Latest news with #Bhol
News18
16 hours ago
- Politics
- News18
Odisha Cop's 'Break Their Legs' Order Goes Viral; He Says Remark Taken Out Of Context
Protesters attributed the stampede to crowd mismanagement and negligence, which resulted in three deaths and 50 injuries. A large police force was posted outside CM Majhi's house in anticipation of the protest by the Congress workers. Bhubaneswar Additional Commissioner of Police (ACP) Narasingha Bhol was among the officers who supervised the deployment. In the viral video, Bhol walked to the last barricade among a row of barricades and gave instructions to police personnel standing there. Pointing his index finger towards a circular barbed wire that went in a loop around the barricade, the ACP said, 'If anybody reaches here, break their leg. Don't catch them, just break their legs. We are standing there [some distance away] to catch them. Whoever breaks a leg, come to me and take a reward." 'Yes, sir, yes, sir," the policemen behind the last barricade responded to the instruction given by the Indian Police Service (IPS) officer. According to NDTV, after the video went viral on social media, Bhol said that his comment was taken out of context. 'There is a place, time and context in everything. Where was it happening, when was it happening… If you see the video, I told the personnel that 'we are there to arrest them'," Bhol said to NDTV on the phone, referring to a spot some distance away from the barricade. 'Before reaching the spot where I was standing, there were two barricades. The order was to detain unruly protesters at the first barricade itself. However, if somebody breached the two barricades and went beyond them, then that person has already broken the law. He is part of an unlawful assembly." 'We are free to apply maximum force to stop unlawful assembly," the police officer added. The Odisha government has indeed launched an administrative investigation into the Puri stampede that occurred during Lord Jagannath's Rath Yatra. State Law Minister Prithiviraj Harichandan said Development Commissioner Anu Garg will submit a report to the chief minister within 30 days.
NDTV
a day ago
- Politics
- NDTV
"Break Their Legs": Odisha Police Officer's Instruction At Protest Goes Viral. "Out Of Context," He Says
Bhubaneswar: A senior police officer's very specific instruction to police personnel guarding a barbed wire barricade outside Odisha Chief Minister Mohan Charan Majhi's house during a protest by Congress party workers has gone viral on social media. The Congress workers came to protest against what they called crowd mismanagement and negligence after three people were killed and 50 were injured in a stampede in Puri on Sunday. The incident happened near Puri's Shree Gundicha temple during a ceremony linked to the ongoing Rath Yatra festival. A large police force was posted outside the chief minister's house in anticipation of the protest by the Congress workers. One of the officers who oversaw the deployment was Bhubaneswar Additional Commissioner of Police (ACP) Narasingha Bhol. In the video that went viral, Mr Bhol walked to the last barricade among a row of barricades and gave instructions to police personnel standing there. His index finger pointing towards a circular barbed wire that went in a loop around the barricade, the ACP said, "If anybody reaches here, break their leg. Don't catch them, just break their legs. We are standing there [some distance away] to catch them. Whoever breaks a leg, come to me and take a reward." "Yes, sir, yes, sir," the policemen behind the last barricade responded to the instruction given by the Indian Police Service (IPS) officer. After the video went viral on social media, Mr Bhol told NDTV on phone that his comment was taken out of context. "There is a place, time and context in everything. Where was it happening, when was it happening... If you see the video, I told the personnel that 'we are there to arrest them'," Mr Bhol said, referring to a spot some distance away from the barricade. "Before reaching the spot where I was standing, there were two barricades. The order was to detain unruly protesters at the first barricade itself. However, if somebody breached the two barricades and went beyond them, then that person has already broken the law. He is part of an unlawful assembly." The police officer added, "We are free to apply maximum force to stop unlawful assembly." The Odisha government has launched an administrative investigation into the Puri stampede. State Law Minister Prithiviraj Harichandan said Development Commissioner Anu Garg will submit a report to the chief minister within 30 days. "The state government will take stern action against those responsible for the tragic incident," the law minister said. Puri's Chief District Medical Officer Kishore Satapathy told news agency PTI that all injured people were discharged from a government health facility by 8 pm on Sunday.
Time of India
a day ago
- Politics
- Time of India
Cop stirs row over ‘break legs' comment
Bhubaneswar: City's additional police commissioner Narasingha Bhol, a senior IGP-ranked officer, stirred a controversy on Sunday for instructing police officers to 'break legs' of some Congress protestors and offering rewards in return for such action. Tired of too many ads? go ad free now A video of Bhol saying "break their legs and take rewards from me" has gone viral on social media, prompting strong criticism from Congress members, who were staging protest near chief minister Mohan Charan Majhi's residence here over the Puri stampede incident. "Such words from a senior IPS officer are not appropriate. We were holding a peaceful rally," said Youth Congress leader Yashir Nawaz. When contacted, Bhol clarified, "I was briefing the personnel to take action against the protesters if they resorted to violence and unlawful activities." TNN
Time of India
22-04-2025
- Business
- Time of India
Aim to exceed Rs 100 crore ARR by end of 2025: House of Biryan
In 2022, when Mohammed Bhol started House of Biryan , he was unperturbed that he was entering a crowded space. India's quintessential comfort food has been the center of business for many startups and established firms. From the 'legendary' biryani outlets in many cities, to the new-age cloud kitchens dishing out the flavourful dish, demand for biryani has remained strong across the country. Bhol, the co-founder and CEO at House of Biryan, says there is enough differentiation in his brand to stand out from the crowd. In a conversation with ET Digital, Bhol talks about the genesis of the brand, the demand for biryani and the company's expansion plans. Edited excerpts. The Economic Times (ET): What is the history and founding story of the House of Biryan? Mohammed Bhol (MB): House of Biryan (HOB) was born out of a bold vision—to transform Indiaʼs most iconic dish into a globally scalable, fast-casual experience. I co-founded HOB in 2022 to combine our rich culinary heritage with the convenience and reach of modern technology. My inspiration stems from a deeply personal place: a family legacy of Bohri biryani that goes back to the 1950s. I grew up surrounded by the aromas, rituals, and stories that came with every pot of biryani cooked at home. That emotional and cultural connection sparked the idea of reimagining biryani for today's world—where taste, quality, and speed matter in equal measure. With House of Biryan, we are not just delivering food—we are curating an experience. Using a tech-forward, cloud kitchen model, we have made it possible to serve chef-crafted, premium biryani at scale. ET: Who are the key team members, and what are their culinary backgrounds? MB: At the heart of House of Biryan is a deep passion I've carried through my over 15 years in the hospitality industry—including my time in Michelin-starred kitchens under Gordon Ramsay. Before co-founding House of Biryan, I co-founded CharcoalEats , where I learned the ins and outs of building scalable food delivery systems. What I bring to our brand is a blend of culinary creativity and operational discipline—ensuring that every biryani we serve lives up to the highest standards of quality, flavour, and consistency. Working alongside me is my Co-founder and chief product architect Mikhail, who plays a crucial role in shaping the culinary identity of the brand. He brings extensive experience in global gastronomy, from fusion dishes to contemporary interpretations of classic cuisines, known for his creative flair in experimenting with flavours, innovative techniques, and dynamic presentations that appeal directly to today's food-savvy audience. His mastery over spice, texture, and detail is what keeps our biryani experience true to its roots, yet refined enough to stand out. Together, we ensure that every bowl of biryani reflects what HOB stands for—a modern expression of timeless classics. ET: What is the total funding raised by House of Biryan to date, and who are the key investors? MB: We raised close to USD 3 million in funding, led by Al Siraj Holdings along with PE folks in a personal capacity along with HNIs & micro funds for the US. Their belief in our mission to turn 'Meri Wali Biryani ' into a scalable, everyday experience for millions is a powerful vote of confidence. It isn't just an investment; it is a big validation of our vision to make biryani global. ET: How did the company plan to use the recent USD 2 million investment from Al Siraj Holdings and other investors? MB: We are putting this capital to work across the board—fueling expansion, strengthening our tech infrastructure, and reinforcing our supply chain. Whether it is setting up new kitchens, refining operations, or investing in marketing that truly speaks to Gen Z and millennials, every rupee is going into scaling the brand without losing our soul. Our pillars remain unwavering: customization, consistency, and community. ET: Are there plans to raise additional capital in the near future to support expansion goals? MB: Yes, we are in the final stages of closing our Pre-Series A round, aiming to raise USD 3.5-4 million; our existing investors have already committed USD 2.5 million—a strong endorsement of our business trajectory and execution capabilities. We are raising this round at a pre-money valuation of Rs 210 crore, reflecting strong investor confidence in our strategic vision and operational excellence. ET: What strategies has House of Biryan employed to attract and retain its customer base of over 150,000 patrons? MB: Our edge lies in personalisation and cultural relevance. The 'Meri Wali Biryani ' model lets customers build their own bowl—right from the protein to the spice level—making each experience personal. We also communicate in a way that resonates with our audience: bold, youthful, inclusive, and sometimes a little more than playful. From meme-driven content to fast service and premium ingredients, we ensure consistency and quality across every touchpoint. It is this combination of personalisation, relatability, and uncompromising quality that keeps our community growing—and keeps over 150,000 loyal customers coming back for more. ET: How does the company assess and respond to the demand for customizable biryani in new markets like Pune and Delhi? MB: We follow a data-driven, consumer-first approach. In Delhi, where we have already built a strong presence, we continuously analyse local preferences to keep our offerings sharp. As we prepare to enter Pune, we are taking the same route—mapping taste profiles, delivery behaviors, and cultural nuances. Our modular customisation model allows us to stay true to our brand while being locally relevant. It is about giving people what they want—and then surprising them with what they did not know they needed. This same mindset is guiding our upcoming international launch in Dubai as well. ET: What sets your brand apart from other chains and local establishments serving biryani? What is the current annual recurring revenue (ARR) of House of Biryan, and how has it evolved since inception? MB: We bring together the freedom of customisation at scale with chef-crafted recipes, all backed by Michelin-trained experience. Our tech-forward, cloud kitchen model ensures speed and consistency, and our branding is bold, playful, and unapologetically millennial and Gen Z. Our recent quarter witnessed a robust growth of over 25Rs , driven primarily by strong acceptance in Delhi, increasing consumer interest in global flavours and ethnic cuisines, and impactful food technology innovations. Having served over 10 million biryanis through our network of over 20 kitchens, currently we are at Rs 50 crore ARR and on track to exceed Rs 100 crore ARR by December 2025. ET: How does the company project achieving an ARR of over Rs 100 crore by December 2025? MB: Our path to Rs 100 crore ARR is driven by aggressive yet thoughtful expansion—both across India and into global markets such as the Middle East. We are leveraging scalable cloud kitchens to streamline operations and deliver consistency at scale. Tech powers our operations, and personalization boosts both AOV and repeat orders. Combined with strong brand affinity among young urban consumers, our growth model is precise and purpose-driven. ET: What is the average revenue per store, and how does it vary across different locations? How many outlets does House of Biryan currently operate, and what are the plans for expansion? MB: Although we don't release per-store revenue figures, our cloud kitchen model optimises revenue generation. High-density markets like Mumbai and Delhi typically outperform, though our customization approach drives consistent growth across all geographies. We currently operate over 20 cloud kitchens across Mumbai and Delhi. Expansion is underway in Pune, and we will soon enter the Middle East. Our growth strategy is deliberate, focused on high-potential markets to maximize impact and maintain quality. ET: How have strategic partnerships and investor relationships influenced the company's growth trajectory? MB: Strategic investors like Al Siraj Holdings bring more than just capital—they bring vision. Their backing has given us the confidence to go after international markets, double down on technology, and build stronger operations. These relationships are key to our journey, opening up doors to infrastructure, partnerships, and long-term brand-building that will shape the next chapter of House of Biryan.
Time of India
22-04-2025
- Business
- Time of India
Aim to exceed Rs 100 crore ARR by end of 2025: House of Biryan
Live Events In 2022, when Mohammed Bhol started House of Biryan , he was unperturbed that he was entering a crowded space. India's quintessential comfort food has been the center of business for many startups and established firms. From the 'legendary' biryani outlets in many cities, to the new-age cloud kitchens dishing out the flavourful dish, demand for biryani has remained strong across the country. Bhol, the co-founder and CEO at House of Biryan, says there is enough differentiation in his brand to stand out from the crowd. In a conversation with ET Digital, Bhol talks about the genesis of the brand, the demand for biryani and the company's expansion plans. Edited of Biryan (HOB) was born out of a bold vision—to transform Indiaʼs most iconic dish into a globally scalable, fast-casual experience. I co-founded HOB in 2022 to combine our rich culinary heritage with the convenience and reach of modern technology. My inspiration stems from a deeply personal place: a family legacy of Bohri biryani that goes back to the 1950s. I grew up surrounded by the aromas, rituals, and stories that came with every pot of biryani cooked at home. That emotional and cultural connection sparked the idea of reimagining biryani for today's world—where taste, quality, and speed matter in equal measure. With House of Biryan, we are not just delivering food—we are curating an a tech-forward, cloud kitchen model, we have made it possible to serve chef-crafted, premium biryani at the heart of House of Biryan is a deep passion I've carried through my over 15 years in the hospitality industry—including my time in Michelin-starred kitchens under Gordon Ramsay. Before co-founding House of Biryan, I co-founded CharcoalEats , where I learned the ins and outs of building scalable food delivery systems. What I bring to our brand is a blend of culinary creativity and operational discipline—ensuring that every biryani we serve lives up to the highest standards of quality, flavour, and consistency. Working alongside me is my Co-founder and chief product architect Mikhail, who plays a crucial role in shaping the culinary identity of the brand. He brings extensive experience in global gastronomy, from fusion dishes to contemporary interpretations of classic cuisines, known for his creative flair in experimenting with flavours, innovative techniques, and dynamic presentations that appeal directly to today's food-savvy audience. His mastery over spice, texture, and detail is what keeps our biryani experience true to its roots, yet refined enough to stand out. Together, we ensure that every bowl of biryani reflects what HOB stands for—a modern expression of timeless raised close to $3 million in funding, led by Al Siraj Holdings along with PE folks in a personal capacity along with HNIs & micro funds for the US. Their belief in our mission to turn 'Meri Wali Biryani' into a scalable, everyday experience for millions is a powerful vote of confidence. It isn't just an investment; it is a big validation of our vision to make biryani are putting this capital to work across the board—fueling expansion, strengthening our tech infrastructure, and reinforcing our supply chain. Whether it is setting up new kitchens, refining operations, or investing in marketing that truly speaks to Gen Z and millennials, every rupee is going into scaling the brand without losing our soul. Our pillars remain unwavering: customization, consistency, and we are in the final stages of closing our Pre-Series A round, aiming to raise $3.5-4 million; our existing investors have already committed $2.5 million—a strong endorsement of our business trajectory and execution capabilities. We are raising this round at a pre-money valuation of Rs 210 crore, reflecting strong investor confidence in our strategic vision and operational edge lies in personalisation and cultural relevance. The 'Meri Wali Biryani ' model lets customers build their own bowl—right from the protein to the spice level—making each experience personal. We also communicate in a way that resonates with our audience: bold, youthful, inclusive, and sometimes a little more than playful. From meme-driven content to fast service and premium ingredients, we ensure consistency and quality across every touchpoint. It is this combination of personalisation, relatability, and uncompromising quality that keeps our community growing—and keeps over 150,000 loyal customers coming back for follow a data-driven, consumer-first approach. In Delhi, where we have already built a strong presence, we continuously analyse local preferences to keep our offerings sharp. As we prepare to enter Pune, we are taking the same route—mapping taste profiles, delivery behaviors, and cultural nuances. Our modular customisation model allows us to stay true to our brand while being locally relevant. It is about giving people what they want—and then surprising them with what they did not know they needed. This same mindset is guiding our upcoming international launch in Dubai as bring together the freedom of customisation at scale with chef-crafted recipes, all backed by Michelin-trained experience. Our tech-forward, cloud kitchen model ensures speed and consistency, and our branding is bold, playful, and unapologetically millennial and Gen recent quarter witnessed a robust growth of over 25%, driven primarily by strong acceptance in Delhi, increasing consumer interest in global flavours and ethnic cuisines, and impactful food technology innovations. Having served over 10 million biryanis through our network of over 20 kitchens, currently we are at Rs 50 crore ARR and on track to exceed Rs 100 crore ARR by December path to Rs 100 crore ARR is driven by aggressive yet thoughtful expansion—both across India and into global markets such as the Middle East. We are leveraging scalable cloud kitchens to streamline operations and deliver consistency at scale. Tech powers our operations, and personalization boosts both AOV and repeat orders. Combined with strong brand affinity among young urban consumers, our growth model is precise and we don't release per-store revenue figures, our cloud kitchen model optimises revenue generation. High-density markets like Mumbai and Delhi typically outperform, though our customization approach drives consistent growth across all currently operate over 20 cloud kitchens across Mumbai and Delhi. Expansion is underway in Pune, and we will soon enter the Middle East. Our growth strategy is deliberate, focused on high-potential markets to maximize impact and maintain investors like Al Siraj Holdings bring more than just capital—they bring vision. Their backing has given us the confidence to go after international markets, double down on technology, and build stronger operations. These relationships are key to our journey, opening up doors to infrastructure, partnerships, and long-term brand-building that will shape the next chapter of House of Biryan.
