With investments spanning real estate, hospitality, golf courses, healthcare, startups, and alternative assets, he brings extensive expertise in business growth, operational excellence, and strategic investing. Popularly known as an "Ideabaaz" through Zee TV's platform, Sharda continues to champion innovation, entrepreneurship, and community-driven development across India and the United States.

You have successfully built and exited businesses in the US federal contracting and investment space. What inspired you to launch Gromore LLC, and what is the long-term vision behind the company?

After successfully building and scaling Miracle Systems over 19 years, I wanted to continue being involved in building and supporting enterprises. That is what inspired me to launch Gromore Portfolio Management LLC. Through Gromore, I have invested across multiple asset classes including real estate, golf courses, multifamily housing, startups, pharmaceutical companies, resorts, and convention centers. Some of these sectors, I believe, have strong long-term growth potential, while others are businesses where I enjoy bringing operational efficiencies and improving profitability. The long-term vision behind Gromore is to continue building and scaling enterprises by leveraging my experience, knowledge, and understanding of how to grow organizations successfully.

Gromore has investments across real estate, hospitality, golf courses, and emerging sectors. Which sectors do you believe hold the strongest growth potential over the next five years, especially in India and the US?

Between India and the US, I believe real estate combined with the hospitality sector holds tremendous long-term growth potential. As people become more affluent and settled in their professional lives, travel becomes an integral part of their lifestyle. People increasingly want to explore different cities, countries, and experiences across the world. That is why I believe hospitality-driven real estate will continue to perform well in the long run, supported by growing travel demand as well as the continuous appreciation of asset values.

After scaling Miracle Systems into a major federal contractor, what key entrepreneurial lessons are now shaping your investment philosophy and leadership style?

My investment philosophy has always been centered around building revenue first while ensuring there is a clear path to profitability and strong EBITDA. A business model that continuously sacrifices net income is not sustainable in the long run. In the early stages, it is understandable for businesses to operate at a loss while acquiring customers or scaling operations, but as the business grows, profitability must follow. One of the biggest lessons I would share with startup founders is to focus on building sustainable businesses, not just chasing the next funding round.

You have spoken about combining profitability with social impact. How do you ensure that your investments and projects create long-term community value alongside financial returns?

I believe truly sustainable and community-driven projects become possible once you achieve a certain level of success. When you are successful, you are in a much stronger position to combine your business expertise with initiatives that create long-term social impact. If you try to pursue charitable or community-driven work without first building success, it becomes difficult to sustain or scale those efforts. But once you have demonstrated success, more people are willing to associate with your vision, support your initiatives, and contribute alongside you. That allows such projects to create a much larger and longer-lasting impact.

Your initiatives like Golden Yug Resort reflect a focus on senior living and wellness infrastructure. Do you see senior care and retirement communities becoming a major growth segment in India?

I believe senior care will become a major growth sector in India in the coming years. However, I do not think the market is fully ready for ultra-luxury senior living communities yet. The strongest growth opportunity lies in mid-level senior living centers designed for middle-class families, with affordability in the range of ₹25,000 to ₹50,000 per month. I believe this middle-category segment will perform the best, as it addresses both affordability and quality care. Neither the very high-end luxury segment nor the low-end segment is likely to see the same level of sustainable growth.

As an entrepreneur and investor with exposure to both India and the US markets, what opportunities do you believe Indian startups and businesses should focus on to compete globally in the coming decade?

To compete globally, India must leverage its strengths in low-cost production and a strong talent base to build scalable products and services. More importantly, Indian entrepreneurs should focus on developing AI-centric real-world use cases and solutions. Currently, many startups tend to replicate business models from the US. I believe India now needs to move beyond imitation and become an innovation-driven ecosystem that solves real-world problems. Once Indian startups begin building original, problem-solving products and services, the global market will start taking the Indian startup ecosystem far more seriously.