Owaisi, Syed Akhtar, or the three pet monkeys: Shahbaz, Yunus, or Chand?
Written by ….9911853902 ….Mutiur Rahman Aziz
It has been over five years since the matter of Heera Group began. In numerous instances, Heera Group and its CEO, Aalima Dr. Nowhera Shaikh, have been providing reassurances that the situation is being resolved. According to her, although it may only be a small fraction, ten percent of the investors have received full repayment. The responsibility for the remaining payments has been assumed by the Supreme Court, which has established a committee to ensure that all investors are compensated accordingly. Following the retirement of Justice Kishan Kaul, who had been overseeing the Heera Group case for three years, the matter transitioned to a new phase under the jurisdiction of Justice Chandra chud. However, Justice Chudji had only presided over the case twice before the onset of the summer recess. Consequently, investors across the nation now find themselves in a state of anxious anticipation, awaiting a new hearing date. The majority of Hera Group investors are acutely aware of these developments. Given that more than five years have elapsed since the case began, CEO of Hera Group, Aalima Dr. Nowhera Shaikh, was recently queried regarding the future course of action. In response, she provided an unexpectedly candid and profound statement: "Our case is under national scrutiny. Unlike any other company, we were subjected to rigorous examination and unjust incarceration. Our offices were sealed.” Her words reflect the profound challenges faced by the Heera Group and its stakeholders, who remain hopeful for a resolution that will bring clarity and justice to this prolonged ordeal. "My company remained operational and continued conducting business until the very day of the lockdown,” stated Dr. Nowhera Shaikh. "On that day and every day since, we have not made any announcement indicating the closure of the company, nor have we declared that the company is experiencing losses or facing financial difficulties. Thankfully, none of these scenarios have materialized. Dr. Nowhera Shaikh elaborated, stating, "Even after enduring several years of what can only be described as a concerted conspiracy and an environment of intense scrutiny and persecution orchestrated by various agencies, the Hera Group of Companies has steadfastly ensured that no financial burden falls upon our investors. This company was founded in India as a pioneer of interest-free business practices, and within just a few years, it has extended its auspicious footprint across the globe, demonstrating the true essence of success. Alhamdulillah. Addressing the broader implications of the ongoing legal battles, Dr. Shaikh raised an important question: "Who exactly is behind these cases, and who are the individuals or entities that, for reasons unknown, seek to obstruct the interest-free trade model of the Hera Group of Companies? It is essential for us to thoroughly examine the evidence and documentation we have gathered. Through careful scrutiny and diligent investigation, the truth will gradually emerge, revealing the real culprits behind this prolonged ordeal.” Therefore, through meticulous scrutiny and the thorough accumulation of evidence, we have successfully unearthed a significant amount of information regarding the situation. We are now diligently working to expose the truth and convey the gravity of this matter to people across the globe. Looking back through the lens of history, the Hera Group of Companies began its journey of interest-free halal trading in 1998. This ambitious venture started in the town of Tirupati and later established its headquarters at Aafia Plaza, Musab Tank, Hyderabad. From these humble beginnings, the company faced numerous challenges. A nefarious network of blackmailers and greedy brokers from Hyderabad began their concerted efforts to destabilize and uproot the company. Despite these malevolent forces, every unholy challenge was met head-on by the unwavering ambition and astute judgment of the company’s CEO, Aalima Dr. Nowhera Shaikh. Her steadfast leadership and visionary approach enabled the company to not only survive but to thrive. The Hera Group continued its upward trajectory, and within a span of approximately five years, it had solidified its commercial footprint in Hyderabad, establishing itself as a formidable player in the industry. Dr. Nowhera Shaikh’s leadership ensured that the company adhered to its foundational principles of interest-free, halal trading, which became a cornerstone of its success. This commitment attracted a loyal base of investors and supporters who believed in the ethical business model that the Hera Group championed. Despite the continuous efforts by detractors to hinder the company’s progress, the Hera Group’s resilience and growth became a testament to its robust business practices and ethical foundation. As we move forward, it is crucial to examine the evidence and documentation meticulously, to bring to light the truth behind the conspiracies and to hold accountable those who have sought to tarnish the reputation of the Hera Group. By doing so, we aim to restore faith among our stakeholders and ensure the continued success and growth of the company. In 2008, the Hera Group of Companies faced mounting pressure from local leaders and land mafias who sought to impose a percentage share in the company’s profits. These individuals, often referred to as extortionists or tax racketeers, attempted to leverage their influence to extract financial benefits from the company. The board of directors, however, firmly rejected these demands, upholding the company’s integrity and principles. The situation escalated in 2010 when local leader Asad Owaisi formally sought a partnership in the Hera Group of Companies. His efforts to coerce the company into compliance with his demands were met with staunch resistance. Owaisi’s attempts to impose himself on the company through intimidation were consistently denied, leading to a prolonged period of threats and harassment that extended over the next two years. In 2012, the conflict took a legal turn when Asad Owaisi filed a lawsuit based on a newspaper advertisement. He alleged that the Hera Group was operating on dubious grounds and expressed concerns about the legitimacy of its operations. Given Owaisi’s status as a Member of Parliament and a barrister, the case was scrutinized with unprecedented severity and harshness, reflecting the high-profile nature of the litigant and the political implications of the case. Despite the intense scrutiny and the challenging circumstances, Aalima Dr. Nowhera Shaikh, the CEO of the Hera Group of Companies, successfully defended the company against Owaisi’s claims. The court ruled in favor of the Hera Group, leading to a significant defeat for Asad Owaisi. In response to the defamatory allegations and the ongoing attempts to undermine the company’s reputation, the Hera Group filed a counter-suit for defamation, demanding damages of 100 crores. The defamation case, brought against Asad Owaisi, was particularly noteworthy as it was pursued in direct retaliation for the defamatory claims made by Owaisi himself. The legal battle further underscored the contentious nature of the dispute and highlighted the lengths to which the company would go to protect its reputation and interests. It is often said that a drowning person will clutch at a straw, and this metaphor aptly describes Asad Owaisi’s situation following his defeat. Embittered and reeling from his loss, Owaisi sought other avenues to regain his standing. In 2015, a significant development occurred involving a large parcel of land previously owned by Syed Akhtar of SA Builders. This expansive land, located in Hyderabad’s Toli Chowki area and known as SA Colony, was sold to the Hera Group for Rs 150 crore. Hyderabad is notorious for its land-grabbing schemes, often orchestrated by local mafias and leaders. In such schemes, land is initially sold at its current market value, only for its price to inflate over the subsequent years. When the land value rises, the current owner is then pressured to sell it back at the original price. If the owner refuses, they face intimidation, threats of imprisonment, or other forms of coercion. Often, local leaders and corrupt officials, colluding with the land mafia, force the current owner into bankruptcy and seize the property. Syed Akhtar SA Builders, embroiled in this scheme, attempted to apply these tactics to the Hera Group. When these efforts failed, they allied with local leaders and manipulated the administrative system, gaining the support of Police Commissioner Anjani Kumar. Leveraging this newfound influence, Akhtar and his accomplices orchestrated a series of actions that led to the arrest of Dr. Nowhera Shaikh. In a strategic maneuverer, Asad Owaisi, having been marginalized after his defeat, saw an opportunity in the turmoil. In 2017, Dr. Nowhera Shaikh’s establishment of a political party posed a significant threat to the entrenched power structure of Majlis Ittehad Muslimeen and Asad Owaisi’s dominion over Hyderabad. This political development, perceived as a direct challenge, further destabilized Owaisi’s position and provided him with temporary relief from the legal consequences he faced. Meanwhile, Syed Akhtar capitalized on the chaos by seizing the SA Colony properties once owned by the Hera Group. He proceeded to develop these properties, constructing buildings and leasing out the land, thereby benefiting from the very assets he had sought to reclaim through coercion. This series of events underscores the complex interplay of political maneuvering, legal battles, and land-grabbing schemes that characterized this high-stakes conflict. The Hera Group of Companies, renowned globally for its innovative investment systems and effective public relations, saw Dr. Nowhera Shaikh at the pinnacle of her popularity and well-being. However, Asad Owaisi and Syed Akhtar orchestrated a malicious campaign against her and the company by publicly aligning with the notorious criminal Shehbaz Ahmed Khan. Khan, a professional criminal of ill repute, engaged in a widespread media campaign through YouTube, inciting public sentiment and encouraging the filing of numerous FIRs against Dr. Shaikh and the Hera Group. Shehbaz Ahmed Khan, known for his criminal activities and lack of legitimate means of livelihood, offered purportedly free legal assistance across various regions of the country. His public claims centered on the idea that Dr. Nowhera Shaikh would be apprehended and imprisoned, further fuelling the campaign of harassment against her. The situation highlighted the gravity of the matter, as Khan, having achieved his targeted objectives, embarked on an extravagant international tour. Over the span of two years, he travelled to prominent destinations such as America, London, Germany, Saudi Arabia, and Dubai. The opulence of his travels suggested a significant influx of wealth, raising questions about how an unemployed individual could afford such luxuries without substantial financial backing. Similarly, Yunus Syed, another individual with a background marked by unemployment and personal failures, emerged as a key player in the campaign against the Hera Group. Struggling with personal issues, including drug use and difficulties in domestic affairs, Syed’s inability to provide for his family or secure medical care for a disabled child contrasted starkly with his efforts to undermine the investors of the Hera Group in Mumbai. The source of his financial support remained a mystery, but it was evident that without significant backing, it would be nearly impossible for an individual in his circumstances to sustain such activities. Additionally, individuals like predator Chand, who also lacked stable employment and had a background marred by social criminality, further contributed to the orchestrated attack against Dr. Nowhera Shaikh and the Hera Group. Their roles in this scheme underscored the broader network of individuals engaged in undermining the company’s reputation and operations. These actions collectively illustrate a coordinated effort by unscrupulous individuals to destabilize the Hera Group of Companies, driven by personal vendettas and financial incentives. The involvement of these actors underscores the complex and often morally ambiguous dynamics at play in such high-stakes disputes. Chand, who operates as an informer within government offices and a mediator in various personal disputes, has also become a pawn for the adversaries of the Hera Group. Disregarding his own family responsibilities, he abandoned his wife and two daughters, leaving them to fend for themselves. Meanwhile, Chand travelled extensively across the country, inciting Heera Group investors to approach government departments, file FIRs, and extort money from the public. His activities, which included soliciting financial contributions under the pretence of facilitating quick settlements, served to line his own pockets. These actions highlight a disturbing pattern where individuals, whether overtly confrontational or covertly treacherous, engage in criminal behaviour. The network of actors opposing the Hera Group comprises professionals skilled in both direct attacks and subtle sabotage. Dr. Nowhera Shaikh has emphasized that holding these individuals accountable is essential to ensure justice for the victims and to serve as a deterrent for future wrongdoers. She asserts that a failure to address their misconduct would result in a grave injustice, underscoring the necessity for accountability and reform to uphold fairness and integrity.
