In an industry where ambition is abundant but survival is rare, India’s aviation sector is entering its most defining phase yet – a quiet simultaneous consolidation.
The Unlimited Opportunity
India’s aviation story today is nothing short of extraordinary.
Airlines placing record aircraft orders (over 1,500+ aircraft on order across Indian carriers)
Airports expanding at unprecedented pace (from approx 74 operational airports in 2014 to 150+ airports, heliports and water aerodromes today)
Passenger traffic soaring (domestic air passengers crossing 150+ million annually, nearly doubling over the past decade)
New entrants across MRO, CAMO, FTO, logistics, leasing, drones
Policy push for self-reliance and indigenous capability
On paper, it looks like a gold rush.
And like every gold rush, it is attracting Entrepreneurs, First-time aviation investors and of course the Opportunistic capital
But those who have spent decades in this industry know one thing:
Aviation is not only an entry game. It is a game of survival & continuous scaling.
The Reality Few Talk About
Behind the optimism lies a hard truth that is taught in management classes:
Only about 30% of new ventures in most industries survive beyond 3 years
Barely 15 – 20% make it past 5 years
Profitability is often a long-term outcome – not an early milestone, lest you are extremely innovative or have god-fathers in the political arena.
Seasoned businessmen, irrespective of industry often say:
“Don’t enter aviation to make money in 3 years. Enter it only if you can afford to lose money for 5.”
And that is not pessimism – it is experience speaking.
Why Most Aviation Startups Fail
Having observed multiple cycles of aviation growth, a pattern becomes clear:
1. Underestimating Capital Intensity
Aviation consumes capital relentlessly:
Infrastructure
Skilled manpower
Compliance
Maintenance
Cash flow gaps appear faster than anticipated.
2. Regulatory Timelines vs Business Timelines
Approvals – from the Directorate General of Civil Aviation (DGCA) – rarely align with business projections.
I recall a recent case where an enthusiastic new entrant representing a large indian conglomerate with estimated annual turnover of more than 20000 crore, was introduced by me to DGCA officials (vertical heads) and the DG, DGCA with plans to start a specific type aircraft production in India under DGCA’s CAR 21 (Civil Aviation Requirements 21) provisions. After making high-level presentations and overseas training plans for its engineers, the reps confidently projected aircraft production to commence within next four months. The regulator, in its characteristic composure, encouraged the optimism without dampening spirits.
A year later, reality has quietly taken over – timelines have stretched, momentum has slowed, and some of those freshly trained engineers and staff are now reconsidering their career paths. To those who think otherwise:
A gentle reminder that in aviation, regulatory timelines are governed by safety – not spreadsheets.
This unaccounted mismatch often results in Delays that translate into => Costs. Costs in turn transalte into => Pressure and Pressure ultimately into => Compromise.
3. Fragmented Ecosystems
Many new players attempt to build everything in-house, viz:
Operations
Maintenance: Many NSOPs rushing to establish in-house CAR 145 MRO’s enhancing flight safety risks in the long run.
Compliance: Internal audits, though fine, still need to be complemented with third party audit’s and audit preparations for keeping up with DGCA requirements.
Logistics
Result is obvious?
High cost, low efficiency, and increased risk exposure.
4. Absence of Strategic Depth
Aviation rewards:
Experience
Relationships – Networking dwarfs the likes of digital marketing in Aviation.
Institutional credibility
Not just capital.
Post-COVID Boom Followed by the beginning of a Slow Shakeout
The post-pandemic rebound has accelerated:
Fleet expansion
New company formations
Entry into niche verticals
But history – globally and in India – tells us:
Every boom irrespective of Industry is followed by consolidation.
And in India, that consolidation is no longer theoretical.
It has already begun, albeit silently.
The Adani Effect: A Case Study in Real-Time Consolidation
If one needs evidence of consolidation, look no further than the rapid expansion of Adani Group in aviation.
In a short span, Adani has systematically built an integrated aviation ecosystem:
1. Acquisition of Air Works
~85% stake acquired for ~₹400 crore
One of India’s largest independent MRO players
Pan-India presence with extensive technical capabilities
2. Full Acquisition of Indamer Technics
Strategic Nagpur-based MRO facility
Designed to handle heavy maintenance and lease return checks
Strengthens India’s position as a potential global MRO hub
3. Majority Stake in Flight Simulation Technique Centre (FSTC)
Deal valued at about ₹820 crore
India’s largest independent pilot training organisation
Critical piece in building a full-stack aviation services platform
What This Really Means
This is not just expansion, it’s a strategic consolidation across verticals:
Maintenance (MRO)
Training (FTO/Simulation)
Infrastructure (Airports)
Defence & aerospace
The objective is clear: create a single-point aviation ecosystem.
And this has two immediate implications:
1. Scale Will Dominate
With the Competition Act 2002 (the erstwhile monopolies and restrictive trade practices act 1969) barely effective, standalone players will struggle to compete with:
Integrated offerings
Capital strength
Cross-vertical synergies
2. Independent Players Must Choose
They have limited choices and must decide to:
Scale up
Partner
Merge
Or exit
The Silent Struggle of Smaller Players
While large groups consolidate, smaller aviation businesses face:
Rising compliance costs
Talent retention challenges
Pressure from clients demanding scale
Limited access to capital
Many are:
Operationally sound
Technically competent
But financially stretched
These are the very entities that become:
ACQUISITION TARGET – OR CASUALTIES.
Aviation’s New Reality: Collaboration Over Competition
The old mindset “Build Everything Yourself & Be the Lone Sahara Shree” is being replaced with a new reality i.e. “Integrate, Collaborate, Or be Irrelevant”. A learning thus, if comes earlier, the better. We are already seeing:
MROs aligning with investors
Operators outsourcing CAMO and Maintenance
Training organizations seeking partnerships
Logistics providers integrating into aviation ecosystems
A Strategic Insight from Experience
Having spent decades in aviation, one pattern stands out:
The strongest aviation businesses are rarely built alone. The era of Naresh Goyal’s (Aviation) and Prannoy Roy (Media Industry) are over
They are built through:
Strategic alliances
Consortiums
Smart acquisitions
Timely exits
Integrated ecosystems
Pick up any mid-sized or emerging aviation company in the West – be it an MRO, charter operator, training organization, or even a new-age aerospace startup – and look at their “About Us” or “Leadership” pages. What you’ll consistently find is not a single dominant promoter, but a well-structured mix of investors, aviation veterans, technical specialists, and professional management teams.
Take Surf Air Mobility or Wheels Up – both operate on models where capital partners, operational experts, and strategic leadership coexist, rather than being driven by a single individual. Similarly, many regional MROs and flight training organisations across Europe and North America are backed by private equity, institutional investors, and domain experts, each bringing a specific capability to the table.
The era of promoter-driven aviation empires is giving way to professionally managed, investor-backed ecosystems – where ownership is distributed, but accountability is sharper.
In a sector as capital-intensive and safety-critical as aviation, this shift is not incidental – it is essential.
The Smart Playbook for the Next 5 Years
For entrepreneurs and investors entering aviation today:
1. Don’t Chase Growth – Secure Survival First
Survival beyond 5 years is the real milestone.
2. Build Asset-Light Where Possible
Leverage:
Third-party MRO
External CAMO
Strategic logistics partners
3. Be Open to Consolidation Early
The best deals happen:
Before distress
Not after
4. Align with Industry Experts
Well known saying, “There is No Shortcut to Experience”. Experience reduces:
Costly mistakes
Regulatory friction
Time to market
5. Think Ecosystem, Not Entity
Standalone companies will struggle.
Integrated ecosystems will thrive.
To Conclude: The Future Belongs to the Consolidated
India’s aviation sector is not just growing – it is maturing.
And maturity brings:
Consolidation
Discipline
Selectivity
In the coming decade, success will not be defined by entry – but by endurance.
The question is no longer “SHOULD YOU CONSOLIDATE?”. Rather the real question is “WHEN – AND WITH WHOM?”
Last But Not The Least:
Those in sync with my thoughts, or those exploring mergers and acquisitions, operators seeking strategic partnerships or Investors looking for structured aviation entry routes, can express their thoughts below or get in touch.
As legal pressures intensify and liquidity dries up, India’s once-resilient low-cost carrier faces its toughest test yet
India’s aviation sector is once again under the spotlight—and at the center of the storm is SpiceJet, an airline that has long survived against the odds but now appears to be approaching a critical breaking point.
In a dramatic submission before the Delhi High Court, the airline warned of a potential operational collapse if forced to immediately deposit ₹144 crore (≈ $17 million) in an ongoing legal dispute with former promoter Kalanithi Maran and KAL Airways.
“An immediate payout could destabilize operations,” the airline argued—an admission that has sent alarm bells ringing across the industry.
A Legal Battle Turning Existential
The dispute traces back to a 2015 share transfer agreement, which has since evolved into a prolonged arbitration and legal battle. While SpiceJet maintains that it is ultimately entitled to refunds, courts have continued to press for compliance with interim payment directives.
The situation escalated further when the Supreme Court of India declined to stay the deposit order—tightening the financial noose.
For an airline already battling liquidity constraints, this is no longer just a legal issue—it is a survival challenge.
Global Liabilities Add to the Pressure
Compounding domestic legal troubles, a UK court recently directed SpiceJet to pay approximately $8 million (₹65–70 crore) to an engine leasing company over unpaid dues related to:
Maintenance reserves
Lease rentals (2020–2022 period)
This development reinforces a troubling pattern:
Increasing international creditor action
Erosion of lessor confidence
Rising legal exposure across jurisdictions
The message from global stakeholders is clear: patience is running out.
Financial Fragility: The “Going Concern” Warning
SpiceJet’s financial health has been under sustained scrutiny. Auditors have repeatedly flagged “going concern” risks, pointing to:
High debt levels
Negative net worth
Persistent operational losses
At the same time:
Only a limited portion of the fleet remains operational
Aircraft groundings continue to impact revenue generation
Market share has steadily declined amid fierce competition
Fleet Shrinkage and Operational Strain
An airline’s strength lies in its fleet—and this is where the cracks are most visible.
Over recent years:
Aircraft repossessions by lessors have increased
Several aircraft remain grounded due to unpaid dues
Operational schedules have faced repeated disruptions
In a sector where reliability defines brand value, such instability can quickly spiral into passenger distrust and revenue erosion.
Liquidity Measures: Too Little, Too Late?
In an attempt to stay afloat, SpiceJet has initiated steps to unlock liquidity, including:
Sale of non-core assets such as land holdings in Gurugram
Structured fundraising efforts
Ongoing capital infusion attempts
However, the Delhi High Court refused to accept these assets as immediate security, highlighting a deeper concern:
The airline lacks readily deployable cash reserves.
External Pressures Mounting
The challenges are not limited to internal financial stress.
SpiceJet is also grappling with:
Rising Aviation Turbine Fuel (ATF) prices
Route disruptions due to geopolitical tensions in West Asia
Increased fuel burn and operational costs
These external shocks are hitting at a time when the airline’s financial resilience is already stretched thin.
The “Too Big to Fail” Illusion
For years, SpiceJet has managed to survive through:
Timely funding inflows
Promoter support
Perceived regulatory flexibility
This has led to a widespread industry perception of the airline being a “protected player”—a so-called blue-eyed boy of the ecosystem.
But the current crisis suggests a harsh reality:
Even institutional goodwill and financial patchwork have limits.
With increasing scrutiny from courts, lessors, and global stakeholders, the cushion that once supported SpiceJet may no longer be sufficient.
A Broader Industry Signal
SpiceJet’s situation reflects a larger truth about Indian aviation:
Sustainability cannot be built on intermittent funding—it must be backed by structural financial discipline and operational stability.
In today’s environment:
Lessors demand accountability
Courts enforce compliance
Markets reward consistency
The Road Ahead: A Defining Moment
The coming months could determine the airline’s fate:
Can it secure immediate liquidity to meet court obligations?
Can it rebuild trust with lessors and global partners?
Can it stabilise operations and restore fleet strength?
Or,
Is the industry witnessing the slow unraveling of one of India’s most resilient yet strained carriers?
Conclusion: Runway Running Out?
India’s aviation sector is entering a phase where:
Scale matters
Competition is unforgiving
Financial discipline is non-negotiable
For SpiceJet, the challenge is no longer just survival—it is credibility, continuity, and confidence.
Because in aviation, when the cash flow weakens, the runway shortens.
In a stunning development that has rattled India’s aviation ecosystem, the Central Bureau of Investigation (CBI) has arrested a Deputy Director General of Civil Aviation along with a Senior Vice President of a leading corporate group in a bribery case linked to drone import approvals.
Both, the DDG, DGCA M Devula and Bharat Mathur were arrested under the provisions of the Prevention of Corruption Act and the Bharatiya Nyaya Sanhita, 2023. Bharat Mathur, also happens to be associated with an aerospace company involved in drone technology – Asteria Aerospace Ltd.
The amount involved – ₹2.5 lakh – may seem modest. But insiders warn this is not about the money.
This is about access, influence, and the integrity of India’s aviation regulatory system.
The Tip of the Iceberg?
According to officials, the alleged bribe was paid to facilitate regulatory clearance for importing drones for a private entity. But within aviation circles, the question being asked is far more unsettling:
If approvals can be influenced at this level, how deep does the system really go?
The Directorate General of Civil Aviation (DGCA) is not just another government body. It is the gatekeeper of flight safety in India, responsible for:
Airworthiness certification
Operational approvals
Licensing and oversight
Regulation of emerging sectors like drones
Any breach here is not procedural – it is structural.
Why This Case May Be Bigger Than It Looks
At face value, this is a ₹2.5 lakh bribery case.
In reality, it exposes three uncomfortable truths:
1. Speed vs Scrutiny
In a rapidly growing aviation and drone ecosystem, approvals are time-sensitive.
That urgency creates pressure points – and opportunities for influence.
2. The Rise of the Drone Economy
India’s drone sector is booming – spanning defence and surveillance, infrastructure monitoring, agriculture and logistics. With billions at stake, regulatory clearances have become high-value gateways.
3. The Credibility Question
Aviation safety operates on one invisible but critical foundation – trust.
Once that is shaken:
Every approval is questioned
Every certification is scrutinised
Every incident carries added suspicion
Industry Whispers Turn Louder
While no one speaks on record, industry insiders are increasingly acknowledging:
Regulatory processes are under pressure
Corporate influence is not unheard of
Approval timelines often drive decision-making
“The concern is not this case alone. It’s whether this is an exception – or a symptom,” said a senior aviation professional.
A Dangerous Signal for a Growing Industry
India is one of the fastest-growing aviation markets in the world.
It is also positioning itself as a global drone hub.
But growth without governance carries risk.
If regulatory integrity is compromised:
The Bigger Question: Who Guards the Guardians?
This case brings back a critical debate:
Are there enough checks on those who are meant to enforce the checks?
With increasing complexity in aviation operations – MRO consolidation, CAMO oversight, drone regulation – the need for transparent systems, digital approval trails and independent audits has never been greater.
What Happens Next
The investigation is expected to:
Probe deeper into the approval chain
Examine whether more officials or entities are involved
Scrutinise past clearances in similar cases
If expanded, this case could open a much larger Pandora’s box. However still, while this may sound sensational to the public at large due to the media hype, it may not be the case. Any government official can never stake his / her job in exchange for money by putting flight safety at risk. It’s only a minority fringe, that could go this way simply by utilizing delay tactics of holding back files and commits such graft.
Conclusion: A Defining Moment for Indian Aviation
This nonetheless is not just a corruption case. It is a stress test for India’s aviation governance framework.
In aviation, safety is non-negotiable – and so is integrity.
As the CBI digs deeper, one thing is certain and that is that the industry will be watching. Closely.
As consolidation accelerates, the real risk lies not in size – but in the erosion of independent oversight
India’s MRO Evolution: Growth Meets a Defining Moment
India’s aviation Maintenance, Repair and Overhaul (MRO) sector is undergoing a profound transformation. Consolidation is gaining momentum, large business groups are entering the space, and integrated aviation ecosystems – combining airlines, airports, training, and maintenance – are steadily emerging.
On the surface, this is a positive trajectory:
Scale enhances efficiency
Capital strengthens infrastructure
Integration reduces turnaround time
However, beneath this growth narrative lies a critical and often under-discussed question:
Can aviation safety remain uncompromised when maintenance oversight becomes internal to the same commercial ecosystem it is meant to regulate?
It is important to state upfront:
Consolidation is not the concern. Loss of independence is.
A Subtle but Serious Signal from the Regulator
The Directorate General of Civil Aviation (DGCA) has, in recent times, increasingly emphasised the independence and accountability of key aviation post holders, including:
Accountable Manager
Continuing Airworthiness Manager (CAM)
Quality Manager (QM)
Chief of Flight Safety (CoFS)
Operations Head
Under the CAR-M and CAR-145 regulatory frameworks, these roles are not merely administrative – they are designed as independent safety sentinels within the organization.
Yet, the underlying concern is becoming evident:
When commercial objectives and safety oversight reside within the same command structure, independence can gradually erode – often invisibly.
The Real Fault Line: In-House vs Independent MRO
The ongoing discourse around MRO consolidation often misses the central issue.
The distinction is not between large vs small MROs – but between:
Independent MROs provide a critical structural safeguard in aviation.
1. Objectivity in Engineering Decisions
Third-party MROs are insulated from:
Flight schedules
Revenue pressures
Aircraft utilisation targets
This allows certifying engineers to take decisions based solely on:
Airworthiness
Compliance
Safety
2. Audit-Driven Discipline
Independent MROs are continuously evaluated by:
Regulators
International authorities
Airline customers and lessors
Their business model depends on:
Maintaining credibility
Demonstrating compliance
Passing rigorous audits
This creates a culture of accountability and precision.
3. A Natural System of Checks and Balances
When CAMO interacts with an independent MRO:
Maintenance decisions are cross-verified
Reliability data is independently assessed
Technical disagreements are resolved through objective reasoning
This ensures the system remains balanced, transparent, and resilient.
The Missing Layer: Beyond Regulatory Oversight
While regulatory frameworks such as CAR-M and CAR-145 provide the foundation, global aviation has increasingly recognised the need for additional, independent layers of safety assurance.
Across mature aviation markets, operators and high-risk sectors have adopted structured, risk-based audit systems developed by international safety organizations. These frameworks:
Operate independently of both regulator and operator
Focus on real-world operational risks rather than documentation alone
Continuously monitor safety performance
Benchmark organisations against global best practices
Importantly, these systems introduce a philosophy already familiar within maintenance practices.
In critical engineering tasks – such as flight control inspections or engine installations – dual certification by two qualified engineers is often mandated to eliminate single-point failure.
Similarly, independent audit frameworks act as a second layer of organisational verification – ensuring that no critical oversight gap goes unnoticed.
As India’s aviation ecosystem grows in complexity, the integration of such frameworks could significantly enhance transparency, accountability and risk identification
India’s Growth Story: Opportunity with Responsibility
India’s aviation sector is expanding at an unprecedented pace:
Rapid fleet induction
Increasing reliance on global leasing markets
Growth in non-scheduled and business aviation
Rising expectations from international stakeholders
At the same time:
Cost pressures remain intense
Competition is aggressive
Operational margins are thin
In such an environment, the risk is not intentional compromise – but systemic drift toward efficiency at the cost of conservatism.
The Way Forward: Preserving Independence in a Consolidated Future
India does not need reverse consolidation – it needs to anchor it in strong governance principles.
1. Maintain Structural Independence
Encourage separation between:
Operators
Maintenance providers
Oversight functions
2. Strengthen Post Holder Autonomy
Ensure that key personnel:
Operate without commercial interference
Have direct access to top management
Are protected in safety-critical decision-making
3. Introduce Independent Audit Layers
Adopt global best practices that:
Provide continuous oversight
Identify systemic risks
Enhance regulatory frameworks
4. Promote Hybrid Maintenance Models
Balance:
In-house operational efficiency
Independent third-party validation
Conclusion: Independence is the True Measure of Safety
India’s aviation future is bright – but it must be built on uncompromised safety foundations.
Consolidation will bring:
Scale
Investment
Capability
But only independence will ensure:
Objectivity
Accountability
Trust
In aviation, safety is not a function of size – it is a function of independence.
As the industry evolves, the true benchmark will not be how large MROs become – rather how effectively they preserve the integrity of engineering judgement.
Owning an aircraft is no longer just a symbol of prestige – it is a strategic business decision. In a rapidly evolving aviation ecosystem like India, aircraft ownership can unlock unmatched efficiency, flexibility, and long-term value.
However, what many prospective buyers underestimate is this: buying an aircraft is not a transaction – it’s a highly complex project.
From regulatory approvals to technical due diligence, a single oversight can cost crores or worse, ground your asset indefinitely.
Having been deeply involved in aircraft acquisitions, transitions, and regulatory frameworks, I can confidently say:
The difference between a successful acquisition and a costly mistake lies in understanding the essentials - and executing them flawlessly.
Let’s walk through what truly matters.
1. Defining the Right Aircraft – Beyond Just Range & Capacity
Most buyers begin with basic parameters: range, seating, and cost.
But in India, the real considerations go much deeper:
Registration category under NSOP (private or commercial works like aerial work, charter opns etc)
Lifecycle cost, not just acquisition price
A wrong selection at this stage can lock you into high operating costs and limited usability.
2. The Indian Regulatory Maze – Where Most Deals Slow Down
Aircraft acquisition in India involves close coordination with the Directorate General of Civil Aviation (DGCA), along with other authorities.
Key regulatory touchpoints include:
Import clearances (if importing)
Certificate of Airworthiness validation
Registration under Indian registry (VT-XXX)
Compliance with CARs (Civil Aviation Requirements)
Security clearance (in certain cases)
This is not just paperwork - it’s strategy-driven sequencing. One wrong step can delay induction by months.
3. Due Diligence – The Most Underrated Risk Shield
Globally, aircraft transactions follow structured processes (as also reflected in industry-standard transaction flows ), but in India, due diligence needs even sharper focus.
Critical checks include:
Title and lien search (including International Registry records)
Maintenance history & “logbooks-to-birth” validation
Airworthiness Directives (AD) / SB / Mod compliances
Damage history & structural repairs
Engine/APU program enrolment
A missed discrepancy here can wipe out asset value overnight.
4. Pre-Purchase Inspection (PPI) – Where Reality Meets Paper
On paper, an aircraft may look pristine.
On the hangar floor – it’s often a different story.
Aircraft Interiors
A professionally managed PPI should:
Be conducted at an approved MRO by an appropriately experience professional
Cover structure, avionics, engines, and records
Identify rectification liabilities before closing
Most countries have appraisers accredited by ISTAT, ASA, CAAA who conduct PPI in a structured and professional way, albeit at a cost. However Indian buyers still prefer saving on this important aspect and eventually end up purchasing and getting stuck with aircraft that end up ‘AOG’ for extended periods of time, thereby adding costs to the owners, post purchase.
This stage alone often determines whether you proceed, renegotiate, or walk away.
5. Structuring the Deal – Tax, Ownership & Financing
This is where aviation meets finance and law.
Key decisions include:
Ownership structure (individual, corporate, SPV)
Import duty implications (in case of importing an aircraft)
Tax considerations
Leasing vs outright purchase
Financing structures
A poorly structured deal can increase acquisition cost by 15–25% or more in the Indian context.
6. The Hidden Layer – Contracts, Escrow & Risk Allocation
A professional transaction involves:
Letter of Intent (LOI)
Aircraft Purchase Agreement (APA)
Escrow arrangements
Delivery conditions & acceptance clauses
Every clause defines who bears the risk – and when.
This is not an area for generic templates.
7. Registration, Import & Induction – The Critical Final Mile
Even after signing, the journey is far from over.
Final steps include:
Export Certificate of Airworthiness
Deregistration from previous registry
Import into India
DGCA inspection & acceptance as per applicable CAP
Issuance of Indian CofA
This phase requires tight coordination across jurisdictions – timing is everything.
8. Post-Acquisition: Protecting Your Investment
Buying the aircraft is just the beginning.
To preserve value:
Enroll in maintenance programs
Ensure proper and professional CAMO oversight
Maintain asset records meticulously (Missing records affects the resale value considerably)
Plan for eventual resale from Day 1
Smart owners think about exit value at the time of entry.
Why Most Aircraft Purchases Go Wrong
As per experience, failures typically stem from:
Inadequate technical due diligence
Poor regulatory planning and liaisoning
Improper deal structuring
Lack of experienced transaction advisory
Aircraft acquisition is one domain where “learning on the job” can be extremely expensive.
A Final Thought
In India’s fast-growing aviation landscape, the opportunity to own and operate an aircraft has never been better.
But success lies in precision, planning, and expertise.
Many aspects of aircraft acquisition – especially those involving negotiation leverage, regulatory shortcuts, and cost optimization – are not publicly documented and can only be navigated with hands-on experience by a professional.
Thinking of Buying an Aircraft?
If you are seriously evaluating aircraft ownership – whether for business or private use – it is worth getting the right guidance from the outset.
A well-executed acquisition doesn’t just save money – it creates long-term value and operational confidence.
Border security is of serious concern globally. The US has deployed its Stryker Brigade at the US-Mexico border and offered 250 used Stryker ICVs to Poland for one dollar apiece in December 2025. Yet, the US managed to politically pressure India for joint production of this vintage ICV. Mercifully, this went on the backburner after Stryker trials in high-altitude failed miserably but time was wasted in equipping the Army with the indigenous Wheeled Armoured Platform (WhAP), also being exported to Morocco.
India has a volatile neighbourhood and land borders measuring 15,200-km, with the longest border with Bangladesh – 4,096.7 km. China and Pakistan are in illegal occupation of Indian territories and eye more. The border with Myanmar is not fully settled. About 800–860 km of the India-Bangladesh border remains unfenced, with over 174 km classified as non-feasible for fencing due to riverine areas and marshy lands.
India has faced terrorism since Independence. A surgical strike, standoff Balakot strike, and killing 100 terrorists in Operation ‘Sindoor’ can’t suffice against a country churning out 1.00.000 radicals annually from 32,000 madrassa. Cross-border tunnels are being used by our adversaries for infiltration and smuggling along our borders with Pakistan, Bangladesh and Myanmar. We lack a doctrinal approach for proactive tunnel warfare. India’s strategy has a defensive mindset where infiltrators are dealt with after they enter our territory. Despite an Armed Forces Special Operations Division, in addition to a large number of Special Forces in the Services, the focus is more on optics, like the clip on Bhairav Commandos using Amitabh Bacchan’s background voice.
All this is because India still doesn’t have a National Security Strategy (NSS) despite NSA Ajit Doval officially tasked to define one in 2019. Lack of NSS, helps the political hierarchy to avoid responsibility in crisis situations. Government focus remains on elections, trade, money-making and of late on Epstein Files. When and why the US released Epstein Files containing names of PM Modi, Hardeep Puri and Anil Ambani, and how Trump is using is using Epstein Files as a strategic weapon to delete names from these files, plus Trump’s other pressure points on India, can be read here. Despite Indian efforts to appease Trump, the US has slapped 126% tariffs on India solar exports after Adani’s firm withdrew from the probes. Hardeep Puri’s Epstein connection and the riches secured by his daughter continues to trend the internet. But India always has intra-party and inter-party skeletons, so there is nothing to worry about.
Hardeep Singh Puri’s daughter, Himanee Puri’s company Realm Partners LLC had reportedly received $28 crore, which is approximately ₹2400 crore, in funding from Robert Millard, a close associate of Jeffrey Epstein.
But New Delhi should worry about the Epsteins in India. Maharashtra Chief Minister Devendra Fadnavis has said 1,17,369 women and minor girls went missing during 2024-2025 in Maharashtra, of whom 86,228 the police traced but 31,141 are still missing. If this is the state in one state, imagine the numbers pan-India. How many such rackets are linked to politicians? Fadanavis has also launched a rifle and combat training program for Dalit and Nav-Buddhists youth – a private-political army? But what is India doing about politicians abusing, thrashing and in one case even making a Dalit drink his own urine? News of such incidents come in media but never the follow up of what action was taken against the concerned politician (s).
In February 2026, the Ministry of Home Affairs (MHA) announced India’s first-ever National Counter-Terrorism Strategy ‘PRAHAAR’: zero-tolerance against terrorism. PRAHAAR is an acronym for: Prevention of terror attacks to protect citizens; Responses that are swift and proportionate to the threat; Aggregating internal capacities for synergy; Human rights and ‘Rule of Law’ based processes; Attenuating the conditions enabling terrorism; Aligning and shaping international efforts; Recovery and resilience through a whole-of-society approach.
BIG! Home Ministry unveils India’s first National Counter-Terrorism Strategy ‘Prahaar’, reinforcing a ZERO-TOLERANCE war on TERROR.
The policy will CRIMINALIZE every terrorist act and choke off funds, weapons, and safe havens for terrorists and their supporters. pic.twitter.com/78rVM4wMpl
This strategy, coming after India suffered thousands of terror attacks over the years indicates the seriousness or lack of it in combating terrorism. How effective PRAHAAR is, including in dealing with criminalization of politics, only time will show. Why did we not react to the Delhi and Nowgam blasts, which had clear foreign links – fear of enemy retaliation? What happened to zero-tolerance?
In 2000, Farooq Abdullah, then Chief Minister of J&K, addressed a think tank in New Delhi. After the talk, a foreigner in the audience asked him, “Sir, there are 5-6 villages in J&K bang on the border that assist infiltration. Why not move them away from the border into the hinterland?” Abdullah replied, “We have those plans. I have asked INR 100 crore from the Centre to move the first village”. That was 26 years ago.
In recent years, control of up to 60 km of the border with Pakistan was given to the BSF for counter-drone operations, which led to plenty of discussion and controversy. The Army has now been made responsible for counter-drone operations along the Pakistan and China borders, managing low-altitude airspace within a 35-km range from the frontier. But ambiguity remains in coordinating counter-drone operations between the Army and the BSF, given internal politics. Why has the Army not been given responsibility for low-altitude airspace along the Bangladesh border when China and Turkey are supplying them drone? Is the fear that army surveillance will unveil the iniquitous activities under the very nose of the MHA?
In April 2025, Union Home Minister Amit Shah said an electronic surveillance system would be “first” installed along the Indo-Pak border in the next 3-4 years, and then on the India-Bangladesh border. Why can’t we address the Indo-Bangladesh border simultaneously? Why should the Indo-Pak border take 3-4 years in the first place – lack of resources or political will? Is the government waiting for BJP rule coming in Bangladesh to address the Bangladesh border effectively?
A decade back, India Today showed its reporter on the Indo-Bangladesh border standing next to a BSF jawan sitting on a chair and a stream of Bangladeshis entering India through the broken fence in broad daylight. The clip was taken off the TV within 10 minutes. A shocking video of an Indian youth crossing into Bangladesh territory in broad daylight with no one checking him was recently aired by Times Now. Obviously, illegal immigration and smuggling, including cattle-smuggling, is continuing and money is changing hands.
The Calcutta High Court has ordered the West Bengal government to hand over land for BSF fencing by March 31, 2026. The West Bengal government says it has no objection to providing land for fencing, land has already been provided to central agencies, but Centre must roll back the arbitrary decision to extend the BSF’s jurisdiction from 15 km to 50 km. This indicates that the issue really is not about fencing, but of BSF controlling all land within 50-km of the border.
Union Home Minister Amit Shah is going around saying infiltration will be stopped if BJP rule comes to power in West Bengal, and if BJP returns to power in Assam, infiltration and flooding will be stopped. But multiple questions arise as under:
• Are we a bunch of eunuchs who cannot acquire land for border fencing or is this only about BSF control up to 50-km from the border?
• Why has the issue been taken up with Calcutta High Court after so many years – isn’t this deliberate dirty politicking? Doesn’t this demand accountability?
• Isn’t the BSF, which is directly under the MHA, responsible for the Indo-Bangladesh border? And, BSF has never said it is constrained in guarding this border?
• Isn’t the current situation conducive to enormous financial gains for the MHA, using BSF for infiltration, narcotics and cattle smuggling – as indicated by India Today in the past and Times Now recently.
Jibu B Mathews, commandant 83 Battalion BSF (resident of Pathanamthitta District of Kerala) was arrested by the CBI unit of Kochi travelling in Shalimar Express. He was carrying INR 76 lakhs when nabbed, and CBI recovered INR 96 crore from his house later. He was posted at the India-Bangladesh border at the time of his arrest. This is just a small sample of what is involved. Farooq Abdullah only wanted INR 100 crore to disregard national security, but here the sum involved would be many millions more. Wonder if the CBI got a rap for reporting the Mathews case and was directed to not report such cases in future.
When a reporter asked why the Home Minister can’t stop infiltration from Bangladesh, Amit Shah only sniggered, “woh bhabhiji wali (that sister-in-law), and that the BSF “cannot” guard the Bangladesh border without the fence – this after BJP ruling India since 2014? It amounts to admitting, as home minister, he has failed to provide adequate security along this border. How come he didn’t imprison Mamta Bannerjee and Mahua Moitra (like Arvind Kejriwal and Manish Sisodia in false cases) and took over West Bengal to secure the border – has he lost his touch?
Finally, when will we transcend from border insecurity to border security – 2047?
The author is an Indian Army veteran. Views expressed are personal.
DUBAI / INTERNATIONAL – In a dramatic development reverberating across global business and political networks, Sultan Ahmed bin Sulayem, the long-time chairman and chief executive of Dubai’s logistics giant DP World, has resigned following the public release of email correspondence tying him to disgraced financier Jeffrey Epstein.
The decision marks a stunning fall for one of the Middle East’s most influential business leaders – a figure who helped transform DP World into a linchpin of Dubai’s economy and one of the world’s largest port operators.
The resignation comes after new documents released by the U.S. Department of Justice – part of the ongoing Epstein files disclosure – showed an email from Epstein to bin Sulayem that included the unsettling line: “I loved the torture video.”
While the full context of the exchange remains unclear, U.S. lawmakers publicly identified bin Sulayem as the recipient of that message after his name had initially been redacted.
The exchange is part of a larger archive of communications spanning years, in which Epstein described bin Sulayem as “one of my most trusted friends,” with correspondence touching on personal and business matters.
DP World’s Swift Transition
DP World – owned by the Dubai government and a critical engine of the emirate’s trade, logistics, and economic expansion – moved quickly to install new leadership. Essa Kazim has been appointed chairman of the board, while former deputy CEO Yuvraj Narayan will serve as the company’s new CEO.
The official statement issued by the Government of Dubai’s media office did not directly mention bin Sulayem, but the leadership overhaul signals a bid to reassure global partners and markets.
International Backlash and Business Fallout
News of the email quickly sparked concern among DP World’s institutional partners. Major investors such as La Caisse – Quebec’s pension fund – and British International Investment temporarily paused new commitments in projects involving DP World, underscoring the reputational risks tied to the emerging revelations.
DP World’s expansive portfolio includes ports across the Middle East, Europe, Africa, and Asia – placing it at the heart of global supply chains. The leadership change comes amid heightened scrutiny from regulators, stakeholders, and human rights observers watching the broader Epstein disclosures.
No Criminal Charges – Yet
It’s critical to note that bin Sulayem has not been charged with any crime in relation to the Epstein materials, and the precise nature of the “torture video” referenced in the emails has not been publicly clarified.
However, the political and commercial fallout has already reshaped one of the Gulf’s most significant corporate leaders – a figure whose influence once extended across global commerce, philanthropic partnerships, and elite networks from the Middle East to the West.
BIG! Home Ministry unveils India’s first National Counter-Terrorism Strategy ‘Prahaar’, reinforcing a ZERO-TOLERANCE war on TERROR.
(@MeghUpdates) 
