Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

I have spent over 22 years in the field of school education and administration, working with some of the most reputed institutions in Kolkata. My experience spans academic leadership, curriculum design, and the organization of numerous co-curricular and outreach programs aimed at holistic student development. My commitment to educational excellence extends beyond the classroom. As a national-level Trainer of Trainers empanelled with CBSE, I have conducted numerous workshops for teachers and students on innovative pedagogical approaches. My expertise also includes article contributions to national journals, conceptualizing city-wide school projects, and collaborating with Consulates, media houses, publishers, and NGOs. My work reflects a deep commitment to integrating academic excellence with value-based and experiential learning. 
As a seasoned education professional, currently serving as Headmistress at Indus Valley World School, I have honed my skills in managing school operations across CBSE and ICSE boards. My previous roles have equipped me with a deep understanding of curriculum development and implementation. Currently, I am not only the Head of Primary school but also the Head of Humanities for both the Middle and Senior sections. I am also in charge of the school's MUN and Debate Club, the POCSO Committee, and the school's brand-building team.
My educational philosophy prioritizes student welfare and holistic development, focusing on 21st-century skills, knowledge enhancement, and nurturing responsible global citizens. As a leader, I believe in leading by example, fostering teamwork, and promoting professional growth among staff members to achieve the school's vision.

Q2. What opportunities and challenges do you see in blending traditional classroom strengths with emerging digital platforms?

The opportunities are immense. Digital platforms enable personalized learning, allowing students to learn at their own pace while teachers can track progress through data analytics. The most common practice is already the syllabus being taught through digitally enhanced classes in most urban schools. However, schools in rural India have yet to equip themselves with smart classrooms, and as a result, a large section of the population aged 6 to 14 years is not exposed to digital learning. In the urban setting, the students with learning difficulties also benefit significantly from using technology. 
Hybrid models also encourage greater collaboration and creativity and are often used in a few schools across India. However, challenges include ensuring equitable access to technology, maintaining student engagement in virtual spaces, and preserving the human connection that defines traditional classrooms. Also, with the advent of AI, it has become increasingly challenging for teachers to assess students' originality. As someone who has helped teachers transition into blended learning environments, I’ve seen firsthand that success lies in balance — leveraging technology to enhance, not replace, the empathy and spontaneity of classroom teaching.

Q3. How do you interpret the growth trajectory of premium K–12 education compared with mid-range or budget private schools in recent years?

Premium K–12 institutions have witnessed consistent growth, driven by parents’ increasing focus on holistic development, global exposure, and strong academic credentials. However, mid-range and budget schools are also evolving rapidly, especially with the availability of affordable digital tools and government-supported initiatives. The gap is narrowing in terms of quality teaching practices, though infrastructure and exposure remain distinguishing factors. 
In Kolkata and other metro cities, I have observed a rise in discerning parents who value innovation, teacher quality, and emotional well-being over just brand names — signalling a maturing education market. Another factor that determines this growth is the parent connection and the visibility that schools regularly provide to the parent community. Along with quality education, what are the “extra takeaways” that determine how one school can remain ahead of the competition?

Q4. When you look ahead five years, what indicators suggest the strongest areas of expansion in private education, whether by curriculum type, city tier, or ancillary services?

Over the next five years, I foresee significant expansion in three areas:
1.    Curriculum diversification — increased adoption of experiential, skill-based, and international curricula aligned with NEP 2020.
2.    Tier 2 and 3 cities — growing demand for quality private education, as parents seek premium schooling experiences closer to home. In Tier 1 cities, there will be changes/additions to the opportunities given to students.
3.    Ancillary services — such as teacher training, career guidance, mental health support, student outreach programmes, and ed-tech integration — will see rapid professionalization.
My experience conducting teacher upskilling workshops indicates that schools that invest in teacher empowerment and innovation will lead this wave of expansion.

Q5. In what ways is sustainability becoming a deciding factor for families when comparing premium private schools?

Sustainability has evolved beyond just environmental consciousness; it now encompasses ethical governance, community engagement, and long-term educational value. Families today are drawn to schools that model responsible citizenship — through green campuses, inclusive policies, and social outreach. Having organized several outreach and eco-awareness programs myself, I’ve seen how sustainability initiatives deepen community ties and shape students into empathetic, responsible global citizens. Parents increasingly view such practices as indicators of a school’s integrity and future-readiness. In fact, both the CBSE and CISCE boards have initiated several measures that schools must implement to raise awareness about sustainability.

Q6. How would you describe the competitive landscape for premium private schools in your region, and what unique attributes help a school standout?

The competition among premium private schools in Kolkata is robust yet collaborative. Parents are no longer satisfied with academic excellence alone; they seek a balanced ecosystem that nurtures creativity, empathy, and adaptability. Schools that stand out are those that offer strong academic foundations while encouraging experiential and co-curricular engagement, and that take a holistic approach, providing students with varied opportunities and exposure across prestigious platforms. From my experience, schools that invest in continuous teacher development, student well-being programs, and community partnerships tend to sustain a competitive edge — as they create learning environments that truly prepare students for the complexities of modern life.

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

I would ask: “How are you aligning your educational vision with the evolving needs of learners, teachers, and the community, and creating learning spaces that are globally at par with the best practices, and what concrete steps are being taken to sustain that alignment over time?”
The long-term success of any educational venture depends on its ability to remain relevant, responsive, and resilient. This includes investment in human capital — particularly in teacher development and student support systems — which ultimately determines educational quality and institutional credibility.