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The fatal crash of Air India’s Ahmedabad–London flight has left India in mourning and thrust the Tata Group’s ambitious airline revival into crisis mode. As investigators continue to probe the cause of the disaster, public scrutiny has turned sharply toward Air India’s recent transformation efforts, and whether its legacy baggage is proving too heavy for a smooth takeoff.

Read more:<a href="https://www.storyboard18.com/special-coverage/air-india-crash-tata-sons-chairman-n-chandrasekaran-says-worst-day-of-my-professional-career-70099.htm"> Air India crash: Tata Sons Chairman N. Chandrasekaran says, ‘Worst day of my professional career’</a>

For Air India, the tragedy represents not just a devastating loss of life, but a high-stakes reputational setback. The crash threatens to derail a complex turnaround strategy spearheaded by Tata Sons, which re-acquired the airline in 2022 after decades of state control. The Tata Group, revered for its corporate stewardship, now finds itself at the center of a storm that tests not just its leadership but its promise to restore one of India’s most iconic, and troubled, brands.

An Airline Still Fighting Old Demons

Air India’s reputation has long been marred by operational inefficiencies - delays, unclean cabins, inconsistent service - many of which persisted even after the Tata takeover. Passengers often cited aging aircraft and lackluster customer service as emblematic of the carrier’s broader decline under government ownership.

In December 2022, in an effort to shed that past, Tata brought on London-based consultancy Futurebrands to lead a sweeping rebranding effort. The result: a new logo, fresh livery with gold, red, and purple tones, and a visual break from the cheerful but outdated Maharaja mascot.

Yet despite the cosmetic makeover and the change in ownership, systemic challenges endured.

Transformation in Progress—but Perceptions Lag

In a recent interview with CNBC-TV18, weeks before the crash, Air India CEO Campbell Wilson outlined a five-year strategy aimed at repositioning the airline as a world-class global carrier with a distinct Indian identity. He described a journey from “stabilization” to “sufficiency” and now “efficiency.”

Since 2022, Air India has grown its fleet from under 100 to nearly 300 aircraft, bolstered by a historic 470-aircraft order. The airline has also invested in modernizing infrastructure, IT systems, product quality, and staffing.

“These are not short-term fixes,” Wilson said. “This is a sustained transformation to build long-term financial and operational strength.”

But the crash has thrown a spotlight on the slow pace of perceptible change.

“Not Just a Setback—It’s a Blow to a Brand Already Under Pressure”

Santosh Desai, Managing Director and CEO of Futurebrands India, acknowledged the severity of the crisis, emphasizing that while any airline would be impacted by such a tragedy, Air India’s situation is uniquely precarious.

“There’s already a sense of public disappointment with how little visible change has occurred since the Tata takeover,” he said. “When an incident like this happens, it compounds that disappointment and makes the brand seem even more vulnerable.”

Air India’s core issue, he argued, lies in the lingering association with inefficiency. “Despite a change in ownership, passengers don’t feel a significant difference. Add to that a major crash, and the trust deficit widens. This is more damaging for a brand like Air India.”

Desai praised the Tata Group’s immediate response - transparent communication, leadership visibility, and financial support for victims’ families - but warned that reactive gestures must give way to ongoing, substantive engagement.

“One complaint I would have against the Tata and Air India is that they are not communicating the reality of the problems. Their communication should be much more centered around the steps they are taking in terms of how they are improving; they should be sharing a report card with the public. What they instead do is some fancy advertising— beautiful but utterly meaningless. We (consumers) want to know how Air India is going to improve.”

Read more:<a href="https://www.storyboard18.com/special-coverage/air-indias-flight-path-forward-a-test-of-legacy-and-leadership-70137.htm"> Air India’s flight path forward: A test of legacy and leadership</a>

He added, “They have shied away from answering hard questions. And I think this crash will put even more pressure. It’s high time they stop running away from the problem and start communicating in a real sense with consumers. That is the expectation that most people will have from Air India.”

A Pivotal Moment for Public Trust

Samit Sinha, Founder of Alchemist Brand Consulting, echoed the urgency of this moment. “Just as the airline was trying to distance itself from its past, this crash risks reinforcing fears about safety and competence.”

He compared the situation to Boeing’s well-documented issues with the 737 Max, cautioning that mishandled crises leave lasting damage. “Public memory may be short, but reputational scars run deep. Air India needs to show that its heart is in the right place. Do the right thing, and do it transparently.”

Read more: <a href="https://www.storyboard18.com/special-coverage/tata-group-pledges-rs1-crore-to-families-of-air-india-crash-victims-in-ahmedabad-70094.htm">Tata Group pledges Rs1 Crore to families of Air India crash victims in Ahmedabad</a>

Read more: <a href="https://www.storyboard18.com/special-coverage/air-india-blacks-out-its-social-media-after-ahmedabad-london-plane-crash-70025.htm">Air India blacks out its social media after Ahmedabad-London plane crash</a>

Lloyd Mathias, a senior brand strategist, said the Tata Group’s swift and compassionate response was a good first step. “They’ve started well—owning up and commiserating with victims’ families, announcing ₹1 crore in compensation, and sending counselors. But legacy operational issues remain. The real test will be when flyers actually feel a meaningful improvement in experience and safety.”

He added that while the Tata Group enjoys strong consumer trust, that confidence doesn’t automatically extend to Air India. “This is an acquired brand, and the bulk of travelers still feel there hasn’t been a dramatic improvement. The rebranding looks great—the new livery, cabin crew uniforms, even the music. But passengers judge airlines by punctuality, consistency, and service—and that change is still a work in progress.”

Boeing’s Burden, Air India’s Accountability

As the investigation unfolds, questions are also being raised about Boeing, whose safety standards—particularly with the 737 Max—have come under fire in recent years. But as experts point out, the airline typically bears the brunt of public reaction, not the aircraft maker.

“Most passengers don’t know or care whether it’s Boeing or Airbus,” said Mohit Hira, co-founder of Myriad Communications. “It’s Air India’s logo they see. If this is a technical fault, Boeing will take a hit. But if it’s operational or human error, the impact on Air India will be far deeper.”

He added that the public’s emotional trust, while hard to quantify, is critical to the brand’s survival. “Passengers today have few alternatives for international travel from India. But emotional trust still matters. The airline’s response, both immediate and long term, will decide if flyers feel safe and respected. The crew, too, are brand custodians—their confidence can either reinforce or undermine trust.”

A Make-or-Break Moment

Nisha Sampath, Managing Partner at Bright Angels Consulting, called this a “make-or-break” moment for both Air India and the Tata Group. “Air India is a brand that has come with its own baggage over the decades, and the latest disaster has added to this. The steps they take in the coming days and months will be critical—not just what they do, but how clearly they communicate those actions to the public.”

She pointed out that safety, though often assumed in aviation, must now be actively demonstrated and branded. “Just as IndiGo built its brand around on-time performance, Air India must now develop cues around safety, precision, and checks. Their communication so far has been empathetic and professional—that tone must continue.”


“This Is Not the Time to Berate the Brand”


Harish Bijoor, founder of Harish Bijoor Consults Inc urged a measure of compassion amid the criticism. “This is a moment of grief. Air India is in the middle of a terrible loss of lives. Accidents like these can happen to any airline, and this is not the time to berate or nitpick,” he said.

In moments of crisis, he argued, brands need support—not just scrutiny. “We must stand with Air India and the families affected. What matters most right now is compassion.”

As Tata grapples with this crisis, the future of Air India hangs in the balance. Experts agree that the brand can recover, but only through consistent action, greater transparency, and visible improvements that align with the airline’s promises. The crash may not define Air India’s future, but how the airline and its parent company respond in the days and months ahead certainly will.

Read more: <a href="https://www.storyboard18.com/digital/indigo-spicejet-akasa-air-rally-behind-air-india-after-ahmedabad-plane-crash-70205.htm">IndiGo, SpiceJet, Akasa Air rally behind Air India after Ahmedabad plane crash</a>

Air India’s Tragic Setback: Tata-led airline brand under scanner

In the lead-up to Sony’s marquee broadcast of India’s tour of England 2025, the network is locked in a legal standoff with a leading DTH operator, Tata Play. In an exclusive with Storyboard18, Harit Nagpal- CEO and MD of Tata Play clarified that there has been no attempt to sabotage Sony's business by way of influencing advertisers or media agencies.

The ongoing dispute between Tata Play and Culver Max Entertainment (Sony Pictures Networks India) has intensified, with the matter now reaching the Bombay High Court. The development comes after the Telecom Disputes Settlement and Appellate Tribunal (TDSAT) directed Sony to take down allegedly misleading messaging related to Tata Play’s platform.

Nagpal reiterated that Sony channels were not removed from the platform and that the current measures of removing Sony channels from base packs were aimed at making content delivery more affordable and relevant for users. When asked if Tata Play tried to influence advertisers and media agencies against the broadcaster to which Nagpal said, "I have a job to do—and that does not include meddling in advertising decisions. I do not earn anything from advertising, nor do I track how much it costs. Advertising is not my domain, and any suggestion that I’m influencing media agencies or advertisers against Sony is completely baseless."

Nagpal further said, "Do I have any personal enmity with them? If I had enmity, I wouldn't be carrying it. I am carrying their channels and I am paying them money. Every day, new customers are activating these channels. We’re facilitating that. We even display numbers and ask customers to call and activate them. In fact, the more activations that happen, the more revenue I earn."

TDSAT on May 27 ordered Tata Play to pay ₹40 crore and stayed the disconnection, the tribunal also restricted Culver Max from displaying on-air scrolls — a direction that was later extended to include online communication.

Calling the order arbitrary and in violation of Articles 14, 19(1)(a), and 19(1)(g) of the Constitution, Culver Max has requested the High Court to quash the TDSAT's gag directive and stay its implementation until the final verdict. The matter is listed for hearing on June 16. 

Asked if the DTH operator is trying to arm twist the broadcaster due to its upcoming India tour of England by taking off Sony channels from the platform, to which Nagpal said, "This is not a channel takedown situation. When someone has a dispute and takes down a channel, it means none of their subscribers can view it. That's not the case here. We’ve not removed any Sony channels from Tata Play’s platform. This is a regular practice we follow, driven by data and aimed at improving affordability for our subscribers."

Nagpal further said, "We observed that there’s a wide gap between channels people subscribe to and the ones they watch. Often, when channels are bundled, people pay for all but watch only one or two. We particularly monitor customers who are slow to recharge—5, 7, sometimes even 15 days late. That’s an indicator they don’t see value in what they’re paying. We remove channels for users who are least engaged but also offer them a way to bring it back."

TDSAT in its order had directed both the parties to reconcile the matter. When questioned if Culver Max and Tata Play are willing to reconcile to resolve the dispute to which Nagpal said, "There’s no need for reconciliation. The issue stems from a notice we received claiming that we owe ₹128 crore. We are paying them and the outstanding amount will be paid too. There is no dispute of payment."

<a href="https://www.storyboard18.com/television/exclusive-we-have-not-discontinued-sony-says-harit-nagpal-md-and-ceo-of-tata-play-69880.htm">Read more: EXCLUSIVE: "We have not discontinued Sony," says Harit Nagpal, MD and CEO of Tata Play</a>

No enmity with Sony, not influencing advertisers or media agencies: Tata Play's Harit Nagpal

The ongoing dispute between Tata Play and Culver Max Entertainment (formerly Sony Pictures Networks India) has intensified, with the matter now reaching the Bombay High Court. The development comes after the Telecom Disputes Settlement and Appellate Tribunal (TDSAT) directed Sony to take down allegedly misleading messaging related to Tata Play’s platform.

Tata Play MD and CEO Harit Nagpal, in an exclusive conversation with Storyboard18, clarified that no Sony channels were removed from the platform and that the current measures are aimed at making content delivery more affordable and relevant for users.

Nagpal said, “Sony was running a ticker claiming “Tata Play has dropped Sony channels” and even directing viewers to contact other operators. That created confusion. So, we approached TDSAT. The tribunal directed Sony to remove the ticker and cease miscommunication on social media. Sony has challenged this in the High Court, but the High Court hasn’t issued a ruling yet.” 

TDSAT on May 27 ordered Tata Play to pay ₹40 crore and stayed the disconnection, the tribunal also restricted Culver Max from displaying on-air scrolls — a direction that was later extended to include online communication.

Calling the order arbitrary and in violation of Articles 14, 19(1)(a), and 19(1)(g) of the Constitution, Culver Max has requested the High Court to quash the TDSAT directive and stay its implementation until the final verdict. The matter is listed for hearing on June 16. 

<a href="https://www.storyboard18.com/television/culver-max-moves-bombay-hc-against-gag-order-by-tdsat-in-tata-play-dispute-69797.htm">Read More: Culver Max moves Bombay HC against gag order by TDSAT in Tata Play dispute</a>

When asked if the DTH operator is trying to arm twist the broadcaster due to its upcoming India tour of England by taking off Sony channels from the platform, to which Nagpal said, "This is not a channel takedown situation. When someone has a dispute and takes down a channel, it means none of their subscribers can view it. That's not the case here. We’ve not removed any Sony channels from Tata Play’s platform. This is a regular practice we follow, driven by data and aimed at improving affordability for our subscribers."

Nagpal further said, "We observed that there’s a wide gap between channels people subscribe to and the ones they watch. Often, when channels are bundled, people pay for all but watch only one or two. We particularly monitor customers who are slow to recharge—5, 7, sometimes even 15 days late. That’s an indicator they don’t see value in what they’re paying. We remove channels for users who are least engaged but also offer them a way to bring it back."

Nagpal explained, "So, for a small subset of subscribers, we remove under-watched channels—channels with high reach but low viewership—for instance we remove those channels for 30-40% subscribers and reduce their pack price accordingly. For example, if their original pack was ₹300, we bring it down to ₹260. We inform subscribers that they can add back channels with a missed call, if they wish." 

When asked about the way to identify those subscribers to which Nagpal said, "For instance if I see that 55% of my subscribers have Sony packs and according to BARC data only 9-10 percent of them are watching the channel then there is a huge gap. I don’t have the means to detect who these 9-10 percent audience is, so we remove those channels. People who want to watch it recharge and enjoy the content. So far we have only seen only 13 percent of such loyal subscribers of Sony re-activating the channel while 87% are enjoying the content, which is available to them at low cost." 

When asked if consumers today re-activate the channel if taken out from the base pack to which Nagpal said, "Absolutely. Every time when new content airs, 10,000 to 20,000 subscribers give a missed call to re-add a channel. But only 13% of those whose packs were modified actually do that. The other 87% enjoy the lower cost and recharge more frequently. It’s a win-win for them and for us, even though I lose revenue. I'd rather retain a subscriber at ₹250 than lose them at ₹300."

TDSAT in its order had directed both the parties to reconcile the matter. When asked if Culver Max and Tata Play are willing to reconcile to resolve the dispute to which Nagpal said, "There’s no need for reconciliation. The issue stems from a notice we received claiming that we owe ₹128 crore. We are paying them and the outstanding amount will be paid too. There is no dispute of payment."

According to TATA Play, despite a decade-long business relationship during which approximately ₹4,000 crore has been paid—including ₹700 crore annually in recent years— Sony Pictures Networks India's (Culver Max Entertainment) issued a sudden demand for ₹128.42 crore via a notice dated May 21, 2025. The DTH operator had argued that the amount was neither due nor payable and that significant payments had already been made following a prior communication from March 2025 seeking ₹300 crore.

At the time of publishing, Culver Max Entertainment had not replied to Storyboard18’s queries regarding the matter.

<a href="https://www.storyboard18.com/television/tdsat-stays-%E2%82%B9128-42-cr-demand-against-tata-play-orders-%E2%82%B940-cr-interim-deposit-67559.htm">Read More: TDSAT stays ₹128.42 cr demand against Tata Play, orders ₹40 cr interim deposit</a>

<a href="https://www.storyboard18.com/television/breaking-after-tata-play-airtel-tv-drops-zeel-channels-amid-tariff-dispute-69827.htm">Read More: Breaking: After Tata Play, Airtel TV drops ZEEL channels amid tariff dispute</a>

<a href="https://www.storyboard18.com/television/cable-operators-side-with-tata-play-urges-sony-to-refresh-content-69779.htm">Read More: Cable operators side with Tata Play, urges Sony to refresh content</a>

EXCLUSIVE: "We have not discontinued Sony," says Harit Nagpal, MD and CEO of Tata Play

Culver Max Entertainment Pvt. Ltd., the broadcaster behind channels like Sony SAB, Sony Max, and Sony Sports, has approached the Bombay High Court challenging an order by the Telecom Disputes Settlement and Appellate Tribunal (TDSAT) that barred it from making public statements regarding Tata Play’s removal of its channels from DTH packs.

It should be noted that Culver Max has not challenged TDSAT order granting partial relief to Tata Play and stay on disconnection notice issued to the DTH operator.

In a writ petition (a copy of which is with Storyboard18) filed on June 6, Culver Max contends that the May 30 order by TDSAT is “ultra vires” and curtails its right to free speech and trade. The dispute stems from Tata Play’s decision in May to drop 25 Culver Max channels across 106 DTH packs, allegedly without prior notice, thereby violating both contractual terms and Telecom Regulatory Authority of India (TRAI) guidelines.

"The Impugned Order is wholly arbitrary, and discriminatory in as much as it prevents the Petitioner from being able to defend itself from allegations levelled against it by viewers/subscribers of its channels on social media platforms."

"In the absence of any specific finding that the content/messages/posts by the Petitioner were misleading,
defamatory or violative of any TRAI Regulations, the Impugned Order imposing restraint is arbitrary and
unsustainable in law. In fact, it is the pleaded case and admitted fact by Respondent No. 2 in its Broadcasting
Petition, as well as on the social media platform "X", that changes were made to its base packs and the Petitioner's channels were discontinued. The Hon'ble TDSAT has failed to consider these admissions"

Culver Max alleges that Tata Play not only failed to inform the broadcaster about the changes, but also misled subscribers by implying the channel unavailability was Culver’s fault. After receiving a slew of subscriber complaints on social media, Culver responded via public posts — prompting Tata Play to file an application before TDSAT seeking a restraint on such communications.

The tribunal’s order directed Culver Max to remove all posts relating to Tata Play from its social platforms, which the broadcaster claims amounts to overreach. “TDSAT is a creature of statute under the TRAI Act. It has no jurisdiction over social media posts governed by the IT Act,” the petition argues.

Petition states, "The Honourable TDSAT has exceeded its jurisdiction and travelled beyond the pleadings of the Broadcasting Petition by granting reliefs not prayed for in the Broadcasting Petition filed by Respondent No. 2." 

Further, Culver Max insists that Tata Play failed to comply with mandatory QoS regulations, including the requirement of a 15-day notice via on-screen scrolls before discontinuing channels. The scrolls, Culver Max claims, were aired during low-viewership hours and lacked clarity.

The broadcaster also said it issued a disconnection notice to Tata Play on May 21 for non-payment of over ₹128 crore in dues. While TDSAT on May 27 ordered Tata Play to pay ₹40 crore and stayed the disconnection, the tribunal also restricted Culver from displaying on-air scrolls — a direction that was later extended to include online communication.

Calling the order arbitrary and in violation of Articles 14, 19(1)(a), and 19(1)(g) of the Constitution, Culver Max has requested the High Court to quash the TDSAT directive and stay its implementation until the final verdict.

Culver Max moves Bombay HC against gag order by TDSAT in Tata Play dispute

Tata Group’s premium handbag brand, IRTH, has handed over its creative mandate to Kondurkar Studio. The House Titan brand's combined accessories division aims to achieve revenue of ₹1,000 crore by 2027, capturing one-third of the market.

Kondurkar Studio, the creative agency in June this year was embroiled in a controversy between ad agency Wieden+Kennedy and Jindal Steel and Power on sharing idea credits after the company’s ad film ‘The Steel of India’ which won two Lions at the ongoing Cannes Lions Festival of Creativity in the Film Craft category.

W+K took Jindal Steel and Power to court over an intellectual property dispute over the award-winning ad film. Kondurkar Studio had refuted all allegations and received a relief from Delhi High Court. 

Amrish Kondurkar, Founder and Creative Director, Kondurkar Studio confirmed the development to Storyboard18 and said, “We are working on multiple campaigns for IRTH.”

A source close to the development said, "There are multiple campaigns in the pipeline which will enhance the brand reach among the audience. The brand's creative campaigns has been successfully leaving a mark among the audience." 

IRTH, pronounced as “Arth” (meaning), is planning an aggressive expansion across India with exclusive brand outlets. Currently, the brand operates in over 50 cities through 130 large-format stores, including Shopper’s Stop and Lifestyle, and has built a customer base of over 90,000 through its online and offline channels. To further accelerate growth, the company plans to adopt a franchise model for expansion.

Manish Gupta, CEO of the Fragrances and Fashion Accessories Division at Titan Company, stated that IRTH is targeting significant retail growth, with plans to open 10 stores this year as part of its first phase. The rollout includes two stores in Mumbai, two in Pune, one in Delhi, one in Kolkata, and one in Chennai. These exclusive brand outlets (EBOs) are expected to contribute 15–20% of overall sales by March 2025.

IRTH aims to achieve a topline target of approximately ₹600 crore, while the combined accessories division remains on track to reach ₹1,000 crore in revenue by 2027. For its EBOs, the brand has curated a collection of over 90 products across categories and is introducing a new line of genuine leather bags.

Kondurkar Studio wins creative mandate for Tata Group’s premium brand IRTH

Bharti Airtel is reportedly in advanced talks with the Tata Group to acquire Tata Play, India’s largest direct-to-home (DTH) business. The move aims to strengthen Airtel's position in the digital TV segment, which has been facing growth challenges, and enhance its bundled offerings to boost non-mobile revenue through convergence.

According to a report in The Economic Times, "Bharti Airtel is in advanced negotiations with the Tata Group to buy the loss-making Tata Play, India’s largest direct-to-home (DTH) business, said people familiar with the matter. The aim is to consolidate its presence in the digital TV segment that’s facing growth challenges while improving Airtel’s bundled offerings to boost its non-mobile revenue through convergence."

Tata Sons, the holding company of the diversified conglomerate, currently owns 70% of the company, after buying out Singapore investment firm Temasek Holding Pte’s 10% stake in April for ₹835 crore ($100 million), valuing the company at $1 billion, down a third from its $3 billion pre-pandemic valuation.

The Walt Disney Company owns 30% of Tata Play but has been looking to exit the TV distribution business after trimming its portfolio and merging its media operations with Reliance Jio in India. Disney inherited Sky’s legacy stake in Tata Play after its 2019 mega-merger with Rupert Murdoch’s 21st Century Fox. Prior to buying out Temasek, Tata also acquired Tata Opportunities Fund’s minority stake in the venture.

Airtel is expected to acquire Tata Play at a valuation similar to that of the Temasek deal. The plan was to consolidate the Tata stakes and list the company, with IPO documents being filed in 2022. However, Tata paused the listing plan in August.


Bharti Airtel in advanced talks to acquire Tata Play

After several years in the CPG (consumer packaged goods) sector, it’s time to reboot for Kapil Ohri. The former Dabur digital marketing head has joined the Tata Business Hub team as head of performance marketing and engagement marketing. He said, "It’s time for a 'New Start'... It’s time for a fresh mission - enable emerging businesses to grow, solve challenges and optimize processes."

<a href="https://images.storyboard18.com/storyboard18/Corporate-Crossings-New-Series-Logo-2-258x258-1.webp"><img src="https://images.storyboard18.com/storyboard18/Corporate-Crossings-New-Series-Logo-2-258x258-1.webp" alt="" width="258" height="258" class="alignnone size-full wp-image-1136" /></a>

In 2018, Ohri moved to the homegrown company Dabur India from Arvind Lifestyle Brands where was head digital marketing. He also had stints at GroupM as partner and head – digital of GSK India for Mindshare. Prior to that, he worked with OgilvyOne Worldwide as senior planning director (digital marketing).

Meanwhile, in another CXO move on the agency side, Omnicom Media Group (OMG) India has appointed Anand Chakravarthy as its chief growth officer.

In his previous roles, he has led many profitable businesses, including during his leadership stints at Essence Global, Wavemaker and Reliance Broadcast Network, and he has worked with global and Indian brands, including several leading D2C brands in India.


In 2021, Chakravarthy, who was previously managing director for Essence India, joined edtech venture Results and Outcomes as co-founder. The company was founded by former Zee5 CEO Tarun Katial.

Kartik Sharma, CEO of Omnicom Media Group India, said Chakravarthy's "extensive knowledge, values-based leadership style and commitment to delivering results will undoubtedly be a great asset to our business going forward. His work speaks for itself and shows that he has the propensity to lead and help companies capitalize on new growth opportunities in an emerging market.”

[caption id="attachment_1137" align="alignnone" width="300"]<a href="https://images.storyboard18.com/storyboard18/kapil_ohri.webp"><img src="https://images.storyboard18.com/storyboard18/kapil_ohri-300x300.webp" alt="Kapil Ohri, performance marketing and engagement marketing head, Tata Business Hub team." width="300" height="300" class="size-medium wp-image-1137" /></a> Kapil Ohri, performance marketing and engagement marketing head, Tata Business Hub team.[/caption]