
Reddit account was public, but still got flagged: What F-1 applicants should know
According to her detailed account, the interview took an unexpected turn when the consular officer flagged her Reddit profile, not for controversial content, but simply because it wasn't listed on her DS-160 visa application form. The twist? The account was, and always had been, public. Still, she was handed a dreaded 221(g) slip for 'administrative processing' and told to make all her social media accounts public, despite the fact that her Reddit handle already was.
To make matters even stranger, her passport was retained. The implication? It needed to be checked, presumably for any subversive social media behavior. Cue confusion, frustration, and a flood of Reddit threads.
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The tech glitch question
In her post, the student noted that her Reddit handle was anonymous and not linked to her legal name, like many Reddit accounts, but had never been private or hidden. The consular officer's claim that the account wasn't publicly accessible raises questions about how social media accounts are being assessed during visa vetting.
This discrepancy suggests a few possibilities: limitations in the vetting software, temporary account caching issues, or perhaps over-reliance on AI tools that can't always accurately interpret platform-specific privacy settings.
Why that 221(g) slip packs a punch
Form 221(g) isn't an outright visa denial. It signals that the application needs 'additional administrative processing' before a final decision can be made. While that might sound manageable, for students with classes starting soon, it can throw academic plans into chaos.
In this student's case, she quickly updated her Reddit profile with identifying details and cross-posted explanations on platforms already included in her DS-160. She also submitted a support request via the US Travel Docs portal. Still, she remains anxious that her clarifications won't reach the consulate in time, and if they don't, the delay could stretch into months, or even lead to refusal.
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What this means for other Indian students
Since 2020, the US Government has required visa applicants to list their social media accounts used in the past five years on the DS-160 form.
While platforms like Instagram, Twitter, and Facebook are commonly included, Reddit often flies under the radar.
This incident is a cautionary tale: even platforms with anonymous or pseudonymous handles may be scrutinized. The vetting system—especially when assisted by AI—might not be capable of deciphering aliases or privacy nuances, leading to mismatches and misunderstandings.
Key takeaways for students and education consultants
List all active accounts, even if they're not explicitly requested on the DS-160.
Reddit included.
Stick to consistent usernames across platforms. If using aliases, add context where possible.
Verify and document your privacy settings with screenshots before your visa interview.
Submit supporting documents proactively through the US Travel Docs portal. Include URLs, date-stamped screenshots, and written explanations.
Understand the role of AI tools in the vetting process—they may misread or misclassify accounts.
Digital identity
Student visa processing is increasingly data-driven. Between March and May 2025, F-1 visa issuances to Indian students reportedly hit their lowest levels since the pandemic, a trend that reflects both rising scrutiny and bureaucratic bottlenecks.
What's clear is this: your digital identity now plays a critical role in the immigration process. It's not just about what you post—but how algorithms interpret your online presence.
And when machines misread, it's up to human reviewers—and your documentation—to set the record straight.
Until then, students applying for US visas must treat every social media handle as a potential point of scrutiny—and prepare accordingly. Because in today's visa world, even a harmless Reddit account can put your academic dreams on hold.

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Hindustan Times
7 minutes ago
- Hindustan Times
India's sibling CXOs: Two sides of the same coin
Earlier this week, when the world was cheering Shailesh Jejurikar's appointment as CEO of Procter & Gamble, I found myself thinking not just about another Indian at the helm of a global powerhouse—but about his brother, Rajesh Jejurikar. Shailesh and Rajesh Jejurikar (HT) In a country rightly proud of its rising tide of global CEOs, from Sundar Pichai to Satya Nadella, Shailesh's elevation is yet another proud moment. But if you really want to understand the Indian brand of leadership, you'd do well to look a little closer home, at Rajesh Jejurikar, the calm, self-effacing Executive Director and CEO of the Auto and Farm Sector at Mahindra & Mahindra. Rajesh doesn't chase headlines. He builds legacies. He's the kind of leader who prefers the quiet of a shopfloor in Nashik to the glare of a boardroom in Mumbai. He spends as much time with engineers tinkering on next-gen EVs as he does with dealer partners in small-town India. And when credit is handed out, he's the first to redirect it to the team. I recall a conversation with one of the Indian auto industry's doyens and Mahindra's top former leaders, Dr Pawan Goenka, now Chairman of IN-SPACe, who offered a telling anecdote. 'When I was made President of the Auto business way back in 2003,' Goenka told me, 'Rajesh was in serious contention. I was leading R&D, he was heading marketing. The Scorpio's success was built equally on both. Maybe I got the role simply because I was 50 and he was 40.' It's classic Rajesh: talented without being territorial, dedicated without being demanding. His journey at Mahindra spans more than two decades, marked by product milestones, global forays, and a resurgence of the brand's SUV dominance. And yet, when I messaged him on Wednesday to congratulate him on his brother's big moment, Rajesh replied with characteristic grace accepting all the good wishes on behalf of his family and wishing the best to his brother. Shy. Humble. Gracious. At a time when leadership is often equated with visibility, charisma, and personal branding, there exists a quieter, steadier form of influence – one rooted in purpose, resilience, and trust. These are leaders who build institutions without needing applause, who shape industries through thoughtful decisions rather than public declarations. Often overshadowed by more high-profile siblings or peers, their power lies in consistency, empathy, and a deep belief in the collective over the individual. Later that evening, we spoke. I asked what the two brothers have in common. 'We both call our parents daily. It's a habit we never skip. We weren't academic toppers, but we loved sports. I did athletics, he played serious cricket. We both enjoy reading, partying, and living a balanced life.' He added, 'We're practical, not theoretical. We cut to the core of problems. But Shailesh is more structured. I go with intuition. Having lived in India longer, I'm more at ease with ambiguity. He likes structure.' There's something about Indian siblings. Maybe it's the shared values, the grounding in middle-class aspiration, or just the magic of complementary strengths. Over the years, we've seen this quiet symphony of sibling success play out in boardrooms. Take Ajay and Vindi Banga. Ajay, the World Bank President and former Mastercard chairman, is a master of strategic inclusion and global diplomacy. Vindi led Hindustan Unilever's India and global businesses with a razor-sharp focus and environmental vision. One brings charisma, the other discipline. Together, they reflect two faces of excellence. Or Indra Nooyi and Chandrika Tandon. Indra, the formidable former CEO of PepsiCo, is admired for her strategic mind and social conscience. Chandrika, her sister, is a McKinsey veteran turned Grammy-nominated artist and philanthropist. Steel and soul, in equal measure. Then you have the Kurian twins, Thomas, CEO of Google Cloud, and George, CEO of NetApp. Thomas is the change agent, George the anchor. One disrupts, the other delivers. Both are rooted in intellectual rigor and quiet determination. But perhaps no sibling trio embodies understated excellence quite like the Natarajan brothers. N. Chandrasekaran (Chandra), the Chairman of Tata Sons, rose from intern to CEO of TCS before becoming the first non-family professional to lead the Tata Group. His career is defined by focus, operational brilliance, and the ability to lead both turnaround stories and transformational acquisitions. N. Ganapathy Subramaniam (NGS), Chandra's elder brother, served as COO of TCS, steering one of the world's largest IT companies with vision, stability, and deep trust among clients. Their eldest brother, N. Srinivasan, is Group Finance Director at the Murugappa Group, widely respected for his integrity, financial stewardship, and people-first approach. What binds the three together? Perseverance, humility, and a shared sense of purpose. Their rural upbringing in Tamil Nadu, grounded in hard work and simplicity, has shaped their leadership styles, which are empathetic, collaborative, and quietly effective. Their personal style could be very different though. One might walk into a meeting casually savoring a mango, turning its taste into conversation; the other could spend an entire interview revealing nothing yet saying everything. And sometimes the brothers' bonhomie also plays out at the intersection of business and policy. Take the Rajan brothers: Raghuram Rajan, former RBI Governor and global economic thinker, and Mukund Rajan, who once helmed brand and ethics at Tata Sons. Both brought intellect and integrity to their respective domains, policy and enterprise, while embodying different public personas: one global, vocal, and reformist; the other methodical, thoughtful, and mission-driven. 'Raghuram has written extensively—articles, books—and he's known for sticking to his convictions. I think what I admire most is his willingness to stand up for what he believes, even if it goes against conventional wisdom,' said Mukund Rajan. 'Like his early warnings about the financial crisis—he stood alone in a room and raised concerns. That takes courage. He believes in objectivity and truth. You can explain or rationalize it, but you can't change it. For me, that commitment to authenticity has shaped my career. I stayed with the Tata Group because of their ethical values. When I became the Chief Ethics Officer, it felt like a validation that I had chosen the right path—just like Raghuram had.' Then there's the Kant brothers. Amitabh Kant, India's former Niti Aayog CEO and G20 Sherpa, is best known for his role in architecting Make in India and Startup India. His brother, Ravi Kant, played a pivotal role as Managing Director of Tata Motors, where he championed the Nano and helped globalise the company's footprint through acquisition of Jaguar and Land Rover. Both are visionary institution-builders. One in public policy, the other in corporate strategy. Their shared DNA: passion for impact, articulation of big ideas, and fearless execution. What sets such people apart, according to those who've worked closely with them, is a deep-rooted hunger to grow and an exceptional ability to learn and adapt. In Shailesh's case, he never shied away from new challenges. Whether it meant moving across continents or shifting roles and sectors. From India to Kenya, Singapore to the U.S., and back again, he embraced change with openness and resolve. That kind of professional mobility, his brother says, builds perspective and character. Paired with a strong learning muscle and an instinct for execution, it's what enables leaders to thrive in uncertain times. Many also point to a defining trait often seen in Indian professionals in global companies: a mix of ambition, work ethic, and the ability to figure things out, qualities that consistently set them apart. 'Shailesh is a keen learner… He has a remarkable ability to relate with people and take them along with his ideas,' said KR Subramanian, Operating Partner, The Convergence Foundation. Subramanian and Shailesh joined P&G as management trainees on the same day and worked alongside each other for many years. They shared an apartment as bachelors and have remained friends. Their sons graduated together from Harvard—one studied law, the other business administration. Shailesh is proof that what feels out of reach may be possible for young Indian professionals, Subramanian added. For Ajay Banga of the World Bank, it has all been about serendipity. 'Vindi is more thoughtful and I am a little bit more impulsive but at the end of the day, both of us value serendipity – both at our careers and at our personal lives. One of the things that both of us feel very happy about is that Serendipity has taken us places,' Ajay Banga said in a podcast hosted by SOIL Institute of Management. 'You overthink jobs and think you want to be in a position in a certain number of years. By the time you reach there, you realise the entire structure has changed. Overplanning your career based on today's structure is the worst thing you can do,' he added. And the best life hack? Be born second. 'One really good piece of work is to be born second. Life is 50% luck and my luck was having him (Vindi) there before me.' So, as we cheer for Shailesh Jejurikar, and rightfully so, let's also raise a quiet toast to the other brothers and sisters who stand just off stage, shaping the future of Indian and global businesses with empathy, integrity, and excellence. Because in the end, leadership isn't always loud. Sometimes, it just shows up, gets the job done, and lets others shine. Amrit Raj is a former Mint journalist and the author of Indian Icon: A Cult Called Royal Enfield. He is the Chief Marketing Officer at Zetwerk, a manufacturing company.


Indian Express
7 minutes ago
- Indian Express
Riding the Schneider-Nvidia AI wave: Is this Indian small-cap the next big winner?
For years, Indian capital goods companies remained out of favour among growth-focused investors due to project delays, high working capital requirements, and piling debt. But the tide is turning. Government-backed Production Linked Incentive (PLI) schemes, strong public and private sector investments, and favourable policy reforms have accelerated growth in the capital goods sector. The growing demand for artificial intelligence (AI) and semiconductors is further fueling infrastructure requirements, boosting the stock prices of companies catering to energy and automation solutions. One such company is Schneider Electric Infrastructure Ltd. (SEIL), an electric equipment provider. The company's stock surged 1,080% over five years, largely propelled by India's infrastructure growth story. SEIL's rally began in FY22, when it posted its first full-year profit of Rs 28 crore after a decade of balance sheet challenges. What truly caught investors' attention, however, is its 66% rally since May 8, 2025, outpacing peers like ABB India and CG Power and Industrial Solutions during the recovery from the Trump-induced tariff uncertainty. Stock Price Momentum of SEIL and Peers in 2025 This rally is part of a multi-year growth phase for the three companies, which began in July 2022 after the Indian government announced PLI scheme beneficiaries. Subsequent investments in manufacturing, power infrastructure, and digitalisation led to a surge in order books. Faster execution of orders supported by the government's Viability Gap Funding (VGF) scheme, which provides financial assistance to projects that are not commercially feasible, drove revenues and profits. Foreign Institutional Investors (FIIs) had steadily increased their stakes in SEIL, ABB India, and CG Power until late 2024. But when Donald Trump was elected the US president and introduced policy changes, FIIs began pulling funds, except from SEIL. In December 2024, SEIL's parent company, Schneider Electric, announced a partnership with Nvidia to design cooling systems for AI-powered data centres using Nvidia's flagship AI chips. With Nvidia's GPU-based servers projected to consume up to 50 times more power than current systems by 2027, energy-efficient cooling infrastructure is critical. Schneider Electric aims to make India a global manufacturing hub that caters to the global data centre market. Until now, Schneider Electric operated its India operations through a joint venture where it owned a 65% stake. In July, it announced plans to acquire the remaining 35% stake in its Indian joint venture from Temasek to get full ownership of Schneider Electric India. The company is also investing Rs 3,200 crore to expand its manufacturing capabilities in its third-largest market, India. One of the investments is Schneider Electric India's Rs 100 crore cooling factory in Bangalore that will cater to both domestic and global data centre cooling solutions. The government has recognised the data centre sector as infrastructure, attracting investments. According to CBRE, India's data centre market has attracted over Rs 5 lakh crore investments in the past six years, with inflows projected to exceed Rs 8.5 lakh crore by FY27. Another report by ICRA forecasts data centres to attract investments worth Rs 40,000–45,000 crore in FY26-27, increasing operational capacity to 2,000-2,100 MW from approximately 1,150 MW in December 2024. India's Data Centre Investment (2019-2027 Estimated) ICRA sees a data centre development pipeline of 3.0-3.5 GW over the next 7-10 years, requiring investments of Rs 2.0-2.3 lakh crore. SEIL has already started seeing results, with data centre orders contributing around 15% of FY25 revenues, a figure expected to rise significantly. Between FY22 and FY24, peers ABB India and CG Power and Industrial Solutions overtook SEIL in terms of revenue growth as they have a larger market share in the Power and Industrial segments. SEIL's share price rallied 789% between April 1, 2021, and October 11, 2024, outperforming ABB India (512%) but underperforming CG Power and Industrial Solutions (1148%). In April 2024, Goldman Sachs initiated coverage on SEIL as it was bullish on India's $500 billion investment in power transmission in the next 25 years. At that time, it had a Sell rating on SEIL. The dip since October 2024 made Goldman Sachs change its rating on SEIL to Buy in a report dated June 16, 2025, with a target price of Rs 910, representing a 21.3% upside from the then market price of Rs 750.15. SEIL's share recovered and surged, and made a new high, while ABB and CG Power shares continue to trade 20-35% below their October 2024 levels. Goldman Sachs upgraded the FY32 total addressable market (TAM) for SEIL to $14.53 billion from $9.02 billion as rising electricity demand and widening power deficits increase the urgency to upgrade India's power distribution infrastructure. It expects the urgency could expedite the Revamped Distribution System Scheme (RDSS), which faced delays, and $33 billion worth of projects could get approval. Meanwhile, Nomura downgraded ABB India's rating to Reduce due to the slowdown in order inflows. The brokerage reduced its earnings per share estimate for calendar years 2025 and 2026. For ABB India, UBS noted, 'Sequential drop in orders for three quarters in a row was a clear negative surprise for the Street, raising concerns on calendar year 2025/26 top-line growth assumptions.' Although ABB India stated that this slowdown in orders is 'transient' and will pick up momentum later, the near-term outlook remains uncertain. SEIL specialises in energy management, industrial automation technologies, such as transformers, power transformers, switchgears, protection relays, differential relays, electricity distribution management systems, a software suite for self-healing smart grid, e-house & smart cities applications. These are capital goods used in four main verticals: Power & Grid Segment: SEIL is benefiting from the government's Rs 35,000 crore investment in digitalisation and renewable energy. Mining, Metals and Minerals: The government's infrastructure spending on metros and airport projects is driving investment in the expansion of steel and cement factories, where SEIL provides energy and automation solutions. Transportation/Mobility: Investments in electric vehicle (EV) battery facilities and EV infrastructure drove demand for energy management and automation solutions. Industry and Buildings: The real estate investment drove demand for building management systems and energy distribution systems in residential and commercial buildings like hotels, healthcare, retail, and data centers. These sectors are cyclical, making policy support and macroeconomic stability critical. SEIL reported its first net profit in 2022. In the following years, profits grew, and equity value increased. Its debt-to-equity ratio improved from 153.54x in FY21 to 0.93x in FY25 as its equity value improved while debt remained at similar levels. SEIL's Balance Sheet Parameters (FY21-FY24) The company reported its highest revenue of Rs 2,637 crore, up 19.5%, and profit of Rs 268 crore, up 55.8%, in FY25. Material cost makes up almost 70% of its expenses. Hence, any change in the order book or commodity prices affects the company's revenue and earnings directly. SEIL has delivered a 101% ROE over the last three years, driven by long-term growth levers like AI, sustainability, and energy transition. With a price-to-earnings (P/E) ratio of 88.1x, it is trading higher than ABB India's 88x but lower than CG Power & Industrial Solutions' 104x. Comparing P/E with its 3-year median of 68.1x suggests that SEIL is currently overvalued. SEIL stock has multiple long-term growth levers such as a strong balance sheet, growing investments in infrastructure, semiconductors, power, and data centres. But the company is tied to global economic uncertainty and the possible slowdown it could bring to investments in the short term. Investors should closely watch this stock as the company participates in India's growth story. Note: We have relied on data from throughout this article. Only in cases where the data was not available, have we used an alternate, but widely used and accepted source of information. Puja Tayal is a financial writer with over 17 years of experience in the field of fundamental research. Disclosure: The writer and his dependents do not hold the stocks discussed in this article. The website managers, its employee(s), and contributors/writers/authors of articles have or may have an outstanding buy or sell position or holding in the securities, options on securities or other related investments of issuers and/or companies discussed therein. The content of the articles and the interpretation of data are solely the personal views of the contributors/ writers/authors. Investors must make their own investment decisions based on their specific objectives, resources and only after consulting such independent advisors as may be necessary.


Economic Times
37 minutes ago
- Economic Times
India's retail traders gain formal access to algo trading under Sebi's new framework
Starting August 1st, Indian retail investors gain formal access to algo trading under Sebi's new framework, moving from unregulated activity to supervised trading. While this democratizes automated trading, retail algos, subject to strict checks and slower execution, differ significantly from the sophisticated, faster systems used by institutions. The 'kill switch' provides a safety net against systemic disruptions. Tired of too many ads? Remove Ads Tired of too many ads? Remove Ads Tired of too many ads? Remove Ads August 1 is the day when retail investors in India can officially access algorithmic trading software, transforming from what has been an unregulated, informal activity so far. Nishanth Vasudevan finds out what Sebi's new, tighter framework means for retail investors and whether it could change the way they trading-short for algorithmic trading-is a computer programme that automatically places buy or sell orders based on a set of pre-defined retail investors must place trades manually through the brokers' trading app or platform. In algo, software does the trades on its own when certain predetermined conditions are met. You could set an algorithm to buy a stock if it falls below ₹100 or sell if it crosses ₹ now, rules for a lot of retail algo trading were grey, with open APIs or application programming interfaces (digital tools from brokers that allowed traders to use their own algos) and little regulatory oversight. From August 1, all that changes as retail algo trading comes under formal regulatory supervision and only approved software will be allowed to be used for retail investors can access algo trading only if registered with stockbrokers and as per the conditions laid out by Sebi. If you're using a third-party algo-from a fintech or algo vendor-it must be empanelled with the stock exchange, and your broker must do the necessary checks before allowing it. The algo itself must be registered with the You need to register it with the exchange through your broker if the algo fires off orders fast enough to cross a limit, measured as the number of orders per second. If the number of orders is below that threshold, the algo need not be can't just download an algo software from the internet and start firing trades. Only algo providers empanelled with the exchange are allowed to offer this. These firms can provide it only through a registered broker. Every algo strategy must be registered with the exchange and will be assigned a unique ID. Automated trading has mostly been the preserve of institutional investors, trading desks, and FPIs. Big trading firms like Jane Street use super sophisticated algorithms that execute orders in microseconds. By formalising it, Sebi has tried to democratise that doesn't mean that the playing field is level-the big players will continue to have an advantage in terms of speed, flexibility and algo software used by retail investors is not the same as what big institutions or proprietary desks use. The retail version will have to go through strict checks and approvals, while institutional and prop trading desks use in-house algos, which are customised and large institutions connect directly to the exchange through direct market access (DMA)-a system that allows them to place orders directly, bypassing the broker. This route is not available to retail investors. DMA gives algo trades the edge in terms of faster execution. While retail investors will also be allowed to access algo software, the level of regulatory controls is tighter, while speed and flexibility are modest compared to what institutions safety nets are aimed at ensuring that the algo trades do not snowball into a bigger issue. While regulations ensure oversight by brokers, exchanges and Sebi, one key safeguard is the 'kill switch', which allows exchanges to halt trades from a particular algo. This is aimed at averting a systemic disruption on account of one software for retail traders may not be as efficient as what institutions use, but it does open possibilities. Automation brings discipline to trading, while retail investors can do rule-based trading strategies consistently without much effort. So, retail algos may not outrun big machines, but it's a good place to start.