With the monumental re-investment into Projects Ushas and Aakash setting a new, purpose-driven direction, Harsh now focused on ensuring the Patel Group's core empire remained a dynamic, evolving force. It couldn't just be a cash cow; it had to be a pioneer, continuously expanding into new frontiers. The "Great Re-ordering" had created a federation of CEOs; now, he gave them a new conquest mandate.
He unveiled the "Horizon 2005" plan, a five-year blueprint for aggressive diversification, funded by the Group's robust operational profits after the initial allocation to Project Aakash.
1. Patel Digital & Mobility (CEO: Deepak)
The success of the"Sanskrit-2" processor was the key. Deepak was tasked with creating a new subsidiary.
· Smartphone Division ("Bharat Mobile"): Leveraging the "Sanskrit-2," they would design and manufacture India's first indigenous, affordable smartphone. The goal was to capture the low-to-mid-range market before global giants like Nokia could fully entrench themselves.
· Software & Services Division ("IndOS"): They would develop a lightweight, India-centric mobile operating system based on the nascent Android Open Source Project, pre-loaded with Disha-enabled services for farmers, small merchants, and students.
· Budget: ₹800 Crore ($175 Million) from Patel Technologies' R&D reserve and future profits.
2. Patel Retail 2.0 (CEO: Sanjay)
Sanjay's mandate was to evolve from a seller of products to a curator of lifestyles and a logistics powerhouse.
· E-commerce Platform ("BazaarNet"): Using the Disha Alliance's logistics network and the impending rollout of "Bharat Mobile," they would launch an e-commerce platform focused initially on tier-2 and tier-3 cities, areas ignored by early global players.
· Private Label Expansion: Patel Consumer Ventures would launch "Trust" brand private labels for staples, apparel, and home goods, sold through their Hyper-Marts and on BazaarNet, competing directly on price and quality.
· Budget: ₹500 Crore ($110 Million) from internal accruals and a line of credit from the Group's Strategic Investment Office.
3. Patel Finance & Insurance (A New Vertical)
Harsh identified a gaping hole in the ecosystem:formal credit and insurance for the millions of small businesses and farmers within the Disha Alliance.
· Patel Capital: A non-banking financial company (NBFC) would be established to provide small-ticket loans to Alliance members, using their Disha transaction history as collateral instead of physical assets.
· Patel Assurance: An insurance provider offering simplified, affordable crop, health, and vehicle insurance, again leveraging Disha's predictive models for risk assessment.
· Leadership: Harsh handpicked a seasoned banker from a leading private bank to helm this new vertical.
· Budget: Initial capital infusion of ₹1,000 Crore ($220 Million) from the Aethelred Trust, viewing it as a strategic, long-term investment in the ecosystem's health.
4. Patel Media & Entertainment
Seeing the coming content boom driven by increased connectivity,Harsh approved the acquisition of a struggling but well-regarded movie studio and a music label.
· Goal: To create a content arm that would produce films, music, and later, streaming content tailored to Indian audiences, creating a cultural moat to complement the technological one.
· Budget: ₹300 Crore ($66 Million) for acquisitions and initial content production.
The "Horizon 2005" blueprint was a stunning display of ambition. It transformed the Patel Group from a conglomerate focused on infrastructure and core electronics into a vertically integrated behemoth touching every aspect of an Indian consumer's life: from the phone in their hand (Patel Digital) to the goods they bought (Patel Retail), the content they consumed (Patel Media), and the capital that funded their small business (Patel Finance).
Harsh's role was now that of a ** Venture Catalyst**. He approved the overall strategy and provided the initial capital from the empire's vast resources, but he left the execution entirely to his CEOs. His own focus was singular: the deep, patient, and high-risk work of Projects Ushas and Aakash.
The empire was no longer a single tree but a diverse, self-propagating forest. The river of rupees from its core businesses was being channeled to plant new seeds, ensuring that long after Harsh was gone, the Patel Group would not just endure, but would continue to define the future of India itself. The sovereign had become the sower, and the seeds were companies.