MAM
Havas India appoints John Thangaraj as chief strategy officer of Havas Creative Network India
Mumbai: Havas India has appointed John Thangaraj as the chief strategy officer of Havas Creative Network India and his remit will include Havas Worldwide India (creative), Havas CX India (customer experience), Conran Design Mumbai (brand design), Ekino (technology), and Havas People India (employer branding). John will be responsible for driving the strategic mandate of the creative network and will also work closely with Havas Village India leaders to drive integration.
He will be based out of Gurugram and report to Havas India, South East Asia and North Asia (Japan & South Korea) group CEO Rana Barua.
Speaking about the appointment, Barua said, “Havas Creative Network India has gained tremendous scale and size over the last six years. One of the agencies which has seen unprecedented growth, new leaders, tremendous business traction is Havas Worldwide India and therefore John will work closely with Anupama Ramaswamy and Kundan Joshee to further drive the growth of the agency. In addition, he will also work closely with Geet Nazir (Conran Design Mumbai), Prashant Tekwani (Havas CX India) and Arindam Sengupta (Havas People India) to further strengthen the strategic vision. He will further consolidate our client relationships and drive thought-leadership to ensure meaningful business growth and establish Havas Creative Network India as the most future-forward and progressive creative network conglomerate. I wish him all the best.”
Thangaraj said, “I couldn’t be more excited to be embarking on this journey with Rana and the rest of the Havas India team. As the saying goes, it takes a village. And the Havas Village remains one of the most deeply and seamlessly integrated creative networks in the world. The opportunities to create meaningful client value across the entire chain are quite literally, limitless, and I can’t wait to get started.”
John comes armed with 22 years of experience as a multi-functional marketing communications strategist across consumer research, marketing, advertising and media. With a postgraduate degree in Marketing, Advertising, and Communication, he began his career in PR in 2002. In 2007, he joined adidas, managing the launch and promotion of the adidas Originals brand in India. In 2008, he transitioned to advertising with Rediffusion Y&R as Head of Strategic Planning, handling brands like Bacardi, Danone, and Tata Steel. At MullenLowe Lintas Group from 2010, he worked with brands including Hindustan Times, Nestle, and HCL Technologies. In 2013, he led strategic initiatives at Mindshare for clients such as Pepsico, Lufthansa, and GlaxoSmithKline. Most recently, at FCB Group India, he worked with major brands like Google, Uber, Bata, Pernod Ricard and Vistara.
Brands
Maharashtra panel orders Lodha to refund Rs 5 crore to homebuyers
Consumer court flags unfair practices in long-running property dispute case
MUMBAI: In a sharp rebuke to one of India’s biggest real estate players, the Maharashtra State Consumer Disputes Redressal Commission has directed Macrotech Developers to refund nearly Rs 5 crore to a senior citizen couple, Uttam and Anindita Chatterjee. The ruling, delivered on March 13, 2026, calls out the developer for “deficiency in service” and “unfair trade practices”, bringing closure to a dispute that has stretched over a decade.
The case traces back to 2015, when the couple booked a 3-BHK flat at World Towers in Lower Parel for Rs 12.22 crore, with possession promised within a year. What followed was a series of changes that complicated matters. After deciding to exit the project, they were persuaded to shift to a 4-BHK in another development priced at Rs 8 crore, with delivery scheduled for 2018. However, within months, the price was allegedly increased to Rs 10 crore. After demonetisation reshaped the market, similar flats were reportedly being offered at lower prices, but the couple were not given the benefit.
Despite paying over Rs 2.83 crore, the couple neither received possession nor clarity. Instead, in 2018, the developer unilaterally cancelled the booking, retained part of the amount as earnest money, and argued that the buyers were investors rather than consumers. The commission rejected this claim, observing that casual references to “investment” do not take away consumer rights when the purchase intent is residential.
The bench also held that the developer could not penalise buyers for payment delays while failing to meet its own delivery commitments. It noted the lack of formal documentation for revised terms and termed the prolonged retention of funds without delivering a home as exploitative.
As part of its order, the commission directed the developer to refund Rs 2.83 crore paid by the couple, along with interest at 10 per cent per annum, amounting to around Rs 2.12 crore. In addition, Rs 1 lakh has been awarded for mental agony and Rs 50,000 towards litigation costs, taking the total payout to over Rs 5 crore. The developer has been asked to comply within two months.
For now, the ruling serves as a reminder that in real estate, shifting terms and delayed promises can carry a significant cost.
