with trained coaches guiding them. This helps in developing social skills and building resilience, especially in handling failures. We aim to first shape them into the right human beings and then guide them towards academics. What are your key takeaways from today’s event? One of the best aspects of today’s event is the blend of school education and higher education participants. As I mentioned earlier, education follows a spiral learning system. A school cannot function in isolation. We need to prepare students for the next stage—college. If we are not aware of what colleges expect, we cannot prepare students effectively. The discussions today helped us understand what higher education institutions are looking for, and accordingly, we can align our approach. It is about working backward from the desired outcome. Any message or wishes for ArdorComm as it completes four years? Many congratulations and best wishes. It is just four years now—I would say let’s move towards 14 and even 40 years ahead. I have been associated with your events for almost three years now. It has always been a great experience. It was wonderful to be part of this forum.  

Can you tell us more about Noble University and its journey? We started our journey in 2007, and in 2022 we attained university status. We began with just a B.Pharm program, and since then, we have come a long way. Today, we offer courses in engineering, pharmacy, nursing, Ayurveda, homeopathy, and management. We currently have around 7,500 students on campus, and the journey that started in 2007 is still progressing strongly. Is AYUSH education also a part of your university? Yes, all the required components of AYUSH are there, and we are actively working on them. How are innovation and skilling being promoted at your institution? We are actively promoting innovation and skills. We have received support and scholarships from startup initiatives by the Gujarat government and KCG. Under their guidance, students are coming up with new startups and innovative ideas. We are providing them with platforms to work on these ideas, and things are progressing in a very positive direction. Do you have incubation facilities at your university? We are in the process of establishing incubation facilities. After becoming a university, there are several aspects we need to develop, and this is one of them. We are working on it and will have it in place soon. How do you approach admissions and outreach, especially being located in Junagadh? Junagadh has now become an education hub of Saurashtra. Students come not only from Junagadh but also from nearby areas like Dhoraji, Gondal, Keshod, and Jetpur. We provide transportation facilities, with buses operating daily, and we also have hostel facilities on campus. Around 2,000 students stay in hostels at any given time. How do platforms like this, bringing together academia, government, and corporates, benefit the education ecosystem? Such platforms allow us to share ideas and gain new perspectives. If these ideas are implemented, they contribute to the growth of universities and students. In the 21st century, we are growing rapidly as a nation. We are not just following global trends—we are setting them. Platforms like this bring everyone under one roof to exchange ideas. However, it is important that these discussions also reach students, as they are the ultimate beneficiaries. I would suggest that students should also be invited to attend such events so they can directly observe and understand what is being done for them. Any message or wishes for ArdorComm as it completes four years? I have been associated with your organization since its inception. I have seen your journey from the very beginning. The growth over the past four years has been remarkable, and the number of people connected with you has increased significantly. Keep doing this good work. As Mother Teresa said, “What you do today may seem like a drop in the ocean, but the ocean would be empty without that drop.” So keep contributing consistently. I wish the entire team all the very best. Even after four years, I see the same energy in your work—keep going, and we look forward to staying connected in the future.  

You have been associated with this event for quite some time. How do you view the evolution of such platforms? It is my pleasure. I have been associated with your event for the last three to four years. Previously, I worked with ISRO, and this is my third term as a Vice Chancellor. I was going through the tracks you have planned—from education policy reforms to the role of AI and ICT. The kind of industry presentations you have arranged, such as Microsoft and ERP solutions, are very relevant. These technologies are already being used in teaching-learning processes and governance practices. In terms of innovation and skilling, what initiatives are being taken at your university? I follow three different philosophies for technology adoption in a university. Technology adoption in classrooms is the easiest. Adoption in governance practices is the next level. The most difficult is adoption in laboratories, as it requires significant investment. In our university, we have multiple faculties such as health, medical, dental, Ayurveda, and nursing. We have invested in advanced equipment even beyond regulatory requirements. For example, fetal medicine, CT scan, MRI, and advanced pathology labs are not mandatory as per council norms, but we have established them. Such infrastructure benefits both students and faculty. On the engineering side, we have installed DGX H200 systems, which are considered a standard today. We have identified five verticals where this technology can be applied: health, agriculture, education and governance, manufacturing industry, and geospatial (GOI-related applications). In AI, our focus is on these five key sectors, aligning with the needs of digital transformation. How do forums like this, which bring together academia, government, and corporates, help society? Everything cannot be done in-house. Our main task is teaching, learning, research, and innovation. Technology development is the strength of industry. Universities cannot build ERP systems or large-scale equipment on their own. Collaboration is essential. Such events provide a single platform where universities and industry partners can interact and understand emerging technologies. For example, developing large language models is extremely challenging—even at a national level. So instead, we are working on small language models. We have downloaded models and are applying them across our five verticals. We have dedicated teams working on prompt engineering and model distillation. Similar to how DeepSeek was developed using open-edge approaches, we are following similar methodologies. Within a short time, we expect to develop our own AI solutions, which will be integrated into university governance. However, adopting AI is not just about technology—it also requires restructuring workflows. Humans will not be replaced; instead, AI combined with human effort will enhance efficiency. Any message or good wishes for ArdorComm as it completes four years? You are doing wonderfully well. Your presence is across India, and your events cover multiple sectors and geographies. I still remember when I suggested organizing an event in Ahmedabad while I was in Rajasthan. Now, it is good to see your expansion in Gujarat. Gujarat has over 100 universities, and the government is very proactive in technology development. A significant budget has been allocated for long-term programs in education and technology. Now it depends on university leadership to present the right proposals and take advantage of these opportunities. You are doing a great job—keep it up. Looking forward to your future events.