In an industry synonymous with aesthetics and aspirations, Shine Janarthanan has steadily redefined what leadership looks like. As Director of Time Machine Salon and Academy, Mumbai, she has built a business that integrates commercial success with consistent social commitment. For over five years, her salons have dedicated three full working days of revenue annually to support cancer patients at Tata Memorial Hospital. The initiative has raised INR 1.65 crore so far.
For Shine, this commitment is neither seasonal nor performative but deeply personal. “My upbringing shaped me,” she explains. “Growing up in a family where philanthropy was habitual rather than occasional left a lasting imprint.” Her grandfather was actively involved in charitable initiatives while her extended family organised free eye camps, supported village schools, and contributed to educational and social causes. Service was not discussed as an obligation; it was practised as a value.
That foundation intersected with her professional world in a profound way. Over the years, she has witnessed clients battle cancer and endure the emotional weight of hair loss during chemotherapy. “We see their courage up close,” she says. “For a salon professional, hair is identity and confidence.” Observing that loss transformed her perspective. The fundraising initiative became a gesture of solidarity; small in scale compared to the magnitude of the disease, but meaningful intent.
Her partnership with Tata Memorial Hospital was a deliberate choice. “The name Tata stands for trust,” she states. Though now run under the Government of India and BARC, she believes the institution continues to function with the same ethical framework and discipline. “Everyone receives the same care and respect,” she notes.
PROFIT
,
PASSION
and
RESPONSIBILITY
can
COEXIST
. They
REINFORCE EACH OTHER
.
— Shine Janarthanan
Personal experience strengthened that trust. A close relative, once facing a life-threatening diagnosis, recovered and has lived a normal life for eight years. That outcome deepened her confidence not only in the medical team but also in the institution’s transparency. “I am assured that every rupee donated is used for the purpose it is raised for,” she says.
Suryakant Mohapatra, Joint Controller, Finance and Accounts at Tata Memorial Hospital, acknowledges the contribution. He notes that over the past five years, the funds raised by Time Machine Salon “have helped economically disadvantaged patients access essential cancer treatment. Such partnerships strengthen community participation while advancing the hospital’s mission of equitable cancer care,” he says.
INTEGRATING PURPOSE WITH BUSINESS
Each year on World Cancer Day, Janarthanan’s two salons Time Machine (unisex) and Miss Millennium (ladies) allocate three full working days’ service revenue to the hospital. Importantly, staff commissions remain unaffected. “We do not deduct this from our team’s targets,” she clarifies. “The responsibility is institutional, not individual.”
The team’s involvement, however, is voluntary and wholehearted. Staff members donate their tips during those days. They wear ‘cancer warrior’ badges and actively communicate the initiative to clients. Shine describes the shift as operational but emotional. “They are not merely executing a campaign. They are part of a cause.”
This year, the initiative expanded to include a hair donation drive. Clients chose to donate their hair to patients experiencing hair loss. The act required courage, particularly for women who consider hair a significant part of identity. Yet the participation was strong.
For Janarthanan, the impact on business has been constructive rather than disruptive. The initiative has strengthened client relationships, improved team morale, and built a community identity around shared purposes. “Profit, passion and responsibility can coexist,” she says. “They reinforce each other.”
VOICES FROM THE CHAIR
For many clients, participation has altered their perception of the salon itself. Dr Jeevan traces his motivation to childhood memories of accompanying his father to social service initiatives. “That experience taught us the importance of serving others and appreciating our blessings,” he reflects, acknowledging that supporting Janarthanan’s initiative feels like continuing his father’s legacy.
Akshaya Mariappan describes the simplicity of the model as powerful. Contributing through a routine salon appointment made giving accessible. “It transforms the relationship from being purely transactional to something purposeful,” she observes.
BEAUTY, REIMAGINED
Janarthanan is clear that social responsibility is not optional. “The beauty industry isn’t just about aesthetics; it’s about empowerment,” she states. “With the power to restore confidence comes the responsibility to uplift lives beyond the salon floor.”
As the beauty industry evolves, Janarthanan’s journey offers a reframed definition of leadership. It is not limited to expansion, branding, or footfall, but measured in lives touched, communities mobilised, and institutions strengthened.
In her salons, mirrors reflect more than appearances. They reflect a business model where compassion is operational, transparency is non-negotiable, and giving is habitual. If beauty enhances confidence, her work ensures it also sustains hope.