Companies & Sectors
Kingfisher assets flying away while taxman watches

 Why the aviation and tax authorities, currently busy sealing bank accounts which have been cleaned out anyways, did not hold the assets back on the ground while they could is unknown. Those aircraft flying the Indian flag and by rights should not have been allowed to leave India to be de-registered and then re-registered till the dues are paid

Probably the most iconic of all aircraft in the Kingfisher fleet was VT-KFA. The first of the aircraft delivered to Vijay Mallya’s then start-up aircraft in June 2005, this Airbus-320, factory serial number 2413, was the toast of almost every photo-op and publicity stunt pulled off and reported on by an adoring media who could not lap up the fine food and raiment on offer fast enough.
 
It was also part of the package put forward by Kingfisher as “security” when they took more by way of funds from the various Indian banks a few weeks ago. Recall the Rs4,000 crore plus value put on “brand” by Grant Thornton for Kingfisher? Well, the brand just flew out, leaving a big void behind. And our Indian banks now hold a brand which isn’t carried even on its own airplanes.
 
And now, with the curtains rapidly being drawn on a chapter of aviation in India well and truly funded by the Indian taxpayer, this aircraft looking seriously in need of a bath has been spotted on a “return to leasing company” flight in Dublin. Other aircraft from Kingfisher, still sporting UB and Kingfisher colours, have been spotted at other exotic refuel and refit locations as far apart as Shannon/Ireland and Vancouver BC/Canada, doubtless due for a quick repaint and then redeployment elsewhere in the world—maybe even back to India in somebody else’s livery.
 
The only way to track such aircraft is by the manufacturer’s serial number which in effect does not do anything for the rights of the entities who are owed dues, whether taxes or debts, anywhere in the world. In other words, the aircraft which owes you money could be right in front of you with a brand new registration, and you won’t be able to do anything about it.
 
How did this happen, were the Indian authorities as always asleep while the planes were being flown out of India, or is it something deeper?
 
The Internet is now full of photographs of Kingfisher aircraft popping up at locations globally, repossessed by leasing companies, but how did this happen—was the Directorate of Civil Aviation (DGCA) asleep, or hiding behind legalese suited more to let assets escape from India?
 
We don’t know. We do know, however, that these aircraft were purchased by Kingfisher using public money. They were then sold to leasing companies, which are one line post box numbers behind doors in tax havens, deeply hidden behind corporate veils but certainly provided with banking guarantees by foreign banks and their secretive methods. These sales were then booked as ‘profits’, which looked wonderful on balance sheets, and more money was then raised by selling equity at a premium to the Indian banks and public. Again more taxpayer money.
 
Meanwhile, the lease rentals were paid in such a way that the aircraft manufacturer kept getting his instalments and the tax benefits of paying lease payments were written into the books in India. And, as though by magic, the same airplanes were shown as assets to take yet more loans. Until one fine day they vanished from India, by a stroke of a pen, deleted from the Indian registry.
 
Very simply, think of it this way—you take a loan from your father to buy a car. Next day, you sell the car back to a leasing company which provides you with the cost of the car, and blow up the money in a series of big parties. Meanwhile, you keep taking more money from your mother to pay the loan back to your father, both of whom do not know that the car is not in your name anymore. After some time, you stop paying the leasing company the money, and ask your father for more money to buy petrol-tyres-battery and pay the driver, showing your father the family name painted on the side of the car as proof and collateral. On the weekend, when your mother and father have gone to the temple, you sell the car in cash to some new buyer who you have fooled, and then while he is not looking, drive it out of the back door and return it to the leasing company—who repaints the car and rents it back to you. At which point when your parents return from the temple, the new buyer demands a car from them, which now they have to provide. And if it is not confusing so far, at that point you bring the same car again but in a different colour with a new registration, and charge your parents for providing the same car to the new buyer.
 
Now, and this is the twist in the tale—the leasing company in the first case belonged to a politician friend of yours who had salted the money stolen from your parents. Remember, the aircraft manufacturer has to be paid, in time, always. So what you have to do is to keep pilfering money from wherever possible, preferably your parents, so that the leasing company keeps getting enough to pay the aircraft manufacturer. And to do that you have to make sure that your politician friend keeps the law and the taxman away from you in your home country.
 
At the end of this cycle, you now own an aircraft free of all liabilities, you also own the leasing company, you have a good history with the manufacturer, you have huge palaces and yachts and vintage cars and more all over the world, and your parent’s name is mud—so all you do is change your surname or the way it is spelt, and start again.
 
The big problem here is the complicity of the authorities in India. Why the aviation and tax authorities, currently busy sealing bank accounts which have been cleaned out anyways, did not hold the assets back on the ground while they could is unknown. Those aircraft flying the Indian flag and by rights should not have been allowed to leave India to be de-registered and then re-registered till the dues are paid, which due diligence is the job of the leasing company and bank abroad.
 
Meanwhile, on a personal and sentimental note, goodbye VT-KFA. I got a feeling we are going to see Airbus 320 manufacturer’s serial number 2413 again, in India, as something else, soon.

(Veeresh Malik started and sold a couple of companies, is now back to his first love—writing. He is also involved actively in helping small and midsize family-run businesses re-invent themselves. Mr Malik had a career in the Merchant Navy which he left in 1983, qualifications in ship-broking and chartering, a love for travel, and an active participation in print and electronic media as an alternate core competency, all these and more.)

User

COMMENTS

jack

5 years ago

This is absolute rubbish...

james

5 years ago

Are you out of your mind what nonsense have you written. Do you even know how airlines operate. The word leaser itself tell you they lease aircrafts to all airline around the world. Lease is paid every month to the leaser by the airline company. Only for indian operations like for setting up of infrastructure etc., are taken from indian banks. The leaser took the aircraft from KFA in loss after a settlement agreement, else they might have lost the aircraft completely.
Iam not with KFA but it really boils my blood when idiots like you are given a chance to right such a stupid article.

REPLY

venkat

In Reply to james 5 years ago

dear james,
I think you are privy of how airlines operate across the globe. for a layman, what happens to the lease the airlines has been paying from the day the aircraft has landed on indian soil. if the lessor has got a chance to take away the entire aircraft....some dots are surely missing.
DID KFA fly all of us for free.......

malq

In Reply to venkat 5 years ago

Whether wet-lease or dry-lease, the obligations to the flag state and state of registration come first. In this case, there are huge salaries, service tax, income tax, duties and other implications which take priority over commercial debts.

The asset being permitted to go away without proper bonds acceptable to the Indian authorities is inexcusable.

rgds/VM

venkat

In Reply to malq 5 years ago

surely agree with you VM, i don't fathom why we are so in efficient to this deliberate plundering of investors wealth and national pride and are mute spectators. SATYAM, MAYTAS HILL COUNTY, AIRINDIA, COMMONWEALTH GAMES left with only good seaman eyes!!!!

malq

In Reply to james 5 years ago

Dear James, thank you for writing in and I do hope your blood unboils soon, it is my contention that everybody has been given a chance to write, right or wrong.

Yes, I do know how airlines and leasing companies operate, and also the roles of the lessor and lessee. You may please guide me on the role of the "leasor".

Have a nice day. An asset which flew an Indian flag sitting on Indian territory part of the larger colateral to Indian banks has been permitted to fly away. By who? And why? That'st one of the questions.

For the rest, your views are noted...

rgds/VM

Ranjit

In Reply to malq 5 years ago

If it is a fact that the air crafts were financed by Indian Banks, then obviously it would be a mortgage, and any sale or lease of these mortgaged assets without the Indian banks consent would invite criminal prosecution.

malq

In Reply to Ranjit 5 years ago

It is a bigger fact, dear Ranjit (and thank you for writing in) that:-

a) The DGCA and MoCA were smartly introduced into the lease agreements between airline and leasing company to "agree" to release the aircrafts in case of default, in priority to other claims that may arise from any entities in India. This is unheard of. There are multiple other claims that precede that of the commercial lender - taxes, employee salaries, customs duties &c &c.

b) One of the colaterals offered was the "brand value" of Kingfisher. When the aircraft itself with the brand on the outside has been taken away, the brand repainted and covered up, then what's left of that brand value? (Estimated at 4000 crores by Grant & Thornton and then forced on to the Indian banks as "colateral".)

rgds/VM

a v moorthi besides TIHAR

5 years ago

when a bank finances a movable asset the ownership is transferred to the lending institution even though asset continues to be with the borrower if asset is disposed off by the borrower is a clear case of 420. Banks will have recourse to re posses the asset while initiating case of cheating where in the borrower can become neighbour of Spectrum Raja in TIHAR

Job Change—competition from Chinese products

As business in the Gulf started to prosper, the Chinese onslaught started to squeeze the profits. For them, profit was not the motive; perhaps ‘acceptance’ by international buyers was more important; besides, they did not have any system of wage controls or labour obligations. This is the third part of the series describing the travails faced when setting up an international business in the seventies

There was one final lot of pipes that had to be disposed quickly so that the consignment is cleared, and the dues for the Bank of Baroda settled. It was a good lot containing a good range of highly demanded pipes, which would sell as hot cakes. So, I decided that I offer it to a friend and called Rakesh Dewan, whom I knew well in Beirut, and whose father MS Dewan was one of the pioneers in marketing Indian goods in the Middle East.

Rakesh received me well, but, as he had a large stock in house, he declined, but suggested that I offer the consignment to Ajay, his erstwhile partner, whom I recall having met in Dubai, rather briefly, a couple of visits earlier. Promptly I called on him and made the offer. We had a chat over a cup of coffee, prepared by Shankar, who had worked with Amitabh Bachchan, in his early days in the film world.  It was not long before Ajay gave me a cheque and requested that I have it encashed before issuing a delivery order. It was an impressive move, considering the general practice was to obtain the purchase order, have the goods collected, and let the seller run up and down for his money!

The following day, in the afternoon, Mr Lobo called to confirm that, indeed, cheque had been cleared and he had authorised delivery for the following day.  Promptly, when I called to thank Ajay, his able deputy Prem Dayal Sinha advised that Ajay had l left for Agra on an urgent work and would be back in a day or two, when he would surely return my call.

Yes, Ajay did call back, and invited me to have dinner at his Al Shaab residence, and talk over future plans. It was a pleasant evening and he was trying to find out my future plans. I had a couple of offers from my own clients to join them, as a working partner earlier, but I had not made up my mind, as I did not know them well enough. But Ajay wanted me to seriously consider his offer to take over and run his company, and treat it as my own.

Couple of days later, after great deliberations at home, I accepted the offer to join him, and for the next six years, it was nothing but work, work and more work. 

His family had couple of foundries and Kajeco was owned and operated by his brother Vijay, who manufactured top quality manholes covers and other CI materials. He was also a prominent exporter. As I sat browsing through the catalogues, I was invited to Ajay’s office to meet Lala Kedernath Agarwal, his father. For a moment I was surprised beyond belief... to see senior Agarwal standing in front of me...

My mind raced back to Beirut and to my office at 505, Piccadeli Centre, on Rue Hamra, in the year 1972 or so.

Normally, when I had a visitor, my office door was closed or at least ajar. And I had kept one visitors’ chair in my office so that there is no interruption in our discussions. But, this tall, well built gentleman simply pushed his way in and announced “I am Kedernath”. Both of us were taken a back, but I managed to say, sir, welcome to the office, but I would appreciate if you can wait for a while, until I am able to supply this exporter’s requirement?  “But I am the chairman of the Cast Iron Panel and did not your office inform you?” Sorry, not so far, but still, I would like to complete the work with this gentleman before I can assist you. Rozine, had just come behind him, and stood helplessly. Reluctantly, Mr Kedernath went back to sit in the visitor’s chair, which was visible from my office.

He joined me a few minutes later when the visitor left, being picked by Mustafa to take him to meet his client, with whom Rozine had set the appointment. We always tried to assist exporters on a first come first served basis.

Just then, Ashok Khattar walked in, apologizing for the delay and walking in without an appointment or intimation; he had brought Mr Kedernath, whom then he officially introduced, as Lala Kedernath Agarwal of Kajeco Industries, BC Iron Foundry, etc.

All that he wanted was to know all the importers of cast iron products in the area and definitely wanted to inspect the OK Foundries in Beirut. In the discussions that followed, it became clear that they had gone to OK Foundries, up in the mountain and were not allowed to enter the premises by the security. Lala was upset, but was determined to see the foundries, which were his most powerful dislodgeable competitors in the Gulf region, particularly, Saudi Arabia. It did not take long for me take them back to meet Ohannes Kassardjian, the owner, who was happy to meet me, and extend his courtesy to his fellow manufacturer from India. 

Here I was standing before the formidable Lala with Ajay, his son! He ordered his son to leave us alone for a few minutes; spoke to me in an extremely nice fashion, and asked me to help and make Ajay a successful businessman in the country. “We shall fully support you and stand by you”.  Lala had spent a few days in Kuwait, stopped for the night in Dubai, before catching his flight to Delhi.

In the next few years, I had several meetings with him, though, it was with Vijay my dealings were and our work went on without a hitch.

The first step we took was to take a trip to Saudi Arabia to meet out important and major consumers, but the obtaining the visa was not easy; one had to get an ‘invitation’ from the Saudi buyer (who acted more as a guarantor), and hopefully get the visa from the consulate.  Ajay had already received invitation, and asked if I can get one from one of my contacts?  I had a suitable letter of introduction, from a member of the royal family, arranged through a friend of mine and armed with that letter I went to the consulate, which had a serpentine queue of visa seekers. They were mostly truck drivers seeking entry and exit permits and were regulars. This letter was several months old, and the consulate always insisted on fresh letters in the current month of application.  I had to take a chance.

My application was accepted, and receipt issued, but the clerk asked me to wait for a few minutes. An hour later, I was ushered into the office of the Consul General, who simply asked: “what is your relation with the prince?” As politely as I could, I declined saying it was something that I would not like to answer. “Do you know where you are now?”  "Yes, I am aware, I am on Saudi Territory; but I am also aware of my responsibilities, as I have worked in a government of India organization. Sir, please accept the letter of introduction and issue me the visa; if not, kindly decline, and return my passport with the letter”. I stood for a moment or two; he did not reply, and I excused myself, and walked out.

I felt upset and angry; and that, the very first attempt to get a visa on my own had backfired.  Returning home, I shot a detailed message to my friend Mohammed explaining the situation and mentioning that I was looking forward to meet him on a visit very soon. One or two hours later, I received a call from the consulate to come and collect the passport.  When I did, it contained the visa!

Our trip lasted for some ten days and on the whole successful.  We spent more time in Riyadh, where Kajeco had assisted a foundry established by engineer Abdullah; it had a number of trained staff from the Agra foundries, and they were supplementing their requirements from Indian sources, principally from Kajeco. I knew Abdullah well from my earlier visits to Amman and we got off well, right from the start. We returned to Dubai, with great number of orders, and couple of days later, I was on my way to visit Agra, for the second time in my life. From then on, a visit to Agra was mandatory after every visit to Saudi Arabia, which was generally on a quarterly basis i.e. effect shipments and go in for new orders.

There were no cinemas for entertainment; only in-house movies on the TV and long hours.  Naturally alcohol was strictly prohibited but the attraction was the scope for business, and long working hours.  Riyadh was not an open society and if you had no friends and visiting on business, your room TV was your sole entertainment. 

With construction activity on an unprecedented scale, merchants received us well, and despite the huge profits they were making, would do their best to squeeze every cent off our prices. Our products commanded respect and quality conscious buyers gladly paid a small premium; we added, rather slowly, other items to our inventory, and we had expansion plans in our minds of opening offices in London and Hong Kong.

Yes, we started feeling the Chinese onslaught in the market that was cheaper than us in some items. We realized that Chinese sold their goods at times cheaper than the cost of raw materials at international prices. For them, profit was not the motive; perhaps ‘acceptance’ by international buyers was more important; besides, they did not have any system of wage controls or labour obligations. What could we do to fight this uneconomical menace?

We simply supplemented our stocks with their cheaper items, as the market demanded and accepted these; concentrated on high-quality and superior items meeting international standards demanded by exacting and quality conscious contractors by making them in our own foundries. We could afford to buy in bulk and ensured priority shipments so that we had the advantage.

At this stage visiting Hong Kong to know more about the Chinese operations became imperative. I had visited Taiwan earlier, but getting a visa to China was not going to be easy. With the help of our Chinese contacts we were contemplating our moves. I decided that it was best that we establish a representative office in Hong Kong, but yet could not make up our mind, considering the financial commitments.  I returned back, with dreams of a breakthrough in the Far East. 

(AK Ramdas has worked with export organisations, initially in India. His international career took him to places like Beirut, Kuwait and Dubai at a time when these were small trading outposts. From being the advisor to exporters, he took over the mantle of a trader, travelled far and wide, and switched over to setting up garment factories and then worked in the US. He can be contacted at [email protected])

You may want to read more:

User

COMMENTS

Ratanlal Purohit

5 years ago

YES SURE KRITHI
I TOO WOULD LOVE HIS NOVELS. HE WRITES LIKE A BEST SELLER NOVELIST AS I SAID EARLIER
REGARDS
Ratanlal Purohit

Krithi

5 years ago

Mr. A K Ramdas writing style is just brilliant which captures even a layman to get hooked on to his articles / features.

Look forward to reading more of his features

Regards,

Krithi

Ratanlal Purohit

5 years ago

AK Ramdas writtes like best seller Novelists.
I was at a loss to find the substance in his details.
His message could have been contained in a SMS.

"Chinese competition is tough. They dump the goods in the market to wipe out the competition and then rule."
But it is a short term strategy. A good purchaser never leaves his trusted supplier totally. A well developed Single sourcing on sustainable basis goes a long way in the Supply chain. As a production networking with our Japanese counterparts they outsourced us 20% only at an discount of 20%. A good permanent relation is never disrupted suddenly to ensure RELIABILITY.
SQUEEZES ARE TEMPORARY. IT IS SURVIVAL OF THE FITTEST. Ofcourse state run business is different ball game.
Ratanlal Purohit

Fuel adulteration—a sting in the tail

There is a real danger for people who have taken stands especially when using the RTI Act of India 2005, but then one will not live forever. And also, there is some truth in the saying that it all comes around eventually

A few weeks ago, I received a veiled sort of threatening call in connection with one of the articles I had written, and happened to mention this to a friend of mine. These things have stopped bothering me now, for more than one reason, because if somebody has to do something—they will not threaten. Agreed, there is a real danger for people who have taken stands especially when using the RTI (Right to Information) Act of India 2005, but then one will not live forever. And also, there is some truth in the saying that it all comes around eventually.

Here is one such episode:

This was way back in December 2005. The episode is picked up from a previous article on Moneylife, which itself was about a government officer being burnt by the fuel mafia in Maharashtra: The fuel mafia must go up in flames.

“If you live in any city for any length of time, you very soon get to learn which are the ‘good’ filling stations and which are suspect. By and large, the “CoCo”, or “Company Owned Company Operated” pumps are reliable, and the long lines of motor vehicles waiting outside would bear testament. And then, there are those which are totally unreliable, which even the locals avoid.

One such filling station, operated by HPCL, was located inside the largely residential area of Aundh. Living in nearby Baner myself, I had been warned not to take diesel from there, by others in the same area. Despite this, one fine day when I was away, the office staff decided to top up the car-and took fuel from there.

I got into Pune, and as soon as I started driving the car, felt the difference in performance. So I went to the filling station in question, and asked to see the owner, the manager and the complaint book. The answer I got from the attendants was, in all three cases, that the owner was a senior Congress politician, Datta Gaikwad, in those days loyal to Suresh Kalmadi, who was also a leading HPCL (Hindustan Petroleum Corporation) distributor as well as kingpin in the automobile and fuel business in and around Pune and for that matter all over the Maharashtra and Goa belt, and that I could lump it but nothing and nobody was available.

In addition, I was given the usual spiel by the hangers-on about how non-Maharashtrians were damaging the fabric of the city, which was even then becoming the standard ploy.

So, in the next phase, I decided to escalate the issue to HPCL. One Mr Ingle was listed as the HPCL area manager and his mobile phone number was provided. I called Mr Ingle, who gave me, in turn, the royal run-around, and directed me to visit his office, offer a written complaint, provide him with samples, and do many more things, in triplicate and in three bottles full. Interestingly, within one hour of that phone call by yours truly, I started receiving calls from the dealer as well as his ‘friends’ who wished to meet me, to advise me. In Pune, people know what this ‘advice’ means.

A lesser man would have given up at this juncture-but by then I was in full flow, so I escalated the issue by email and written letters to everybody there was at HPCL. Interim, of course, I made sure I avoided Aundh—because by then HPCL and their cohorts, one GSV Prasad Gottipati, chief regional manager, presiding, had started laying on the heat. Open threats, followed by tapping of telephone bills and data therein, as well as insinuations which were followed by a major campaign by no less than the chief manager, PR & Corp Communication, Laxman Motwani, to force me into withdrawing my complaint.

The matter then reached another level when the Maharashtra Herald, an independent newspaper in those days, organised a methodical survey of over 60 filling stations in the Pune-Pimpri-Chinchwad area, for fuel quantity and quality. The report was carried on its front page and was very illuminating. The MH was sold to the Pawars subsequently and the rest is media history.

Eventually, of course, somebody from assorted directors and chairman’s offices offered apologies. Another bunch promised action. Some people got transferred around. And Life went on.”

Till, somebody from Pune sent me a link to another article, this time by the “Pune Mirror”. Which also showed that I had mis-spelt the name, the proper spelling was “Ingale”. Manohar Ingale. I have it in my old correspondence.

CBI nets HPCL officer—“The Anti Corruption Bureau (ACB) of Central Bureau of Investigation (CBI) has raided several flats, offices and bungalows belonging to Manohar Maruti Ingale, a project manager with Hindustan Petroleum Corporation Limited (HPCL) on Friday evening.”

 

Could this be, perchance, the same Manohar Ingale, who was probably involved in threatening me? And what, by now, has happened to Datta Gaikwad and Suresh Kalmadi?

But that’s not the point. The bigger point is this—we cannot live in fear of what may happen all our life. Yes, risks have to be taken, and precautions taken to counter threats. But one can not stop doing what one has to because of threats.

Each one of the players mentioned in this report above, and more, all the way up to the top at HPCL, pushed me in a variety of ways.

At the same time, there were even more people from HPCL who quietly provided me with information on this, and more.

You have your choices, you can stand in front. Or you can fight from the sidelines, even from behind, but fight to improve things you must.

This article is by way of thanks to the army of people from HPCL, some serving, some retired and yes, and yes, some unfairly fired, who helped.

(Veeresh Malik started and sold a couple of companies, is now back to his first love—writing. He is also involved actively in helping small and midsize family-run businesses re-invent themselves. Mr Malik had a career in the Merchant Navy which he left in 1983, qualifications in ship-broking and chartering, a love for travel, and an active participation in print and electronic media as an alternate core competency, all these and more.)

 

User

COMMENTS

Sanjay C

5 years ago

We are a Mafia state now.

REPLY

Ratanlal Purohit

In Reply to Sanjay C 5 years ago

Diagnosis is half the treatment

Pawan Duggirala

5 years ago

"You have your choices, you can stand in front. Or you can fight from the sidelines, even from behind, but fight to improve things you must"....just became my most favourite quote.Thank you again for sharing your experiences.

Ratanlal Purohit

5 years ago

GOOD.
THE CANDLE IS GROWING TO LIME LIGHT.
Remembering Poet Bharat Vyas song Yeh kahani hai Nirbal ki Balwan se. Yeh kahani diye ki aur Toofan ki.

P M Ravindran

5 years ago

'...but fight to improve things you must.'

Amen to that.

Krishnaraj Rao

5 years ago

Excellent, Veeresh. Glad to read this! Kudos, and more power to you. May your tribe multiply.

K B Patil

5 years ago

I hope this Ingle and Kalmadi get their just desert and share a common cell wherein they can entertain each other with stories of 'HOW THEY TRIED TO FOOL ALL THE PEOPLE ALL THE TIME" but could only "FOOL ALL THE PEOPLE FOR SOME TIME" till God said, "enough is enough".

Ratanlal Purohit

5 years ago

Yes single crusader is at risk against the organised crime supported by the very persons who are at the hem. Very few like Subramaniam Swamy dare take it to its logical conclusion.
All those who want to fight for transparency should operate as a group. But then we have to permit NGOs to seek RTI. At least individual risk to life will be reduced considerably.
More and more like minded groups will then come forward. Ingles will then can be singled out.
Good job. I FULLY AGREE WITH VEERESH. YOU FULLY JUSTIFY THE NAME GIVEN TO YOU BY YOUR PARENTS.
Ratanlal Purohit

REPLY

malq

In Reply to Ratanlal Purohit 5 years ago

Dear Ratanlal Purohit ji, thank you for writing in.

Each small candle in a corner of a dark room. That, and the freedom to be a bit of a maverick, though not without the support and even if I may say so, cover provided by MoneyLife and the good people there.

Shall certainly let my mother know about the name giving part.

Some day, shall publish what she said when somebody landed up to provide a threat in the form of "advice".

Best/VM

Ratanlal Purohit

In Reply to malq 5 years ago

Ricardo Semler's book Maverick is the best book on Workplace management that is being studied by even Boston or Harward. We have to be a maverick in our own way.
I am sure the conviction and courage will take anyone to the pinnacle.
Keep it up.
Waiting to hear your mother's advice to you. But because of Veermata Shivaji was Shivaji
rbp

We are listening!

Solve the equation and enter in the Captcha field.
  Loading...
Close

To continue


Please
Sign Up or Sign In
with

Email
Close

To continue


Please
Sign Up or Sign In
with

Email

BUY NOW

The Scam
24 Year Of The Scam: The Perennial Bestseller, reads like a Thriller!
Moneylife Magazine
Fiercely independent and pro-consumer information on personal finance
Stockletters in 3 Flavours
Outstanding research that beats mutual funds year after year
MAS: Complete Online Financial Advisory
(Includes Moneylife Magazine and Lion Stockletter)