“The jury is still out”: Why Kohli has zero IT exposure

Kohli has held a bearish view on the sector for several months and is not softening his stance. His core concern is not that Indian IT companies will disappear, he is clear they won’t, but the sector’s defining characteristic, growth, is missing. “My style of investment is basically growth and that is going to be missing here,” he told ET Now, adding that the exaggerated market reaction to every piece of weak data signals how deeply investors distrust the sector’s near-term trajectory.
The Accenture numbers, which spooked the market, were not catastrophic in isolation. But Kohli argues that the severity of the reaction reflects a deeper consensus: the growth trajectory for Indian IT majors over the next few years looks structurally challenged. While some niche players and those who successfully pivot to AI-led services may survive and thrive, he warns that identifying those winners right now is nearly impossible. “Who will survive — the jury is still out.”

“When a sector goes out of reckoning, it takes a very long time. Equity markets are all about the future, and we are very clear this sector will take very long to stabilise,” says Kohli.

Jio’s IPO: Value unlocking, not a cash crunch

Shifting to the other headline of the day, Reliance Jio’s DRHP has hit the market, a fresh issue of 27 crore shares that has reignited debate about where the proceeds will go. Kohli’s read is that this is less about raising emergency capital and more about strategic value unlocking.

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Telecom is a permanently capital-hungry business, he notes, with constant technological upgradation, AI integration, app ecosystems, and a fierce two-player competition with Bharti Airtel all demand ongoing investment. But the IPO’s deeper purpose, in his view, is to give investors a clean, direct vehicle to bet on India’s telecom story without the baggage of Reliance’s oil refining and retail businesses. “If somebody wants to play only the telecom business and not the traditional businesses, then this will give an opportunity,” Kohli said.
For long-suffering Reliance shareholders who have watched the stock stagnate, the listing could be the catalyst the market has been waiting for -separating Jio’s high-growth digital narrative from the conglomerate’s legacy valuation drag.

The founders I speak to are tired. Not in a “long week” way. Tired in a way that doesn’t fix itself with a Friday off or a weekend in the Cotswolds. The phone follows them everywhere. Slack notifications onto the train. An investor email they “just need to glance at” before bed.

If you’re reading this, you probably know what I mean.

I want to talk about something that has worked for me, and a handful of founders I’ve sent the same way — a real, deliberate, off-grid founder retreat in a place that physically refuses to let you stay reachable. I’ll be honest about what it costs, where it falls down, and the parts most articles miss.

Why a spa weekend doesn’t actually work

The spa weekend is the polite version of the problem. You arrive. You meditate badly. The food is good. You check your email at 7am and 11pm because the signal is still there, and so are you.

The Harvard Business Review has been writing about executive burnout for years now, and one of the threads researchers keep returning to is that recovery requires psychological detachment — not just physical absence from work. You need an environment where the temptation is genuinely removed, not just frowned upon. Most UK spa breaks fail that test.

I tried the local route first. A long weekend in Wales. Phone in a drawer. Within forty-eight hours I’d opened it three times “just to check the weather.” The reset didn’t take.

What being properly off-grid does to your brain

The first time I genuinely lost signal was inside Masai Mara National Park in Kenya. Not by choice, exactly. The lodge had Wi-Fi at reception and that was the entire offering. You walked there. You sat down and queued.

By day three I’d stopped going to reception.

There’s a particular thing that happens when your phone stops being an option. Your brain stops the background calculation of what if someone needs me. The cortisol drops in a way it can’t drop when you’re 200 yards from a Wi-Fi router. You start sleeping properly, which is a thing most founders haven’t done in years.

The lodge I stayed at was arranged through an operator I’d researched in advance. The time saved here matters more than people realise. Look at established East African travel specialists who handle the planning end-to-end rather than trying to stitch flights, transfers, and park permits together yourself when you’re already running on fumes.

The part I wasn’t expecting

Here’s something I haven’t seen written about properly in the corporate-retreat articles.

It wasn’t the wildlife that did the work. The lions were extraordinary, the migration crossings were genuinely a sight you don’t forget — wildebeest in their hundreds piling into a brown river while the air smelled of dust and wet hide. But that’s not what reset me.

It was the silence at 4:30pm when the wind dropped, the grass stopped moving, and you could actually hear your own breathing. There is no equivalent in a London co-working space. There is no equivalent in a Cornwall holiday cottage. The sound of nothing, in a landscape that extends past the horizon in every direction, does something a meditation app can’t fake.

A friend who runs a fintech in Manchester told me the same thing, in different words, after she went the following year. “I didn’t realise how loud my life was until it stopped.”

The honest cost picture for 2026

Park fees were updated in 2026 and the payment systems are now mostly digital. Kenya Wildlife Service parks are paid through kwspay.ecitizen.go.ke before you arrive. Masai Mara uses a separate Narok County system, which catches almost everyone out the first time.

Where the entry rates sit right now for international visitors:

• Masai Mara: $100 per adult per day from January through June, $200 per adult from July through December.
• Nairobi National Park: $80 per adult per day. There is also a combined “Nairobi Package” pairing the Park with the Safari Walk and Animal Orphanage for $105 per adult — useful if you’ve a stopover day before flying onward.

A practical detail nobody mentions until you’re at the gate: Mara tickets are valid for 12 hours, not 24. KWS tickets are 24. Enter the Mara at 4pm thinking you’ve covered tomorrow morning’s drive, and you haven’t.

Entry fees are only part of the cost. A serious off-grid retreat — flights, transfers, a good lodge, a private vehicle — typically runs $4,000 to $8,000 per person for five to seven nights. There are cheaper versions and considerably more expensive ones. For a realistic sense of what a full itinerary looks like and how seasonal pricing affects the budget, it’s worth reviewing typical Mara-region trip itineraries and recommended travel windows before you brief your assistant on the booking.

Concerns founders raise

“I can’t be unreachable for a week.” This is the most common one, and it deserves a bit of pushback. If your business genuinely can’t function without you for seven days, that itself is the burnout signal — the company is too dependent on a single nervous system. Most founders who go discover the team copes. The ones who plan it well brief two deputies and set an emergency contact protocol before they leave.

“What if something goes wrong out there?” A reasonable question. Malaria is a real risk in the Mara, and a travel-medicine appointment in the UK before you fly isn’t optional. Most reputable operators have evacuation insurance built into the package, but I’d verify it rather than assume.

“Will I actually disconnect, or will I just stew on work for a week?” Honestly, the first couple of days are awkward. The mental chatter doesn’t stop because the signal does. By day three or four most people I know describe something shifting. If it doesn’t, you’ve learned something important about how much your work has colonised your inner life — and that’s information worth having.

Where I got the planning wrong

My first attempt at this, I packed it too tight. I had built an itinerary with three lodges in seven days, an internal flight transfer in the middle, and a pre-dawn balloon ride on day four. By day five I was more tired than when I’d arrived. Moving accommodation is exhausting in the Mara because the roads are rough and the days start before dawn.

The version that worked, two years later, was simpler. One lodge. Six nights. No internal flights. A guide called Patrick — a licensed safari guide with a decade in the job — suggested we skip the dawn drive on day three and have a slow morning instead. That single piece of advice did more for me than the rest of the itinerary combined.

The trade-off is real, though. You see less wildlife when you slow down. If your goal is photography or a comprehensive Big Five tick-list, the slow version isn’t for you. If your goal is to feel like yourself again, it is.

When this isn’t the right answer

Worth saying — this won’t fix a burnout that’s been building for five years. It won’t fix a co-founder relationship that’s broken. It won’t replace therapy if you actually need therapy. BMMagazine has covered why rested founders build better businesses more thoroughly than I can here, and it’s worth reading alongside this piece.

What an off-grid week can do is interrupt the pattern long enough for you to see clearly what needs changing when you come home. That’s the pitch. It’s a smaller claim than the wellness industry usually makes, and it happens to be true.

If you’re considering one, the practical advice is unromantic. Book early. Peak season (July through October) sells out at the better lodges twelve to fourteen months ahead. Brief your team months out, and build buffer days at both ends so you’re not stepping off a long-haul flight straight into a board meeting.

The rest of it — the actual reset — that part the wilderness does for you. You just have to get yourself there.

The challenge becomes even bigger because retirement planning relies heavily on the power of compounding, and a few years away from investing can impact the final corpus significantly. However, financial experts believe that a career break does not have to derail retirement goals permanently. With disciplined investing, portfolio reviews, and strategic cash-flow management, investors can gradually bridge the gap and get back on track.

Also Read | MF Tracker: Nippon India Small Cap Fund tops all equity funds over 10 years. Is it too late to invest?

A similar query came from Sona, a viewer of The Money Show on ETNow who has a gap in her retirement savings because of her career break and wants to know how she can catch up? She has mentioned that if she has gone back to the job or not or she has any source of income, can there be a solution where current investments can be invested better so that she achieves her retirement goal.

According to Harshvardhan Roongta, CEO, CFP, Roongta Securities the first step is to accept the situation rather than stress over it. He noted that career breaks are particularly common among women and often result in a temporary setback in retirement planning. Whether the break is due to marriage, maternity, or other personal reasons, many women face a similar challenge.

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“Please do not be too hard on yourself. You can only do as much as you can do. This is not something only you are going through; many women face similar situations,” he said.
He believes that acknowledging the setback without guilt helps investors focus on solutions rather than dwelling on lost time. One of the most effective ways to compensate for a gap in retirement savings is to increase investments for a limited period.Roongta suggested that investors create a catch-up plan by allocating a larger portion of their income towards investments over the next six months, one year, or even two years.

“Now you need to invest a little more than what you were doing earlier. Set a target for a temporary period and be a little more aggressive with your savings,” he said. Having a clear goal can also encourage individuals to cut unnecessary expenses and channel more money towards wealth creation.

Use bonuses and extra income wisely

Another strategy is to redirect any additional income towards retirement savings. Once an individual returns to work, there may be opportunities to earn bonuses, incentives, salary hikes, or other one-time cash inflows. Instead of spending this surplus, Roongta recommends using it to fill the retirement gap.

“There could be bonuses, performance-linked incentives or other surplus cash flows. Make sure you redirect those funds towards bridging the gap in your retirement savings,” he said.

Review your portfolio

Apart from increasing contributions, investors should also assess whether their existing investments are working efficiently. Roongta suggested reviewing the portfolio to identify investments that may not be delivering adequate returns or are unlikely to contribute meaningfully towards long-term wealth creation.

For example, some low-return investments may provide stability but may not be suitable for investors trying to make up for lost time.

“Look at your existing portfolio and see whether there are ways to make it work a little harder for you. It may be time to review whether some investments can be repositioned to improve return potential,” he said.

Also Read | Sunil Singhania-backed Abakkus Flexi Cap Fund increases stake in HDFC Bank, RIL and 29 others in May

Don’t take excessive risk

While seeking higher returns may seem like an easy solution, Roongta cautioned against taking risks that do not align with one’s financial profile. He stressed that investors should never chase returns blindly or invest in products they do not understand simply because they offer the possibility of higher gains.

“Do not take risks just because you want higher returns. That can be a disaster. Any additional risk should fit within your risk profile,” he said. Instead, investors should take a calibrated approach and evaluate whether the potential return justifies the additional risk being taken.

Roongta also recommends periodically reviewing the strategy after implementing changes. After a few months of higher investments and portfolio adjustments, investors can assess whether the revised approach is helping them move closer to their retirement goals. If the strategy is not working as expected, they can make further adjustments or revert to their original plan.

“The key is to maintain discipline and keep increasing investments whenever possible,” he said.

A career break may delay retirement planning, but it does not have to permanently derail financial independence. Experts suggest focusing on higher savings, making the most of additional income, reviewing existing investments, and maintaining realistic expectations. Most importantly, investors should avoid comparing themselves with others and remain committed to long-term financial discipline.

For those returning to work after a break, a well-thought-out catch-up strategy can go a long way in rebuilding retirement savings and securing their financial future.

(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times)

If you have any mutual fund queries, message on ET Mutual Funds on Facebook/Twitter. We will get it answered by our panel of experts. Do share your questions on ETMFqueries@timesinternet.in alongwith your age, risk profile, and twitter handle

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Bankers indicated the initial public offering (IPO) size is likely to be a record $4 billion (₹37,000 crore). The National Stock Exchange has just filed its DRHP for an IPO that is expected to raise ₹30,000 crore ($3.2 billion), making it the second-biggest. The largest so far is Hyundai Motor India’s ₹27,000-crore issue in 2024. This is the first IPO from the Reliance Industries (RIL) stable in nearly two decades, after that of Reliance Petroleum in 2006.

Agencies

DRHP Was Deferred Amid West Asia Tensions
It will entirely be a fresh issue of 270 million shares, amounting to 2.9% of JPL’s total equity.The IPO size could value Jio Platforms at as much as ₹13 lakh crore ($138 billion), according to ET’s calculations. Rival Bharti Airtel’s market capitalisation is ₹11.6 lakh crore based on the Friday close, ranking it third behind RIL and HDFC Bank. RIL, with a market cap of ₹17.7 lakh crore, holds 66.43% of Jio Platforms’ pre-issue equity.

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Part of the proceeds will be used to pay up to ₹27,500 crore of loans early, at Reliance Jio Infocomm (RJIL), JPL’s operating subsidiary, with the rest to be used for general corporate purposes, said the documents released on Friday.
Jio Platforms may extend funds to RJIL by subscribing to its equity shares, convertible or non-convertible preference shares, debentures, or by granting loans or a mix of both, according to the DRHP.

Agencies

“The company believes that the progressive deleveraging of the balance sheet, further strengthened by the proposed prepayment from net proceeds, will position the company favourably for continued investment in its strategic priorities, including 5G network densification and expansion, fixed broadband penetration, AI and cloud services, enterprise digital services, and international technology partnerships,” the offer document said.
Large investors own close to 30.9% of Jio Platforms. Jaadhu Holdings, an affiliate of Meta Platforms, holds 9.98% of the company, followed by Google International at 7.73%. Saudi Arabia’s Public Investment Fund, Silver Lake and Vista Equity affiliates, General Atlantic, KKR-backed entities and Abu Dhabi Investment Authority vehicles hold minority stakes.

Jio Platforms had earlier planned to file the DRHP in March, but put the plan on hold amid uncertainty over the West Asia conflict and volatile equity markets. The initial plan was for shareholders to offer their shares in the IPO, but this was later changed to a fresh issue.

Up to 50% of the net issue will be allocated to qualified institutional buyers, including anchor investors, while at least 35% will be reserved for retail investors and not less than 15% for non-institutional investors.

The IPO will be managed by a consortium of 19 book-running lead managers, including Kotak Mahindra Capital, Morgan Stanley India, BofA Securities India, Axis Capital, BNP Paribas, Citigroup Global Markets and DAM Capital Advisors, among others.

There’s a moment in every B2B sale where the energy shifts. The conversations have gone well, the decision-maker is ready, and both sides want to move forward. Then someone has to produce a contract.

For a surprising number of growing UK businesses, this is where deals slow down. The proposal gets drafted in a Word document, emailed back and forth for revisions, printed for signatures, scanned, and filed somewhere that nobody will find easily. A process that should take hours takes days. In some cases, it takes weeks — long enough for the buyer’s priorities to change, a competitor to reappear, or the internal champion who drove the purchase to get pulled onto something else.

The cost of that friction is real, but it’s also invisible in most sales reporting. Closed-lost deals get recorded. Deals that stalled at the contract stage and eventually closed late don’t usually trigger a postmortem. The time lost between verbal agreement and signature just gets absorbed as the normal cost of doing business.

It doesn’t have to be.

Where the Sales Process Actually Breaks Down

Most UK SMEs and scaling businesses have invested in their sales process up to a point. CRM adoption has grown significantly over the last decade — HubSpot, Salesforce, and Microsoft Dynamics 365 are all common among companies with dedicated sales functions. Pipeline management, lead scoring, deal stages, activity tracking: these are reasonably well-handled in most businesses that have put real effort into sales operations.

The gap tends to appear at the end of the pipeline. A deal reaches “verbal agreement” or “proposal sent” in the CRM, and then the contract process happens somewhere else entirely — usually in email, sometimes in a shared drive, occasionally on paper. The CRM doesn’t know when the contract was sent, whether the buyer opened it, what changes were requested, or when it was signed. That data lives in an inbox or a folder, disconnected from the sales record that everyone else is working from.

The result is a split in visibility right at the moment when deals need the most attention. A sales manager can see that a deal is in the final stage but has no line of sight into whether the contract conversation is moving or stalled. A sales rep has to manually update the CRM after every exchange with the buyer. Finance doesn’t know a deal has closed until someone tells them.

What Joined-Up Contract Management Looks Like

The alternative is treating contract management as part of the sales workflow rather than a separate administrative step that happens after the sale.

In practice, this means contracts are created, sent, negotiated, and signed inside the same system that manages the rest of the deal — or at minimum, deeply connected to it. When a deal reaches the right stage in a CRM, a contract can be generated from a template with the relevant data already populated: company name, contact details, agreed pricing, product or service scope. The rep doesn’t re-enter information that’s already in the system. The contract goes out faster and with fewer errors.

On the buyer’s side, the experience is cleaner too. Instead of receiving a PDF that requires printing or a separate e-signature account, buyers can review, comment, and sign within the same document — on any device. Changes can be proposed and accepted without creating new versions of the file. The entire negotiation history is visible in one place.

When the contract is signed, the CRM updates automatically. The deal closes in the system at the same moment it closes in reality. Finance sees it. The account management team sees it. Nobody has to chase anyone for confirmation that a deal is done.

Why CRM Integration Is the Practical Piece

For this to work inside a real sales operation, the contract tool has to sit inside the tools teams already use — not alongside them.

The integrations available with platforms like HubSpot, Salesforce, and Microsoft Dynamics 365 are what make this practical rather than theoretical. With HubSpot, contracts can be created directly from a Contact, Company, or Deal record. Product line items and participant details pull through automatically. Any changes made to data fields in the contract update the corresponding HubSpot record in real time, which means the CRM stays accurate without manual input from the rep.

The Salesforce integration works the same way — contracts are generated and managed without leaving the CRM, and data flows both ways so that Salesforce remains the single source of truth for account information throughout the contract process. For businesses running Microsoft Dynamics 365, the same logic applies: contract status, engagement tracking, and deal data all feed back into Dynamics so that managers can see exactly where every deal stands from within the system they already use for pipeline oversight.

This matters because the value of a CRM depends on the quality and completeness of its data. A tool that requires reps to manually update records after every contract interaction will produce gaps, especially under pressure. Automating that data flow removes the reliance on human consistency at the most time-pressured stage of the deal.

The Compounding Effect on Revenue

The business case for tightening this part of the sales process isn’t complicated. Deals that move faster through the contract stage close at higher rates — not because the contract software changes anyone’s mind, but because time is the enemy of deals that are already won in principle. Buyers who have mentally committed to a purchase can be unsettled by delays that make the vendor look disorganised. Procurement timelines have windows. Budget cycles have deadlines. A contract process that adds unnecessary days or weeks to a deal introduces risk that doesn’t need to exist.

For UK businesses growing through sales-led motions — adding headcount, entering new verticals, expanding into enterprise accounts — the contract stage is also a brand signal. The experience a buyer has getting a contract signed is part of their impression of how it will feel to work with the company. A smooth, professional process that respects the buyer’s time sets a different expectation than a chain of email attachments and manual reminders.

Scaling businesses often discover the limitations of their contract process not gradually but suddenly — when deal volume increases faster than the manual process can absorb it. Getting ahead of that before it becomes a constraint is easier than trying to fix it while managing a backlog of stalled agreements.

The handshake matters. So does everything that comes after it.