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To answer your question, it's complicated and completely upto you and your company to decideI am a HRIS consultant. I worked with many of these vendors and clients. So here is what you should as yourselfWhy do you need a payroll vendor?What is the cost PEPM your willing to spend?What is your annual cost now vs annual cost projected after a vendor?What do you want to outsource, is it only payroll or entire HRM or partial HRM?When you wanted this to go live?Who is going to run the entire project from your company?Once you find your answer, ask these to the vendor?How old are they?What is their clientel, are they covering your domain?How is their statutory and compliance reputation?How much do they charge? Get the break upOne time setup costPEPMchange request/ service request cost post live that per Manday cost.How flexible are they?How advanced is their ess / mss?Do they have a help desk?Do they support multicountry and multilingual?Do be Frank payroll service is a good business in India, as nobody wants to deal with ever changing laws and regulations. So mostly they outsource. So there are basically a ton of HR service companies claim they can run payroll.But in reality most can only do that, they expect you to update them on statutory changes you wanna make and they will charge you for the change. Good companies will update the mandatory changes in system and intimate you on changes they dont cost a dime. But if it's not legally necessary they will intimate you to confirm and only then they will charge youChoosing a right service provider is a big deal as it would change the entire decision making process change in respective to HR department and to the entire company in some cases.So you basically cannot find one by just googling, asking in quora as this will attract the marketing crowd and overwhelming you. You can judge them by their client list and no of payslip they process per year in total. Good vendors basically look for two thingsHigh employee head count company, flexible costLosw employee head count company, premium costThis is what you need to do, to choose themYou understand what you want from a above.You get approval from management on annual spend and monthly spendCall your friends in other companies and ask what vendors their using and what's their experience like as a HR and as a employeeAnnounce a tender either publically or through social media with a dead lineGet the cost matching to your annual spend( make sure you have a 30% buffer)Then have top 10 and call them for a demo?10 days 10 vendors demo, see what they offer, see their flexibility when it comes to cost and deadlinesChoose 3 vendors who are not rigid with cost and timelines and represent to your management.Ask your management to choose one?Now this is important before signing a contract, read it carefully. See what's your advantage and their advantages. Try to have a clause of penalties for delay in submitting bank file, clause for wrong payments, service downtime. Ess/mss crashes, security bsignNowes etc.. this will ensure your coverage on accountability but dont try to be pushy.Read the payment terms what's the credit period have it to 90days that would help you to project food turn over cost in year end and quarterly reviewsAnd lot of other minor details which changes based on your organization needs,…I won't be suggesting any companies names as it would to my advantage and not yours so choose carefully and wisely as they are going to be your partner for a long time.Good luck !!!!

Yes. Early in my career, I repaired computers for a well known franchise that required us to dress in a nerdy uniform and run repairs. Most were boring. People come in complaining of slow response, lag, etc, and we ran through a standard slew of repairs, including blowing out the machine, a quick physical inspection, and running antivirus and malware repair software. Nine times out of ten, we found porn on computers—this was back in the earlier file sharing days, so often when you found a folder near the root entitled “New Folder,” you instantly grinned to yourself, knowing what was inside before clicking on it. The guys I worked with (mostly young and single) would even occasionally copy some clips they liked. Certainly no one judged, and we even phrased things carefully when talking with customers, speaking very generally about how free movies and music could be dangerous to your machine. One day, however, I remember dealing with a guy who was quite horrible, who made quite a lot of noise at check in about how this was his business machine and how we needed to make sure we didn’t mess up any of his important documents or records. He was quite rude about it. Later that night I was working on a different machine in the back, and I still will never forget watching a young man blanch as he clicked open the file folder that contained what appeared to be a massive amount of child pornography. We barely glanced at it but it was horrifying. I remember a corporate office being called and authorities basically instructing us to summon him as if his computer was done. When he showed, he was very quickly whisked away. The computer was seized as evidence. I never saw him again, and mentally filed away the encounter as a reminder to always trust my spidey sense with people.

You want to generate payslips for your employees?First I would like to ask you, doesn't your payroll software provide a customized payslips ?I guess if you are asking this question then you might be dealing with either of these two cases. Either your payroll software is not generating payslips for you or it may be that you are processing your payroll yourself, may be on an excel spreadsheet.Well, in that circumstances i would advice you to get a good Payroll software for your organisation, which gives you an elaborated and structured payslips.Now lets say you start evaluating different payroll software. The biggest challenge you would face is to get hold of a quality software because the market is flooded with all kinds of payroll software and everyone claims to be the best with proper proof.I have written an answer a few days back on How to select a software, it will help you to select a proper payroll software for your organisation.A little disclaimer - I work at KekaHR, a modern generation HR & Payroll software.So i might be biased if i recommend you our software. Instead i would invited you to go for the FREE TRIAL version and see for yourself.Keka was awarded as the ‘Best Payroll software in India-2017’ by ‘World HRD Congress’.So if you want to see why go ahead and Sign Up.

MNRE (Ministry of New & Renewable Energy)-The process of em-paneling a channel partner is rigorous and systematic process.The Jawaharlal Nehru National Solar Mission (JNNSM) is one of the eight National Missions launched by the Government of India as part of the India’s National Action Plan on Climate Change. JNNSM aims to promote ecologically sustainable growth, while addressing India’s energy security challenge.Guidelines to entities to become Channel Partners under Off Grid and Decentralized Solar applicationsSection-1Any of the following entities can apply to become channel partner1.1 Manufacturers of modules, inverters, batteries, pumps, luminaries and system integrators of solar systems1.2 NGOs registered under Society Registration ActThe eligibility conditions are1.3 The company/NGO must be having all approvals to carry out activitieswhich are envisaged under the programme1.4 The channel partner must have reputed auditors who will the audit theaccounts on annual/half yearly basis1.5 The company net worth must be positive. The assets and liabilities of thecompany must be clearly specified by rating agencies.1.6 Application process: Any entity who fulfill the above criteria mayapproach rating agencies to get the rating. After getting rating theentities may forward the rating report with application to register them aschannel partner1.7 Rating agencies: Reputed rating agencies in the country which may bespecified by MNRE including those who registered with RBI and SEBIare eligible to rate the agencies. The following is the levels of rating1A  1B  1C  1D  1E2A  2B 2C 2D 2E3A 3B 3C 3D 3E4A 4B 4C 4D 4E5A 5B 5C 5D 5E1 to 5 depicts the technical strength with 1 being the highest. A to Edepicts the financial strength with A being the highest.1.8 Period to receive applications: The Ministry will receive applications from the entities to become channel partners between 1st January and 31stMarch in every calendar year. Applications throughout year are notentertained.1.9 Tenure: the tenure of channel partner is initially for two years. Aftersatisfactory achievement in meeting the elected targets the tenure willbe extended to another two years. After the end of four years the entitieswill have to approach the rating agencies to get fresh ratingSection-2: Targets and sanction of projects 2.1 After entities are approved by the Ministry to become channel partners,the entities have to choose the targets between the target bands1A                          3000 to 5000 kWp1B/1C                    2500 to 4000 kWp1D/1E                    1000 to 3000 kWp2A/2B                   1000 to 2000 kWp2C/2D/2E            750 to 1500 kWp3A/3B/3C            500 to 1000 kWp3D/3E                  300 to 750 kWp4A/4B/4C            200 to 500 kWp5A/5B/5C            100 kWp2.2 After selecting targets the entities have to fulfill the targets any of thefollowinga. direct approvals from MNREb. Through State tendersc. Tenders through SECId. own generated business without subsidyf. Through other Govt. agencies2.3 Sanction of projects: Based on the availability of funds the Ministry willcall applications from Channel Partners. In absence of any call or lesssanction the channel partners are advised to implement the projectswithout subsidy by advising users to avail AD wherever possible.2.4 Appraisal: The Project Appraisal Committee (PAC) will meet in regularintervals to clear the received proposals before the end of each quarter.2.5 No of applications to be received: Each channel partner is entitled tosubmit one application in each quarter only after inviting applications.The application may consists projects at multiple locations2.6 Time limit to execution: the time limit to execution of projects is as perguidelines of the programme. Once project is sanctioned no change ofsite or swapping of sites are allowed. The channel partner have toprovide systems /components as per the standards of the programmeeven without MNRE subsidy. In case use of any substandard qualitycomponents by channel partner comes to the notice of the Ministry, theMinistry will cancel the empanelment of channel partner.Secrion-3 :Monitoring3.1 Self monitoring: Channel partners have to have to install own servers tomonitor systems online for all projects of 10kWp and above withimmediate effect. The limit of mentoring will reduced be to 5kWp by2016 and to 1kWp by 2017. The monitoring data have to send to theNISE on bimonthly basis. A separate cell will be created at NISE toanalyze the data. The same date must be placed on the channel partnerwebsite.3.2 Monitoring by MNRE: The ministry will monitor the systems initiallybefore releasing the funds. The same systems will be inspected by theofficials after few years after commissioning.3.3 Third party monitoring: Apart from these monitoring, the Ministry will get these systems inspected through third party monitoring by reputedagencies after two or three years of installation.3.4 Monitoring of older systems: The systems of 10 years old will beinspected through independent monitors by the MinistrySection-4 :Release of fundsFunds will be released after satisfactory installation and commissioningof systems. The channel partners have to raise invoice net of MNREsubsidy. A copy of raised invoice must be submitted with the completiondocuments. All systems will be inspected before release of funds.Section-5 :Service networkSince all systems installed by channel partners are with five years AMCthe channel partner must have representative office in the area/statewhere the systems are installed. The channel partner must be in positionto attend the complaint if any within 48 hrs.Section-6:WebsiteThe channel partner must have own website. Details of all systemsinstalled by channel partners must be placed on website. In additiongeneration data must be placed on website. Channel partner have tohave complaint redressal mechanism. This must be reflected in thechannel partner website.Section-7:TrainingThe channel partner will have to develop training capacities. MNRE willcome with plan to train local persons to ensure service near the user.Channel partners will have to implement the plan. They must also have aplan of their own. The details of trained manpower must be placed onchannel partner websiteSection-8 :Manpower8.1 Channel partners must have technical manpower on its payrolls. Thiswill reflect in the rating reports given by the rating agencies. 8.2 Literature: The channel partner must have literature for installers and users. They must have pamphlets giving company information,company information, to whom complaint to be placed for service. Thesemust be distributed to all users along with manuals of inverters and otherinformation to the userSection-9:ReviewThe Ministry will review the programme in an interval of every year. Anymodification required will be effective from 1st April of the financial yearAny other related details can be assessed through MNRE official website.Thanks!

Complete package of books including links to download materials needed during MBBS. Anatomy: 1--%3E KLM for Gross Anatomy 2--%3E Snell's Anatomy 3--%3E BD Churassia 4--%3E RJ Last 5--%3E Grey's Anatomy 6--%3E Langman Embryology 7--%3E KLM for Embryology 8--%3E BD For General Anatomy 9--%3E Dissector 10--%3E Di Fore Histology 11--%3E Junqueira's Histology 12--%3E Netter Atlas of human Aantomy Folder link--%3E Anatomy - Google Drive [ https://drive.google.com/open?id=0B3WdpdsqpX0LYV9KQ3lxY29FY28 ] Physiology:- 1--%3E Guyton 2--%3E Ganong 3--%3E Sheerwood 4--%3E Sembulingam Folder link--%3E Physiology - Google Drive [ https://drive.google.com/open?id=0B3WdpdsqpX0LdXlCSjdZM214dEE ] Biochemistry:- 1--%3E Harper 2--%3E Lippincott 3--%3E Chatterjea 4--%3E Satyanarayan 5--%3E Stryer 6--%3E MRS Biochemistry Folder link--%3E Biochemistry - Google Drive [ https://drive.google.com/open?id=0B3WdpdsqpX0Ld0o3WnhCR2VEczg ] Pathology:- 1--%3E Big Robins 2--%3E Medium Robins 3--%3E Pathoma 4--%3E Goljan 5--%3E Harsh Mohan Pathology 6--%3E Atlas of Histopathology 7--%3E Levinson 8--%3E MRS microbiology 9--%3E Microbiology by Jacquelyn G. Black 10--%3E Color Atlas of Microbiology 11--%3E Kaplan Pathology Folder link--%3E Pathology - Google Drive [ https://drive.google.com/open?id=0B3WdpdsqpX0LYkRYdjFrTm5MR0U ] Pharmacology:- 1--%3E Big Katzung 2--%3E Mini Katzung 3--%3E Kaplan Review 4--%3E Lippincott 5--%3E Pocket Katzung 6--%3E Rang and Dale's Pharmacology 7--%3E Atlas of Pharmacology Folder link--%3E Pharmacology - Google Drive [ https://drive.google.com/open?id=0B3WdpdsqpX0LMkE1UUVRZGwtTlU ] Forensic Medicine:- 1--%3E Simpson's Forensics 2--%3E Krishan's Forensics 3--%3E Atlas of Autopsy 4--%3E Atlas of Forensic Medicine Folder link--%3E Forensic Medicine - Google Drive [ https://drive.google.com/open?id=0B3WdpdsqpX0LQXVwOGoyWnFSV2s ] Ophthalmology:- 1--%3E Jogi 2--%3E Jatoi 3--%3E Parson's Textbook of Eye 4--%3E Kanski 5--%3E AK Khurana 6--%3E Atlas of ophthalmology Folder link--%3E Eye - Google Drive [ https://drive.google.com/open?id=0B3WdpdsqpX0LOHc5WVZMdkJjX2M ] Otorhinolaryngology:- 1--%3E Dhingra 2--%3E Logans Turner 3--%3E Color Atlas of Otorhinolaryngology 4--%3E Maqbool's Text Book of ENT 5--%3E Clinical Methods in ENT by PT Wakode 6--%3E ENT at a Glance Folder link--%3E ENT - Google Drive [ https://drive.google.com/open?id=0B3WdpdsqpX0LaDY2a0lFNDlfTGc ] Community Medicine:- 1--%3E Monica's Text Book Community Medicine 2--%3E Mahajan And Gupta Text Book of Community Medicine 3--%3E Bancroft's Text Book of Community Medicine Folder link--%3E Community Medicine - Google Drive [ https://drive.google.com/open?id=0B3WdpdsqpX0Lc1RCMml2NjhFNjA ] Medicine:- 1--%3E Churchill's Pocketbook of DD 2--%3E MTB Step 2 Ck 3--%3E Davidson Essentials 4--%3E Davidson Principals and practice 5--%3E Harrison's Internal Medicine 6--%3E Internal Medicine USMLE Nuggets 7--%3E Internal Medicine on call bt LANGE 8--%3E Oxfords Specialties Folder link--%3E Medicine Books [Shared by Ussama Maqbool] [ https://drive.google.com/open?id=0B3WdpdsqpX0LeEFJNG5TMlc4eWc ] Surgery:- 1--%3E Bailey_love short practice of Surgery 2--%3E Churchill's pocketbook of Surgery 3--%3E Deja Review of surgery 4--%3E Farquharson's Textbook of Operative General Surgery 5--%3E Hamilton Bailey’s Physical Signs 6--%3E Oxford Handbook of Clinical Surgery 7--%3E Schwartz's Principles of Surgery 8--%3E Macleod's Clinical Examination 9--%3E Macleod's Clinical Diagnosis Folder link--%3E Surgery Books[Shared by Ussama Maqbool] [ https://drive.google.com/open?id=0B3WdpdsqpX0LRFpFSG5hZ1pVWkE ] Obstetrics & Gynecology:- 1--%3E Case Discussions in Obstetrics and Gynecology 2--%3E Deja Review of Obstetrics Gynecology 3--%3E Obstetrics by Ten Teachers 4--%3E Gynaecology illustrated 5--%3E Gynaecology by Ten Teachers Folder link--%3E Obstetrics & Gyneacology Books [Shared by Ussama Maqbool] [ https://drive.google.com/open?id=0B3WdpdsqpX0LMU1LRjFDa1FrbjA ] Pediatrics:- 1--%3E Nelson Essentials of Pediatrics[ 2--%3E Nelson Complete 3--%3E Pediatrics Review Folder link--%3E Pediatric Books [Shared by Ussama Maqbool] [ https://drive.google.com/open?id=0B3WdpdsqpX0LUkdTQkVuNV92Yzg ] 1st Professional Books--%3E 1st Professional MBBS Books [Ussama Maqbool] [ https://drive.google.com/open?id=0B3WdpdsqpX0Lay1HT1d5Yks5V0U ] 2nd Professional Books--%3E 2nd Professional MBBS Books [Ussama Maqbool] [ https://drive.google.com/open?id=0B3WdpdsqpX0LemtmYXpYMGlydVk ] 3rd Professional Books--%3E 3rd Professional MBBS Books [Ussama Maqbool] [ https://drive.google.com/open?id=0B3WdpdsqpX0LWmlCSHBpUFpPZU0 ] 4th Professional Books--%3E 4th Professional MBBS Books [Ussama Maqbool] [ https://drive.google.com/open?id=0B3WdpdsqpX0LbnJvUzk3NHRhWWc ] One Link For All eBooks--%3E Medical Books By Ussama Maqbool [ https://drive.google.com/open?id=0B3WdpdsqpX0LQW5tbWEtUmJJY0k ]. Hope it helps ..!

This is like magic. Thank you. Finally a question made for me. I don't even need a belt to fit this question around my waist. First, I have some credentials. I've failed at 17 businesses. I've succeeded at a few. But failed at most. I've also run a $125 million venture capital firm and I'm currently invested in about 30 companies, many of which I advise or on the board, etc. Oh, one thing before I answer the question: the companies that NEVER call me are always the ones that are doing the best. I made lots of mistakes as a first time entrepreneur. In every possible way. And I see a lot of those mistakes repeated in companies I'm invested in. I keep telling myself to remember these. Maybe this answer will be a good way for me to remember. Note: these are MISTAKES. So they are like double negatives. A) START YOUR BUSINESS WHEN YOU ARE BROKE Don't start a company if you're broke. This is not the same as "having no money". If you are fine staying on the floor of a friend's house and living on nothing then you are not quite broke. You have food and shelter. But if you have kids and a wife and a mortgage, etc (the other extreme) don't go broke and start a business. When I started my first business, I stayed at my full time job for 18 MONTHS before I left to become CEO of my startup full-time. We had 12 employees by then and almost as many clients. In other words, I knew I could replace my salary and still pay my employees for at least six months even if everything went down hill. Which leads me to.... B) IF YOU ONLY HAVE MONEY TO LAST YOU SIX MONTHS THEN YOU ARE ALREADY OUT OF BUSINESS I was on the board of a company once and when I read the monthly financials I realized the burn (the monthly loss in cash) was such that we would run out of money in six months. I called the other board members. They hadn't even looked at the financials. I called the CEO. He said, "but we have six months!" This is really really important: if you have six months, IT IS ALREADY SIX MONTHS FROM NOW. What that means is: no matter what you do: you will not be able to raise the money, do the legal, find the customers, do the work, get paid, or whatever you need to do - in six months time. You are the walking dead and you don't know it. Here's what we did. I called an emergency board meeting. We explained the situation to the CEO. He refused to believe it. I called him separately and gave him ten different examples. He finally got it. We fired a lot of people to reduce the burn. Somehow it didn't reduce enough. We hired a bank. We went to all the usual players. Everyone said no about buying us. They all were waiting for us to die. And then they would scrape us up for nothing. Finally, someone bought us for a good amount 2x what we put in a few months ago. I don't know why did it. I just thank god they did. The CEO, who didn't even realize he was going to go broke, made $6 million and moved to another country. We officially sold the company the day before the company was going to run out of money. Six months after that first phone call to the day. C) SMOKE CRACK We have a cognitive bias to think that our own ideas are great ideas. It's hard to admit that they won't work. Profits are the purifier of a business. That's the best way you can tell you have a good idea. If people give you SO MUCH money that you have money left over. Revenues are the next bests thing after profits. And users are the next best thing after that. If you are having trouble with any of the above three and this situation lasts more than a few months then you are smoking crack. You have to come up with a better idea. This doesn't apply to biotech or scientific companies that need to raise a lot of money. But it applies to every other business. D) UNDER PROMISE AND OVER DELIVER Yes, this is a MISTAKE first-time entrepreneurs make. Your competition is over-promising. Here's what you can go wrong if you under-promise and over-deliver. First off, anyone who over-promises is going to win the business. They might do a bad job but possession is 9/10 the law. They have the client and they can do things to fix the relationship. Second, you might under promise and UNDER deliver. Then you're just a bad vendor and they will eventually switch to someone else. What's the solution? One thing: Over promise....and over deliver. Now you're amazing. And the client is there forever. E) DON'T COMMUNICATE Here's the magic rule: talk to a new customer every day for 100 days. It doesn't matter what you talk about. Just call them and say, "how's it going?" Some customers might look at this and say, "I don't want to hear from my vendor for 100 days in a rule." They are lying. They do. And they don't know it. This is often called, "following up". As soon as you meet a potential customer, have an entire system in place to follow up. As soon as you deliver a proposal, follow up, as soon as you deliver a product, follow up. Even when you are in the middle of completing a project, follow up. FOLLOW UP You call and just say, "I always want to make sure I'm doing my best for you. Is all ok?" And then listen. And then say good-bye so you don't waste their time. Do that and you have a client for life. Trust me trust me trust me. F) HIRING PEOPLE Most startups don't need to hire that many people. Like, don't hire a secretary. Or a head of HR. Or even a head of sales. If you're the CEO, then you are the head of sales, the project manager, the secretary, and the head of HR. Wait, in each case, until you absolutely overwhelmed before you start hiring people. Once you hire someone there is a world of S**& that you have to deal with. Personalities, fights, politics, disagreements, gossip, etc. And, the most basic - they might do a bad job. A worse job than you would do because you are the OWNER and they are not. By the way, being overwhelmed is a good thing. It means you have revenues, profits, or users. Then you are allowed to hire people. The best business I've ever started is when there was only one other person besides me. We started our first product for $2000. We sold eight months later for $10,000,000. We outsourced almost the entire business (by the way, the one bad thing about this is that Google wouldn't buy us because of this). It's not as good as it sounds. I'm an idiot and lost a good chunk of the money later. But at least I didn't hire anyone. G) CLEAR ROLES A lot of partnerships fail because there are no clear roles defined. Like, the two partners are "co-CEOs" so nobody knows who to talk to. This is BS. There have to be clear rules. I have a lot of examples. I'll give one I'm dealing with right now. These are the roles of the founders: one person is a scientist - he makes the product. one person is an accountant - he does the books one person is a good business guy and has been involved in startups - he makes the deals and finds partnerships one person is good at raising money - he raises money and I forget who is CEO. One of them. It doesn't matter. Each is the final world on what he is good at. You can even divide up equity equally according to categories like this (and so some people might fit into more than one category so they get more equity): - made product - raised money - made sales - manages people - had the idea That's a sample. Not every business is structured so neatly but many are. When I was in a business where we did not have clear rules over who made the final decision, it was a mess. We ended up selling that company but now NONE of the original partners speak to each other anymore. We got lucky we sold that one. H) DON'T TEST If you have a product idea, and you love it, and all your friends tell you its great, don't forget to test. Let's say your product is "protein water" - clear water that has zero calories and 30 grams of protein. BAM! Seems like an amazing idea. Put a Facebook ad up, with the design of the water bottle and say, "30g PROTEIN WATER". Simply see if people click. If noboody clicks, then you have a bad idea. If a lot of people click, then it's a great idea. This is one example. But this is a very important side-rule that most people don't believe: GOOD ENTREPRENEURS ARE RISK-ADVERSE Before you risk, test. Before you leave your job, have customers. Before you hire people, have money in the bank. Before you even create you product, test it. Smart people test. Smart people don't take risks. I) WORRYING ABOUT STUFF YOU DON'T HAVE TO WORRY ABOUT Too many people think they have to hire lawyers and accountants and make a logo before they even start their company. Don't do BS stuff. Start your company, make your product, see if people want it, repeat. That's it. One company I don't think I even incorporated until they day before I sold it. Don't have too many meetings. Don't debate forever your list of values. Or your marketing slogan. If you make something people want, then the sale is easy, and you have a company. Period. No matter what your slogan is. So many people ask: but should we be an "S" Corp in Delaware. I don't care. It has nothing to do with how much money you will make. Believe in your product. Believe in helping your customers. Believe you can do it cheaply and always over-deliver and (repeating) HELP. Be risk-averse. Hold onto your money. I can throw some stuff in here about don't get bad investors but that's really a different topic. If you avoid all the mistakes above, then you will have a good shot at having a good business. Trust me on this. I've seen a thousand businesses. You will have a good one if you follow the above ideas (or I should say, avoid the above mistakes). Oh, one more. J) HAVE SEX WITH EMPLOYEES This is a really bad idea. Employees are there to help you get customers, deliver to customers, follow up with customers, and handle the running of your business. Once you start having sex with them, all sorts of bad things happen. I'm not even kidding here. You might fall in love with them. You might have to deal with legal stuff. Other employees might get upset. And once one employee gets upset, that "upset-ness" spreads like a disease. Whenever an employee gossips badly about you, you have to fire them or the disease spreads. This is what starts to happen once you start having sex with employees. I've seen great startups totally blow it because of this. Don't do it. ----- There's a lot of other things that can go wrong, but this is the top. For instance, did you know its important to have a great relationship with your landlord? How come? Because he has to approve if you sell your company. Because suddenly he has a new tenant. But this is a small thing. There are many small things. Running a business is hard. These are the top 10 out of 100 (or 1000) mistakes I have seen. Good luck. And, seriously, don't do what I would do.

India, long known for its prowess in software, may become a world leader in drone enhancements more through software rather than hardware, but the young manufacturing industry is showing good signs of growth. Like Japan, Indian companies seem to be focusing on development of all purpose business and enterprise level drones because China has a lock on the hobby/consumer drone manufacturing.The UAV ecosystem is witnessing potentially revolutionary innovations on an almost daily basis is because drones can boost efficiencies across a variety of sectors, from agricultural operations and surveillance to film making and disaster management, drones have quickly proliferated into every aspect of people lives and several Indian tech startups are also looking to get in on the act.From Security Watch India (June 2016), the demand for quadcopters has been high among the state police forces. Moreover, apart from the law enforcement agencies, the National Disaster Response Force or the NDRF has been using drones during natural disasters to locate victims and trapped people. Additionally, application of drones has now found favors with Indian Railways and PSUs like Gas Authority of India Limited (GAIL) as well. The Indian Railways, with one of the largest networks of rail tracks and stations across the country and with thousands of Crores of on-going rail projects, have started using drones for inspection of progress of mega projects like that of Dedicated Freight Corridor. GAIL has started using drones for surveillance of its vast network of gas transmission pipelines.Market PotentialEven though there are still major restrictions on the civilian use drones and justifiably so because of possibility of misuse, the Indian market for drones is now a promising one and there is immense opportunity for Indian companies. Given India’s vast repository of electronic and software companies, it is not difficult for it to become a major hub for manufacturing of drones. While India may still rely on global companies for purchase of large UAVs and Combat drones, there is considerable potential for innovation in the market for small and mini UAVs where Indian companies can play a critical role in both making of drones as well as in data analytics of the data collected by drones.Some of the most common applications of drones are:1. Geographical Mapping2. Agricultural Survey3. Disaster Management4. Search & Rescue5. Flood Management6. Border Patrol7. Anti-Terror Operations8. Maritime Surveillance9. Critical Infrastructure Monitoring10. Intelligence GatheringHere are several drone companies to keep an eye on in 2017.1. Edall SystemsA Bangalore-based company, Edall Systems provides engineering, design and manufacturing services, drone development, and unmanned aerial vehicle training programs for students and professionals. The company also builds parts for India’s National Aerospace Labs, as well as the Defense Research and Development Organization.Their commercial multirotor UAV / drone the SPIDEX 600 MK1 is made for surveillance, aerial mapping and structural inspection projects.Range – 3kmEndurance – 30 min+Accuracy – within 3m of waypointSpeed – 18-36 km/hrFlying weight – 2.5kgWind resistance – 3-4 m/sCan be programmed for up to 300 waypoints.2. ideaForgeideaForge was founded by Indian Institute of Technology, Mumbai alumni in 2007 and is one of the pioneers of the micro-UAV industry in India. Toward that end, in 2009 it created the world’s smallest and lightest autopilot at 10gms, along with the first indigenous micro UAV.ideaForge offers two broad categories of products; the NETRA (VTOL) family of UAVs and SKYBOX (Fixed-Wing) family of UAVs. The UAVs can stream live video, and capture high resolution imagery for post processing and analysis. They are invaluable and notable assets for missions involving Counter Insurgency, Crowd Monitoring, Aerial Patrolling, Surveillance, Mapping, Equipment Inspection, Crop Monitoring and Large-area Monitoring and Mapping of Mines and Land.The UAVs have features that include a completely autonomous flight mode, which means, the vehicle flies on its own and returns on its own to the home base after completion of the mission. It has both day and night cameras to operate in daytime and pitch dark conditions. The failsafe systems ensure that it comes back home even if communication breaks down or when the battery which powers the system starts depleting. All the video coverage is saved by default and within minutes of landing, the data can be downloaded into CDs for dissemination.Technical specs for the NETRAv2 quadcopter include an endurance range of greater than 50mins @MSL and wind resistance capability of 30kph. See the NETRAv2 Brochure (pdf) for more detailed information on this multirotor UAV.The following is a NETRAv2 promotion video from Ideaforge.Visit the Ideaforge website for more details.Source: ideaForge3. Skylark DronesSkylark Drones provides enterprise drone solutions. According to the Indian startup’s website, Skylark Drones acquires the data for you, analyses the data to reduce your effort and presents it in a way that you can utilize. Its current focus is on mining, infrastructure and utilities industries using the power of cloud-based intelligence with system-integrated UAVs for data to enhance a customer’s insight about his assets.Source: SkylarkDrones4. Johnnette TechnologiesThe startup offers a range of products for the unmanned systems industry including the above Johnnette JR5 which is a multi-rotor designed specially for heavy lift payloads. With its eight motors it is capable of lifting up to 1.5 Kg additional payload. Prime use is for the cinematographic applications. Initially developed for DRDO research projects, this UAV has more lift capacity with long range and long endurance benefiting the end user.Weight : 8.5 kgRange : 10 kmEndurance : 45 mins opsAltitude : 400m above sea levelPayloads : Day/Night Camera, Thermal Imaging Camera,Tarot 2d gimbal, Filming CameraPayload weight : 1.5 kgs maximumSpeed : 30 kmphAnother commercial UAV is the JR3 for aerial mapping, land surveying and 3D imaging. The following video is an introduction to this multicopter.Johnnette Technologies has also recently started a new division, Indian Institute of Drones, to train drone pilots.Source: Johnnette5. Aarav Unmanned Systems (AUS)According to TechInAsia, AUS is a startup that in March 2016 received investment from Aaruha Technologies, which is an early-stage technology fund started in 2015 by ex-Infosys CFOs Mohandas Pai and V Balakrishnan, as well as BV Naidu, the chairman of Sagitaur Ventures. Aaruha said that it was interested in AUS for three main reasons:It can help manage infrastructure better by surveying landAgricultural processes like irrigation, fertilization, and spraying pesticides can happen faster and more efficientlyData can be collected based on heat distribution to figure out whether power lines, solar power plans, and other large industries are working wellFrom the AUS website, “We are a bunch of designers, artists, developers & engineers from IIT Kanpur, IIT Bombay, IISc Bangalore & IIST building the future of Drones and their applications in enterprise space!​ Our Drones provide high-value engineering solutions to enterprises across GIS Surveying/Mapping, Industrial inspection & Precision agriculture.” Having both fixed-wing and multirotor designs, some key features of the multirotor drone are:Endurance = Upto 30 minWind Limit = 50kphPayload = 500 gmCruise speed = 5m/sFully autonomous data captureFull-composite bodySource: AUS

It’s gonna be a detailed description of my IPhD interview. TLDR version is given in next two lines.I gave IPhd physics interview at TIFR, Mumbai this year in 2018. How did it go? Good? Bad? So-so? I have no idea!! But I can tell one thing that I enjoyed it!!I appeared for TIFR GS 2018 on 10th December, 2017. Results came out on 13th-14th Feb I guess. 70 students were selected for IPhD interviews including myself. ICTS selects roughly the top half of the TIFR selections for their interviews. I got 66/135. ICTS selected 33 IPhD students for further written test. I was one of them.My TIFR, Mumbai interview was on 20th March, 2018. I signNowed there at 8:45 am. We were segregated in 5 batches as 5 interview panels were there. After this the formalities were done and all we had to do was wait for our turn. My turn came after lunch. At around 1:50 pm, I along with one more student were taken to a different block where our panel was taking interviews. At 2 pm, I was called in.There were four professors in my panel. They were from different departments, i.e., DTP, DHEP, DCMPMS, DAA. Let’s call them S, B, A and P.A: First of all, you need to sign on the preference list. If you want to change your preferences, you can do that now.I was given the form that I filled up for GS.Me: I would like to change my preferences. I want to put DAA above DHEP.So my final preference list was DTP, DAA, DHEP, DCMPMS, DNAP and NCRA.B: So your first preference is DTP. Why is that?I told them about my experiences in school and during BTech regarding astronomy and astrophysics and how that led to my interest in theoretical physics. The first astrophysics book I read was “The Physical Universe by Frank Shu”. I then got interested in general relativity, cosmology and black holes.A: You see, these are the fields in which you can do work in both DTP and DAA.Me: Sir that’s why I put them as my first two choices.B: What are your favourite subjects?Me: Classical mechanics and statistical mechanics.First QuestionS: When we calculate the orbital velocity of stars in a galaxy and plot it against distance from center of the galaxy, it first increases, signNowes a maxima and then decreases again. But when the actual velocities were observed, it kept on increasing and never signNowed a maxima!! Why?I was a bit confused. I had no idea why the calculation and observation are deviating so drastically. I didn’t know what to say. P came to me and showed me an image from a pdf. It was the graph that S was talking about. It looked like this:P: Ok we know you can’t tell the reason. But can you derive the expression for the expected result? Why were they expecting the velocity to decrease as the distance increases?I had no idea where to start from. So I hopelessly went for Kepler’s third law.S: Ok! What now?I tried to do something with conservation of angular momentum.P: You should not go in this direction. You won’t signNow anywhere!I started doing something with the velocities and tried to find a relation with r. At one point, there was a total miscommunication between me and them. I had ṙ everywhere in my equations.P: Now it doesn’t make any sense!A: What is the radial velocity in a circular motion?I was shocked to hear this question! Where is this coming from? I started looking at my equations.A: What is the change in radius in a circular motion?Me: It doesn’t change!A: So what would be the radial velocity?Me: Zero!!A: Then why are you using ṙ everywhere?Me: But ṙ will be there. It is an elliptical galaxy!S: We are talking about circular galaxy!Then I realised my mistakes. Changed the equations and somehow signNowed at this result:So in this question, I was unable to solve it by myself and was given hints at almost every step.Second QuestionA: If I observe a star, then I observe a star cooler than that. What will be the difference in their spectrum?I was pretty much shaken from the first question and couldn’t see that he was asking about black body spectrum. I thought it had something to do with diffraction or polarisation and since my optics isn’t strong at all, I said that I don’t know about the spectrum.A: Let me rephrase the question. If I observe a blue star at temperature T and then I observe a red star at temperature T/2. What will be the difference in their spectrum?I still had no idea what spectrum he was talking about but I can’t say a direct no again. I had to try something.Me: Sir it doesn’t matter what temperature the star is at, it will emit all the frequencies!A: Yes of course a blackbody emits all the frequencies!That’s where I got the hint of blackbody. I drew the blackbody spectrum. But instead of intensity vs wavelength, I chose intensity vs frequency. Doesn’t make much of a difference. All I had to do was adjust the graph accordingly. I made the plots for both blue and red star but I made a mistake that I intersected both of them. I made the peak shift correctly but made this mistake.A: There is an intersection. How will you account for that? Can you find the ratio of their energies?I used Stefan’s law and found the ratio of energies of blue to red star as 16:1.A: Ok since you have got 16:1, can you now make an argument about why this intersection should not be there?Me: Yes sir. Since the energy of red star is always 1/16 of that of blue star, their intensities can never match at any frequency.Third QuestionB: Shall we now ask from quantum mechanics? Do you know quantum?Me: Not much. Just a little bit!B (smiling): Ok now he is getting cautious!Me: No I am not getting cautious. Even in the beginning I said classical and statistical mechanics. I never said quantum mechanics in the first place!Everybody started laughing.B: But still we will ask you a simple question from quantum.Me: Ok!P: In an experiment, a particle is created. Its mass is measured to be m with an error of 20 times the mass of an electron. What is the life time of that particle?Me: By life time you mean the time for which we can detect the particle?P: Yeah pretty much close!Then I simply applied the uncertainty principle and got the result.P: Yes this is the expression I was looking for!Fourth QuestionS: Ok I have not prepared a question from statistical mechanics. Let me make one and till then, you do this one.I was happy to see this question. It was a really simple one!! I found the eigenvalues, eigenvectors, diagonalised the matrix and found its exponentiation.Fifth QuestionS: In a harmonic oscillator, there are many energy levels. It is kept at temperature T. What is the average energy of the system?It was a pretty straight forward question. I wrote these three relations:S: You see it is not much difficult to find the summations. At least find one!I solved the series for z and found the expression for partition function.S: Ok that’s fine.And my interview was over. I came out and saw the time. It was 3:15 pm. My interview went for 1 hr 15 mins! I was really happy to go through this experience. I really enjoyed it all. And then one day I got this:I got my first choice!! I had expected at most DAA which was my second choice. Never thought that I would get DTP. Hope my experience helps someone!Edit: People are asking me about my ICTS interview and other institutions that I applied to. I chose not to go to ICTS, Bangalore. I skipped that interview. I appeared for TIFR GS and IITJAM this year. I did not give any other interviews. I am glad that my TIFR experience is being helpful. Interviews at TIFR are different for everybody. What happened with me will most probably not happen with anyone else. I personally feel that they went a bit easy on me after the first question. Kind of a stress test? I don’t know. I don’t even know what they were expecting from me! Thank you all!