JAIN (Deemed-to-be University)

Bengaluru, 14th August 2026: A neuron does not see a face. It sees numbers, weighted and passed along until, layer after layer, something like recognition emerges. That was the idea Anish Nair, Software Engineer at Bosch Global Software Technologies, put in front of forty eight AI and ML students at "A Journey into Deep Learning," a workshop hosted by the School of Computer Science and Information Technology.

Held under the theme "From Neurons to Vision," the two hour session began where most textbooks do, with the artificial neuron itself. Nair walked students through weights, biases and activation functions such as ReLU, Sigmoid, Tanh and Softmax, before moving into how Feed Forward Neural Networks push information ahead and backpropagation pulls errors back to correct it.

The middle stretch of the workshop turned to Deep Neural Networks and, eventually, Convolutional Neural Networks. Nair broke down how CNNs read an image not as a whole but in pieces, using filters, feature maps and pooling layers to gradually build up an understanding of what they are looking at. He connected this to applications students would recognise, from object detection to medical imaging, showing how the same mathematics powering a classroom demonstration also drives diagnostic tools and computer vision systems used in industry.

Questions from students grew more specific as the session went on, particularly around the maths behind training and the reasoning behind picking one architecture over another. Faculty coordinators Dr Prerna Mahajan and Dr Sambath Kumar S noted that the more the concepts were tied to real applications, the easier they were to grasp.

By the time the workshop closed, the neuron introduced at the start had grown into a network capable of interpreting an image, and the students who arrived with textbook definitions left with a working sense of how machines actually learn to see.

Bengaluru, 17th and 18th August 2026: Some training programmes are one-off events. This one was not. For the fifth time, Geberit India sent a fresh batch of its managers to JAIN's Global Campus, treating the two day residential programme less as a one-time exercise and more as a habit worth repeating.

Dr Jitendra Kumar Mishra, Vice Chancellor (i/c) & Registrar, opened the session with a reminder that leadership rarely works in isolation. He spoke of building the right ecosystem around oneself, one shaped by collaboration rather than individual effort, and encouraged participants to stay adaptable as business needs shift.

What followed were two days built around the everyday friction of managing people. Sessions on accountability, team collaboration, priority setting and productivity gave way to an action planning exercise, where participants worked out how to carry the discussions back to their actual teams.

Mr Ravindra Bhandary, Vice President, JAIN Group, closed the programme by urging participants to turn the learning into visible change. For CMDC, the return of a familiar partner was itself the takeaway, a sign that the value of the programme was being felt where it mattered, back on the job.

Bengaluru, 8th August 2026: Harsha R P once came close to shutting down the company he had built. He did not open his talk with that story. He opened it by asking students what they assumed about him, and about themselves.

The Entrepreneurship Cell at JAIN (Deemed-to-be University)'s School of Commerce hosted the training session, "Take a Breath, Take the Leap: Entrepreneurship Redefined," at Room 520, with Harsha, Founder, Director and CEO of Pause and Breathe Pvt. Ltd., as speaker. The interactive opening set the tone for a session that treated entrepreneurship less as theory and more as something students could examine from the inside.

Harsha framed entrepreneurship as the work of noticing problems worth solving and building value around them. He pointed to Meta, Instagram, WhatsApp and Google as examples of companies that grew by spotting gaps others had missed, then turning that observation into something usable.

The session's most candid moment came when he described a period when he seriously considered closing his own company and did, for a time, halt its operations. Rather than framing it as a setback he had overcome, he used it to talk about what patience and self belief actually look like when a business is not going as planned.

From there, the conversation moved to practical ground: converting ideas into workable solutions, taking calculated risks, communicating clearly, collaborating well and protecting one's mental wellbeing while building something new. Staying anchored to one's values, he said, mattered as much as any business strategy.

The session closed with Harsha encouraging students to back ideas that meant something to them, and to treat setbacks as part of the process rather than the end of it. For a room full of students still deciding what to build, it was a fairly honest place to start.