MAM
“Auraa envisions a future where modeling is valued and respected on par with prestigious professions”: Auraa Talents’ Arpita Das
Mumbai: Amidst the dazzling and glittery world of modeling, where trends shimmer and styles evolve, one cannot ignore the prevalent preferences for lighter skin tones that have cast a subtle but persistent shadow over the industry. However, breaking through these conventional norms and redefining beauty standards is Auraa Talents, a dynamic platform founded in 2008 by former model and visionary entrepreneur Arpita Das.
Auraa Talents has not only become a leading force in the creative, modeling, and entertainment sphere but has also emerged as a champion for diversity, empowerment, and inclusivity. As the industry grapples with stereotypes, Auraa stands as a beacon of change, dedicated to eradicating negative perceptions and fostering a culture where every talent, regardless of skin tone, shines with their unique spark and potential.
Indiantelevision.com caught up with Auraa Talents founder & CEO Arpita Das to know more about their evolution since inception, key milestones, training programs for both models and their employees, and much more…
Edited Excerpts:
On Auraa Talents’ evolution since its inception in 2008, and the milestones that you’re most proud of in its journey
During its inception, Auraa showcased only two international models, reflecting its global ambitions. From its modest beginnings, Auraa has now blossomed into a thriving pool of talent representing 150 plus international and Indian talents and actors, from over 25 countries. We have also worked with diverse clientele such as Coca Cola, Tanishq, Vaseline, and others, over the last 16 years leading to a remarkable impact in the modeling realm.
A few of our proudest milestones over the years are a collaboration with Pocket FM that involved our entire talent cast. They were also chosen to participate in a short film called ‘F se Fantasy’. Moreover, a few of our models were cast alongside prominent celebrities such as Taapsee Pannu, Hrithik Roshan and Samantha Prabhu across advertorial campaigns.
On some of the key challenges you faced in the modeling industry that motivated you to establish Auraa
As soon as I began pursuing modeling full-time, I began to understand the industry’s shortcomings. Back in the 2000s, most brands were attracted to lighter skin tones which posed a challenge as I was more dusky. Furthermore, as I lacked appropriate management at the time, it hindered my visibility on the right platforms. As a result, I set out to establish a platform that would provide equal opportunity to all individuals who shared the same dream.
On Auraa Talents setting itself apart in the competitive modeling and talent management industry
At Auraa, we foster a culture of safety, respect, and empowerment within the community. Our commitment to leaving no stone unturned for our talents and treating every project with utmost priority, sets us apart from the rest.
On the inspiration behind championing equal opportunities for aspiring talents, emphasizing inclusivity regardless of skin tones
Every individual deserves a fair opportunity to showcase their talent and contribute to the industry. We not only nurture creativity, but also celebrate the uniqueness & richness that every individual brings to the table.
At Auraa, we stand for empowerment, by breaking down barriers and amplifying voices, diversity, and the belief that talents shine the brightest when given the opportunity to flourish, irrespective of skin tone or background.
On Auraa promoting a culture of safety, respect, and empowerment within the modeling community
At Auraa, we foster a culture of safety, respect, and empowerment within the modeling community by prioritising education on making informed decisions, building self-belief, and instilling confidence in our models. We provide comprehensive training to help our talents differentiate between right and wrong choices, empowering them to navigate their careers with integrity and resilience. By emphasising self-belief and confidence-building exercises, we equip our models with the tools to assert themselves and thrive in a competitive industry. Our commitment to being readily available for support and guidance ensures that our models feel secure and valued.
On Auraa’s training programs and their impact on the development of both models and its employees
We offer comprehensive training programs catering to both employees and models. Our grooming classes for models focus on refining their skills and presentation, ensuring they are well-prepared for the modeling and entertainment industry. A notable success story here would be of our plus-size model Shefali who faced resistance and skepticism from her family and fiance. However, today, she stands tall not only as a successful model but also as a proud wife, daughter, and daughter-in-law.
Employees benefit from our training programs designed to uplift and empower them, providing a platform for growth. A few notable success stories include Venky, who started as an office boy and now thrives as a talent manager, and Pooja, who transitioned from working in an NGO to international scouting.
Overall, Auraa’s aim through these programs is to inspire the following:
1. Holistic growth and confidence building
2. Becoming the better version of themselves
3. Guidance and support
4. Ownership and commitment
On your aspirations for Auraa Talents in the coming years
In the coming years, Auraa aspires to achieve the following for its talents:
1. Brand recognition: The aim is to elevate Auraa to a household name synonymous with modeling excellence. We strive to have Auraa recognised as a trusted and reputable institution in the industry.
2. Education and awareness: Auraa seeks to educate aspiring models and the general public about the modeling industry. By providing valuable guidance and information, Auraa aims to steer individuals away from potentially harmful paths and ensure they make informed decisions about their modeling careers.
3. Elevating the status of modeling: Auraa envisions a future where modeling is valued and respected on par with other prestigious professions like engineering and medicine. By promoting the significance and artistry of modeling, Auraa aims to elevate the status of models and the industry as a whole.
4. Global reach and representation: Auraa is working towards creating a path for aspiring models to reach international markets and represent India on a global stage. By providing opportunities for talents to showcase their skills internationally, Auraa aims to open doors for Indian models to achieve success and recognition worldwide.
Overall, Auraa’s aspirations for its talents in the coming years revolve around building a strong foundation of education, awareness, and support, to empower models to reach their full potential, make informed decisions, and succeed both nationally and internationally. By striving to transform the modeling landscape and create new opportunities, Auraa aims to shape the future of modeling in India and beyond.
MAM
Brands push beyond compliance as trust takes centre stage
ASCI AdTrust Summit 2026 spotlights shift from legal checks to credibility.
MUMBAI: In a world where a disclaimer can be legally sound yet socially suspect, brands are learning that compliance may tick boxes but trust wins markets. At the inaugural ASCI AdTrust Summit 2026, a panel on “Beyond Compliance: The New Currency of Trust” unpacked a growing industry reality: the gap between what the law permits and what consumers accept is widening and fast.
Moderated by Meenakshi Ramkumar of National Law School of India University, the discussion brought together leaders across law, marketing and academia to examine how brands must evolve in a digital ecosystem increasingly shaped by scrutiny, scepticism and speed.
Ramkumar set the tone by highlighting a critical shift, advertising today operates in the same digital space that fuels misinformation, scams and fake news, making credibility harder to establish. “The challenge is not just about what brands do, but the broader context of low institutional trust,” she noted, adding that when violations go unchecked, trust erodes not just in brands but in the regulatory system itself.
This vacuum, she said, has given rise to consumer activism from boycotts to social media backlash as a parallel accountability mechanism.
For Amit Bhasin, Chief Legal Officer at Marico, the distinction was clear, legal compliance is non negotiable, but insufficient. “Compliance is the minimum threshold. The real challenge is staying aligned with changing consumer expectations,” he said.
He pointed to how advertising narratives have evolved from traditional depictions of gender roles to more shared responsibilities reflecting a broader societal shift. “Earlier, it was fine to show one person doing the household work. Today, that may not land well. Consumers expect brands to reflect reality,” Bhasin observed.
He also highlighted internal debates where campaigns that may be legally permissible are still rejected for being culturally insensitive, noting that responsible advertising often requires asking uncomfortable questions before the public does.
If compliance is the baseline, reputation is the battlefield.
Bhasin noted that reputational risk has become a far greater concern than legal exposure, particularly in an era where campaigns can be dissected within hours online. “Earlier, a controversial ad might invite a newspaper editorial. Today, within hours, you’re at the centre of a storm,” he said.
Brands, he added, now evaluate campaigns through a dual lens legal viability and reputational vulnerability with the latter often proving more decisive.
From a healthcare perspective, Satish Sahoo of Cipla Health underscored the complexity of operating within fragmented yet stringent regulatory frameworks, spanning drugs, food, cosmetics and Ayush. “Anything under a drug licence is the most tightly regulated,” he said, adding that this necessitates proactive, not reactive, compliance.
He shared an example from the oral rehydration salts (ORS) category, where Cipla resisted the temptation to position products aggressively despite competitive pressure. “Our product is WHO compliant, and our communication reflects that. We chose not to blur the lines, even if others did,” he noted.
The long term payoff, he suggested, lies in credibility built over consistency, not quick wins.
Yet, as Harsha N of National Law School of India University pointed out, even perfect compliance does not guarantee trust. Drawing from historical and modern examples from exaggerated product claims in the 1800s to contemporary environmental and health advertising, he argued that legal frameworks often lag behind consumer expectations. “A brand can be fully compliant and still be perceived as misleading,” he said, citing instances where fine print disclosures fail to reach or convince the average consumer. He added that larger companies carry a disproportionate responsibility to set ethical benchmarks, even in areas where the law remains silent.
The conversation also turned to digital advertising, where the challenge extends beyond content to how ads are experienced. From algorithmic targeting to personalised messaging, brands now operate in an environment where regulation struggles to keep pace with technology.
Sahoo noted that social media has amplified awareness, with influencers and consumers increasingly scrutinising product claims and calling out inconsistencies. “Awareness has gone up dramatically. People are questioning what goes into products and what brands are saying,” he said.
The role of self regulatory bodies such as Advertising Standards Council of India also came under the spotlight.
Harsha acknowledged that while SROs play a crucial role, they are not immune to criticism, particularly around perceived conflicts of interest and enforcement gaps. “SROs have a higher threshold of responsibility not just to interpret the law, but to anticipate societal expectations,” he said.
He added that failures in self regulation often push the burden back onto government intervention, underscoring the need for stronger, more proactive oversight.
One of the more nuanced debates centred on whether building trust comes at a cost. While Sahoo acknowledged that quality and compliance can increase costs, he argued that companies must absorb them as part of their long term strategy.
Bhasin, however, framed the challenge differently not as cost, but as competitiveness in a market where not all players play by the same rules. “The real tension is when others cut corners and you choose not to,” he said.
The panel concluded with a call to embed trust into business metrics.
Sahoo suggested that organisations must go beyond revenue targets to include consumer equity and trust based KPIs, ensuring that ethical considerations are not sidelined in the pursuit of growth. “Trust sounds abstract, but it can translate into measurable consumer equity,” he said.
As the discussion wrapped up, one message stood out: the rules of advertising are being rewritten not just by regulators, but by consumers themselves. In an ecosystem where attention is fleeting and scepticism is high, brands that merely comply may survive, but those that build trust are the ones that endure.
