The fortune of any person depends on the work they have done throughout the path of their life. The work ethic and the working process decide your future. If you’re honest about what you do, success shall be achieved at any cost. Examples are spread out in the history books you just have to find them out. The new generation is not patient enough to wait for past examples. They have a person to represent their generation through her honesty, hard work and the success she has achieved. That person is none other than the renowned Dr Nowhera Shaik, CEO of the Heera Group of companies.
Reminiscent of the Past
Dr Nowhera Shaik started her career as a teacher in one of the Madrassa schools in Tirupathi. While teaching in that school she understood that in India the position of women is still questionable. Her ancestors were renowned businesspeople of their time. Thus Dr Nowhera Shaik thought of making her brand that would help women’s empowerment in India. She formed the Heera Group of companies and today it’s one of the significant conglomerates in India. Dr Nowhera Shaik has worked for the upliftment of girl children by building educational institutions and also helped the healthcare services by building medical dispensaries in the rural parts of the country.
All of her works finally bought her the biggest achievement of her life at the most unexpected moment.
Dynamicity
Fortune Magazine India publishes a list of the most buzzing business acts all around the country. Business freaks all around the country are immensely helped by this. In their latest edition, they have declared Dr Nowhera Shaik as the most dynamic woman in India. The news came as a surprise during the most unexpected time. While it kept all the rivals in shock, the Heera Group family is in a celebratory mood only to be interrupted by Dr Nowhera Shaik. She wants to add the achievement to her trophy room and move on to new initiatives for the betterment of people across the nation since she believes that boasting about accomplishments stunts your growth.
