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Yahoo
7 days ago
- Business
- Yahoo
EXL named a Leader in Everest Group Data and AI Services Specialists PEAK Matrix® Assessment 2025
NEW YORK, July 07, 2025 (GLOBE NEWSWIRE) -- EXL [NASDAQ: EXLS], a global data and AI company, has been named the top Leader in the Everest Group Analytics and Artificial Intelligence (AI) Services Specialists PEAK Matrix® Assessment 2025, for the second consecutive year. The Everest Group report examined 32 leading providers who derive more than 50% of their revenue from analytics and AI services on their ability to meet enterprise needs and deliver scalable, secure and high-impact AI and data solutions. EXL secured the top-right Leader position in the assessment for its robust generative AI capabilities, domain-led expertise and IP to accelerate client time-to-value. 'EXL has invested in advancing its data and AI capabilities, with an emphasis on domain-specific applications across insurance, healthcare, and retail,' said Vishal Gupta, partner at Everest Group. 'This is reflected in solutions such as EXL Claims Assist, which leverages GenAI to streamline insurance claims processing. Its growing IP portfolio, including platforms like for intelligent document processing and EXL Code Harbor™ for AI-assisted code generation, enables faster implementation and greater operational efficiency. In addition, its collaboration with NVIDIA, leveraging platforms such as the NVIDIA NeMo™ and AI Enterprise to power offerings such as EXL Insurance LLM™ and EXL Smart Agent Assist™, strengthens its ability to build and scale high-performance AI solutions. These efforts have contributed to EXL's positioning as a Leader in Everest Group's Data and AI Services Specialists PEAK Matrix® Assessment 2025.' 'Many companies have adopted AI, but only the true leaders in the space are going several steps further to integrate AI across enterprise workflows, leveraging the power of this technology to truly transform their operating models,' said Anand 'Andy' Logani, chief digital and AI officer at EXL. 'EXL's consistent performance in the Everest Group PEAK Matrix is an affirmation of our efforts to not just play in the AI space, but to be the world leader in helping our clients unlock the full power of AI to improve their businesses.' To read more about the Everest Group 2025 report, click here for the custom version of the report. For more information about EXL's analytics and AI solutions, click here. About EXL EXL (NASDAQ: EXLS) is a global data and AI company that offers services and solutions to reinvent client business models, drive better outcomes and unlock growth with speed. EXL harnesses the power of data, AI, and deep industry knowledge to transform businesses, including the world's leading corporations in industries including insurance, healthcare, banking and capital markets, retail, communications and media, and energy and infrastructure, among others. EXL was founded in 1999 with the core values of innovation, collaboration, excellence, integrity and respect. We are headquartered in New York and have approximately 60,000 employees spanning six continents. For more information, visit press release contains forward-looking statements within the meaning of the United States Private Securities Litigation Reform Act of 1995. You should not place undue reliance on those statements because they are subject to numerous uncertainties and factors relating to EXL's operations and business environment, all of which are difficult to predict and many of which are beyond EXL's control. Forward-looking statements include information concerning EXL's possible or assumed future results of operations, including descriptions of its business strategy. These statements may include words such as 'may,' 'will,' 'should,' 'believe,' 'expect,' 'anticipate,' 'intend,' 'plan,' 'estimate' or similar expressions. These statements are based on assumptions that we have made in light of management's experience in the industry as well as its perceptions of historical trends, current conditions, expected future developments and other factors it believes are appropriate under the circumstances. You should understand that these statements are not guarantees of performance or results. They involve known and unknown risks, uncertainties and assumptions. Although EXL believes that these forward-looking statements are based on reasonable assumptions, you should be aware that many factors could affect EXL's actual financial results or results of operations and could cause actual results to differ materially from those in the forward-looking statements. These factors, which include our ability to maintain and grow client demand, our ability to hire and retain sufficiently trained employees, and our ability to accurately estimate and/or manage costs, rising interest rates, rising inflation and recessionary economic trends, are discussed in more detail in EXL's filings with the Securities and Exchange Commission, including EXL's Annual Report on Form 10-K. You should keep in mind that any forward-looking statement made herein, or elsewhere, speaks only as of the date on which it is made. New risks and uncertainties come up from time to time, and it is impossible to predict these events or how they may affect EXL. EXL has no obligation to update any forward-looking statements after the date hereof, except as required by federal securities laws. ContactsMedia Keith Little+1 703-598-0980 Investor RelationsJohn Kristoff+1 212 209 4613IR@ in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Time of India
26-06-2025
- Business
- Time of India
Data democracy: Why IT must lose control for businesses to win
As enterprises race to become data-first, CIOs are shifting from IT leaders to business enablers—breaking silos, simplifying access, and embedding data-driven culture across the ETCIO Annual Conclave 2025, the provocative trilogue chat 'Data Democracy: Why IT Must Lose Control for Businesses to Win' set the stage for a brutally honest conversation on reimagining the data-to-decision pipeline in modern enterprises. Moderated by Sneha Jha, Editor at ETCIO, the session featured compelling perspectives from Vishal Gupta (Head of Business Transformation & Digital, Godrej Consumer Products), Pavan Goyal (CIO, Mphasis), and Pramod Mundra (President & CIO, Havells). Together, they challenged the traditional power equations between IT and business and offered an insider's lens into how progressive enterprises are redistributing the power of data. Democratizing without diluting: The quality imperative Vishal Gupta framed the discussion by stating the uncomfortable truth: 'Democratization of bad data is worse than not democratizing at all.' For data democracy to deliver value, enterprises must first ensure a single, well-governed source of truth. At Godrej Consumer Products, this means centralizing data platforms, ensuring transformation integrity at the source, and putting data accountability on application owners. 'Cutting access to alternate data sources forces adoption and surfaces quality issues faster,' he emphasized. Pramod Mundra echoed the sentiment, underscoring the importance of allowing teams to fail fast—if they can recover faster. Drawing on Amazon's 'one-door vs. two-door decisions' framework, he advocated calibrating the freedom to experiment based on reversibility. 'Let people own their analytics. Just ensure everyone refers to the same version of truth,' he said. When experience meets data—and friction ensues Democratization often leads to political turf wars when data challenges gut instincts. In legacy-heavy industries like FMCG and manufacturing, this tension is palpable. 'Traditional managers trust their experience more than the data,' Pramod admitted. The solution? Make executive reviews dependent on standard dashboards and ensure data access is frictionless. 'Friction becomes an excuse to resist change,' he warned. With top-down sponsorship and seamless access, even the most change-averse departments begin aligning with data-led decision-making. Breaking silos, building platforms, encouraging playgrounds Pavan Goyal took the conversation further by exploring both the pros and cons of silos. 'Not all silos are bad,' he remarked, drawing a distinction between counterproductive knowledge silos and value-adding specialty units. To dismantle the former, Mphasis deployed an AI-enabled knowledge management framework—gamifying contributions and rewarding knowledge sharing. 'Our content consumption jumped 10x in six months,' he revealed. Empowering business teams through AI-powered data platforms and self-service tools emerged as a clear strategy across panelists. Havells, for example, is creating a language model using Databricks to enable enterprise-wide conversational access to data. 'This will drastically reduce friction,' said Pramod. Meanwhile, Godrej is enabling teams to move from univariate to multivariate analyses to improve the precision of business insights. Perhaps the most powerful metaphor of the evening came from Vishal Gupta: 'The CIO must evolve from being a gatekeeper to becoming a shopkeeper of insights.' Like a smart retailer, the CIO must ensure that the right data is on the right shelves at the right time—ready for consumption, without barriers. He advocated moving from a 'Kirana shop' model—where the IT team curates data—to a 'marketplace model'—where business users co-create data experiences. 'It's not just about access. It's about creating a pleasurable, productive experience with data,' he said. Guardrails, governance, and cultural realignment When asked about reconciling business agility with governance, the panelists were unanimous: data governance is non-negotiable. Pramod emphasized that it's not IT's mandate alone but an enterprise-wide commitment. 'Overriding privacy and security is not an option,' he said. The panel also highlighted that governance needs to be embedded in organizational culture, not layered on as an afterthought. From access to impact: Stories that sell the dream The panelists shared powerful anecdotes of how data access at the mid-level has led to high-impact decisions. Vishal recalled how Godrej's marketing team used granular data to correlate commodity price shifts with competitor pricing and internal profitability—turning data into a strategic lever. However, he warned that without the right analytical training, flawed assumptions—like simplistic univariate analyses—can lead to misleading insights. Hence, the need for guardrails alongside empowerment. Monetizing data: From hype to meaningful impact The session concluded with a reality check on data monetization. Rather than external sales of data, each panelist focused on internal value creation—be it enabling hyper-personalized customer experiences, accelerating project kick-offs, or enhancing distributor efficiency. 'We're not selling data. We're selling better decisions,' Vishal noted, as the audience nodded in agreement.
Entrepreneur
14-06-2025
- Business
- Entrepreneur
The Battery Boss: Vishal Gupta, Co-Founder & CTO, MaxVolt Energy
"Tomorrow belongs to those who innovate responsibly and anticipate evolving needs," he says. For MaxVolt, that means redefining energy consumption with solutions that are efficient, intelligent, and kind to the planet. Opinions expressed by Entrepreneur contributors are their own. You're reading Entrepreneur India, an international franchise of Entrepreneur Media. In an industry cluttered with buzzwords and greenwashed ambition, Vishal Gupta, Co-Founder & CTO, MaxVolt Energy Industries Limited is doing the hard work: building smarter lithium batteries, rewriting the rules of energy infrastructure, and stacking up a growth story that reads more like an organisation's dream than a spreadsheet. MaxVolt is not just keeping up with India's sustainable development goals; it's designing the fast lane. The company's lithium batteries power electric vehicles, energy storage systems, medical devices, and consumer electronics, with the kind of technical muscle that makes competitors glance sideways. "We've integrated active balancer technology, a superior thermal management system, and an intelligent battery control mechanism," says Gupta, clearly proud but practical. It's this holy trinity of innovation that boosts safety, enhances longevity, and dials up the overall efficiency of their offerings. But the real kicker? Their latest showpiece—the smart lithium inverter series. These future-proof wall-mounted inverters aren't just sleek; they're battery agnostic. Whether lithium or lead, MaxVolt's inverter doesn't flinch. It's like the benchmark of power backup: smarter, leaner, and practically plug-and-play. Still, all the tech in the world won't matter if it ends up in a landfill. That's why MaxVolt is putting just as much muscle behind lithium battery recycling as they are in production. Their R&D department isn't content to follow—it's paving the way for a circular battery economy, reclaiming material value and reducing environmental fallout. "We're working to create a holistic ecosystem that includes production, usage, reuse, and recycling," Gupta explains. "It's about shaping the sustainable energy infrastructure India needs—not just today, but decades from now." Of course, the clearest sign that MaxVolt is doing something right isn't in the lab—it's in the ledger. FY 2023-24 saw revenue skyrocket by 253 per cent to INR 48.37 crore, with profits of INR 5.21 crore. And just when you think that's peak performance, MaxVolt tops itself: FY 2024-25 revenue crossed INR 107 crore. That's not growth. That's warp speed. Their impact isn't just economic. With operations now touching over 19,000 pin codes and a staff that's grown to more than 170 employees, MaxVolt is not only making clean tech accessible, but local as well. Their batteries are fueling OEMs, solar farms, EV fleets, and consumers across India, with tech robust enough for grid-scale storage but smart enough for your living room. How does a company stay relevant in a space where yesterday's cutting-edge is tomorrow's obsolete? MaxVolt's answer is deceptively simple: innovate or die. "We've built a culture of cross-functional collaboration, supported by advanced ERP systems," Gupta says. But it's the R&D division that he keeps circling back to. For Gupta, innovation isn't a quarterly goal, it's a survival trait. His team constantly tweaks, tests, and tunes in to international trends and domestic demands alike. Yet, challenges persist—and not the kind that come with a line item. India's dependence on imported lithium cells, mostly from China, could have clipped MaxVolt's ambitions early. But instead of whining about global supply chains, they did what engineers do best; they got to work. "We tackled this with in-house prototyping, strategic partnerships, and a significant R&D push," Gupta says. Their upcoming lithium battery recycling facility is a masterstroke, poised to cut import reliance and elevate lifecycle management standards across the board. So where does the road lead from here? According to Gupta, it leads through expansion. Phase 2 of MaxVolt's production plan is underway, aimed at scaling operations to over 6,000 battery packs annually. They're also gearing up to meet rising demand for ESS batteries in solar energy projects—an area Gupta says will drive high margins. "Our focus on grid-scale and distributed solar clients is setting the stage for long-term profitability," he adds. Looking further ahead, MaxVolt's playbook includes international partnerships, export-ready infrastructure, and deeper penetration into the Indian EV and solar markets. But it's not just about shipping more batteries—it's about shipping better ones. Next-gen battery tech with improved energy density and lower cost is already on the drawing board. What does Gupta see when he looks at the horizon? Responsibility—and a lot of work. "Tomorrow belongs to those who innovate responsibly and anticipate evolving needs," he says. For MaxVolt, that means redefining energy consumption with solutions that are efficient, intelligent, and kind to the planet. Factsheet: • Year of inception: 2019 • No. of employees: 170 – 200 • Revenue for FY 2024-25 – 107 cr • External funding received so far: $1.5M • Any IP developed/patented (if more than one, names and numbers): AIS 156 Compliance Certification
Hindustan Times
10-06-2025
- Hindustan Times
UP: Man accused of abduction dies by suicide after releasing video
A 22-year-old man allegedly died by suicide by jumping off the Bhagalpur bridge on the Ballia-Deoria district border shortly after posting a video on social media claiming he was falsely implicated in an abduction case, the police said on Tuesday. Vishal Gupta was named as an accused in a case registered on June 8 at the Bheempura police station for allegedly abducting a minor girl, the police said, adding that the girl's mother had lodged the complaint. Vishal's body was recovered on Monday from the Saryu River near the Bhagalpur bridge, which connects the Ballia and Deoria districts, Rasra Circle Officer Alok Gupta said, adding that his body has been sent to Deoria for post-mortem. A video circulating on social media purportedly shows Vishal expressing despair, claiming he had been wrongfully framed in the abduction case. In the video, he states that he has no other option left and is seen parking his motorcycle on the bridge before taking the extreme step. 'No written complaint has been received from the family of the deceased, so far,' the officer added. The police are investigating the matter further. Discussing suicides can be triggering for some. However, suicides are preventable. A few major suicide prevention helpline numbers in India are 011-23389090 from Sumaitri (Delhi-based) and 044-24640050 from Sneha Foundation (Chennai-based).
News18
28-05-2025
- Business
- News18
PGEL Shares In Focus After Singapore Govt Buys Shares Of Rs 288 Cr, 22,000% Return In 5 Years
Reported By : Last Updated: May 28, 2025, 08:00 IST PGEL Share Price PG Electroplast Share Price: PG Electroplast's shares, a small-cap electronics manufacturing services (EMS) company, gained attention on Wednesday, May 28, after the Government of Singapore bought shares worth Rs 288 crore through a block deal on Tuesday. Motilal Oswal Asset Management Company also invested in this multibagger small-cap stock. As per exchange data, the Government of Singapore acquired 38.19 lakh shares of the company, representing 1.34% of its total outstanding shares, while Motilal Oswal AMC purchased 15.9 lakh shares, which is 0.56% of the company's total outstanding equity. Both entities bought the shares of PG Electroplast at an average price of Rs 754.8 per share. Three of PG Electroplast's promoters, Vishal Gupta, Vikas Gupta, and Anurag Gupta, each sold 50 lakh shares in the block deal, according to official data. The shares sold by the three promoters amount to 1.76% each of the total outstanding shares, bringing the total stake sold to 5.3%. At the end of the March quarter, Vishal Gupta held a 17.95% stake in PG Electroplast, while Vikas Gupta and Anurag Gupta had stakes of 17.82% and 10.46%, respectively. Although the Government of Singapore did not appear in the company's shareholding pattern for the March quarter, Motilal Oswal has exposure in the company through its Flexi Cap Fund, which held a 2.65% stake as of March 31, 2025. Swipe Left For Next Video View all PG Electroplast's shares have tripled in value over the past 12 months. The returns are even higher over a five-year period, with the stock having surged more than 22,000%. Over the past month, PG Electroplast's share price has seen a decline of 12.14%, reflecting a drop of Rs 105.75. Year-to-date, the share price has decreased by 25.21%, equivalent to a loss of Rs 257.85. In a 3-year span, the share price has significantly increased by 1005.49%, representing a gain of Rs 695.80. Over a 5-year period, the share has experienced a substantial rise of 22735.82%. Stay updated with all the latest news on the Stock Market, including market trends, Sensex and Nifty updates, top gainers and losers, and expert analysis. Get real-time insights, financial reports, and investment strategies—only on News18. News business » markets PGEL Shares In Focus After Singapore Govt Buys Shares Of Rs 288 Cr, 22,000% Return In 5 Years
