As Young Indians celebrates its 25th year, Young Indians Kolkata ushers in a new chapter under the leadership of Nupur Vaish, who takes on the role of chair. Hailing from Bhubaneswar, Nupur seamlessly balances her role in marketing and operations at Movash with being a devoted mother, an avid traveller and someone deeply drawn to spirituality.

In an engaging conversation with t2, Nupur shares her vision for the year ahead — one rooted in bold ideas and driven by a people-first approach, as she aims to create meaningful impact during her tenure.

Congrats on being the chair this year of Yi! What does the post mean to you?

More than anything, it feels like responsibility. Yi didn’t just offer me opportunities, it gave me exposure, confidence, and a purpose beyond business. It gave me an identity beyond my surname and beyond what I do professionally. It shaped me in ways I didn’t anticipate.

So stepping into the role of chair isn’t about authority, it’s about stewardship. It’s about protecting and nurturing something that shaped me. I feel deeply conscious of the culture we uphold, the energy we create, and the reputation we carry forward. Leadership, to me, is custodianship.

What are some of your long-term and short-term goals?

In the short term, I want to drive deeper engagement; not just attendance, but ownership. We have strong numbers. Now we need stronger connections. I want members to feel seen, heard, and truly involved. My focus is on building meaningful inner circles within the chapter — spaces where real relationships form.

Long term, it’s about impact with clarity. Yi already has powerful legacy projects. My goal is not to reinvent them, but to sharpen them to ensure measurable outcomes and intentional growth. Depth over noise. Substance over spectacle.

This is the 25th year of Yi. From a member to helming the highest position, what does the title mean to you? What’s special about the 25th edition?

The legacy excites me the most. 25years represents systems, culture, resilience and credibility already in place. I don’t see my role as competing with the past — I see it as building on it.

The 25th year is symbolic. It’s not just a celebration of longevity, but a moment of refinement. We must preserve what works, and be bold enough to evolve what doesn’t. Growth isn’t only about scale — it’s about maturity.

Last year had many big events. Do you feel pressure to surpass and curate bigger ones?

Honestly, no. Yi is not a competition between chairs. We are part of the same continuum. My focus isn’t on making events bigger — it’s on making them better. If an event fosters bonding, clarity, and real conversations — it has succeeded. Impact is not measured in crowd size, but in the conversations that linger after.

Is there any area you feel is untouched and want to focus on?

Structured bonding. As chapters grow, surface interactions increase but genuine connection can decrease. I want to correct that imbalance. Attendance without ownership doesn’t excite me. Engagement does. When members feel personally invested, the culture strengthens naturally. That’s where my focus lies.

Being a woman helming the post, is there anything you want to focus on specifically?

I don’t see this as a “woman’s position”. I see it as a responsibility entrusted to me. That said, women often lead with a different rhythm — sometimes with sharper instinct, sometimes with deeper listening, often with a stronger sense of balance. If that balance reflects in the tone, inclusiveness, and emotional intelligence of the chapter this year, I would consider that meaningful progress.

How do you plan to fuel the energy and passion of young members?

By giving them ownership early. Young members do not lack energy. They often lack space. When you entrust people with responsibility and back them publicly, something powerful happens. Confidence grows. Initiative follows. Energy sustains itself. Leadership is not about holding control. It’s about distributing it wisely.