{"team":[{"id":1,"name":"Gururaj Kulkarni","designation":"CEO","imageUrl":"\/Media\/Team_Image_Files\/GDS.jpg","videoUrl":"\/Media\/Team_Videos\/optimized\/GDS.mp4","linkedInUrl":"https:\/\/www.linkedin.com\/in\/gururaj-kulkarni-033182a?utm_source=share_via&utm_content=profile&utm_medium=member_android"},{"id":2,"name":"R Srinivasan","designation":"Director","imageUrl":"\/Media\/Team_Image_Files\/Srini.jpg","videoUrl":"\/Media\/Team_Videos\/optimized\/RSS.mp4","linkedInUrl":"https:\/\/www.linkedin.com\/in\/airaconsulting?utm_source=share_via&utm_content=profile&utm_medium=member_android"},{"id":3,"name":"Shweta Upadhyay","designation":"Assistant Vice President","imageUrl":"\/Media\/Team_Image_Files\/Shweta.jpg","videoUrl":"\/Media\/Team_Videos\/optimized\/Shweta.mp4","linkedInUrl":"https:\/\/www.linkedin.com\/in\/shweta-upadhyay-b5007424?utm_source=share_via&utm_content=profile&utm_medium=member_android"},{"id":4,"name":"Ankit","designation":"Group Manager","imageUrl":"\/Media\/Team_Image_Files\/Ankit.JPG","videoUrl":"\/Media\/Team_Videos\/optimized\/Ankit.mp4","linkedInUrl":"https:\/\/www.linkedin.com\/in\/ankit-salian-21425b78?utm_source=share_via&utm_content=profile&utm_medium=member_android"},{"id":5,"name":"Ameya Kulkarni","designation":"Business Manager - IT","imageUrl":"\/Media\/Team_Image_Files\/Ameya_Kulkarni.jpg","videoUrl":"\/Media\/Team_Videos\/optimized\/Ameya.mp4","linkedInUrl":"https:\/\/www.linkedin.com\/in\/ameya-kulkarni-178883ba?utm_source=share_via&utm_content=profile&utm_medium=member_android"},{"id":6,"name":"Jayshree Gosavi","designation":"Project Manager","imageUrl":"\/Media\/Team_Image_Files\/Jayshree.jpg","videoUrl":"\/Media\/Team_Videos\/optimized\/Jayshree.mp4","linkedInUrl":"https:\/\/www.linkedin.com\/in\/jayshree-gosavi-4031a120b?utm_source=share_via&utm_content=profile&utm_medium=member_android"},{"id":7,"name":"Ruchita Ajgaonkar","designation":"Assistant Project Manager","imageUrl":"\/Media\/Team_Image_Files\/Ruchita.JPG","videoUrl":"\/Media\/Team_Videos\/optimized\/Ruchita.mp4","linkedInUrl":"https:\/\/www.linkedin.com\/in\/ruchita-ajgaonkar?utm_source=share_via&utm_content=profile&utm_medium=member_android"},{"id":8,"name":"Harsh Nagare","designation":"Assistant Project Manager","imageUrl":"\/Media\/Team_Image_Files\/Harsh.JPG","videoUrl":"\/Media\/Team_Videos\/optimized\/Harsh.mp4","linkedInUrl":"https:\/\/www.linkedin.com\/in\/harsh-nagare-36b684177?utm_source=share_via&utm_content=profile&utm_medium=member_android"},{"id":9,"name":"Rohan Korgaonkar","designation":"Project Associate","imageUrl":"\/Media\/Team_Image_Files\/Rohan.jpg","videoUrl":"\/Media\/Team_Videos\/optimized\/Rohan.mp4","linkedInUrl":"https:\/\/www.linkedin.com\/in\/rohan-korgaonkar?utm_source=share_via&utm_content=profile&utm_medium=member_android"},{"id":11,"name":"Manvi Kushwaha","designation":"Senior Associate","imageUrl":"\/Media\/Team_Image_Files\/Manvi.jpg","videoUrl":"\/Media\/Team_Videos\/optimized\/Manvi.mp4","linkedInUrl":"https:\/\/www.linkedin.com\/in\/manvi-kushwaha06"},{"id":12,"name":"Maithili Bhosale","designation":"Associate Software Developer","imageUrl":"\/Media\/Team_Image_Files\/Maithili.jpg","videoUrl":"\/Media\/Team_Videos\/optimized\/Maithili.mp4","linkedInUrl":"https:\/\/www.linkedin.com\/in\/maithilibhosale7"},{"id":13,"name":"Sapna Chandrakar","designation":"Project Associate","imageUrl":"\/Media\/Team_Image_Files\/Sapna.jpg","videoUrl":"\/Media\/Team_Videos\/optimized\/Sapna.mp4","linkedInUrl":"https:\/\/www.linkedin.com\/in\/sapna-chandrakar?utm_source=share_via&utm_content=profile&utm_medium=member_android"},{"id":14,"name":"Manali Verma","designation":"Project Associate","imageUrl":"\/Media\/Team_Image_Files\/Manali.jpg","videoUrl":"\/Media\/Team_Videos\/optimized\/Manali.mp4","linkedInUrl":"https:\/\/www.linkedin.com\/in\/manali-verma-194bb5195"},{"id":15,"name":"Annesha Sarma","designation":"Project Associate","imageUrl":"\/Media\/Team_Image_Files\/Annesha_Sarma.jpg","videoUrl":"\/Media\/Team_Videos\/optimized\/Annesha.mp4","linkedInUrl":"https:\/\/www.linkedin.com\/in\/anneshasarma?utm_source=share&utm_campaign=share_via&utm_content=profile&utm_medium=android_app"}],"services":[{"serviceId":1,"serviceName":"Business Strategy Consulting","serviceContent":"Under this service, AIRA Consulting assists SMEs articulate and designing business strategies for existing and new markets. The scope of this service includes articulating a vision for the business and identifying the right business strategy for growth to take the company to the next level. AIRA Consulting assists SMEs in creating a compelling vision and a process for communicating the vision among the employees. AIRA Consulting also assists SME leadership teams to make an informed decision on business strategy that would help propel the company to leap forward. As part of this service, AIRA Consulting works with the SME to critically evaluate the current business processes and systems and align them to the overall strategy. AIRA Consulting works with SMEs to translate strategies into time-bound action plans for rollout.","imageUrl":"\/Media\/Services_Image_Files\/Business Strategy_E.jpg"},{"serviceId":2,"serviceName":"Business Processes\u2019 Consulting","serviceContent":"Business Process is the underlying continuity in the business. A strong business process enhances information to flow seamlessly across the organization. It also throws up opportunities and threats well before they become critical for the SME leadership to act.\n\nAIRA Consulting works with SMEs to create robust business processes that link various functions seamlessly. This enables the entrepreneur to remain in control of the business so critical in a small organization yet not seen as too involved in the day to \u2013 day operations. Whether it is an SME or a start-up, the biggest challenge for scale-up is the entrepreneur\u2019s high personal involvement in day-to-day operations. While this is critical in the initial stages, this precisely becomes an impediment to growth. The entrepreneur\u2019s dilemma of expanding the organization without losing control is addressed through robust business processes. AIRA Consulting works with SMEs to create a set of business processes that are customized to the SME\u2019s requirements and scaleable to the potential of the business.","imageUrl":"\/Media\/Services_Image_Files\/Business Process_E.jpg"},{"serviceId":3,"serviceName":"Sales and Marketing","serviceContent":"Under this service, AIRA Consulting assists SMEs in building a competitive sales and marketing program. Quite often we find SMEs using a sales process that served them well in the past but has not kept pace with the changes in both internal organization requirements and customer expectations. AIRA Consulting assists SMEs to upgrade their sales and marketing processes to meet challenges of growth. AIRA Consulting works with SMEs to redefine sales and marketing tools, processes, systems, and skills to enable SMEs to emerge as stronger and more sharply customer-focused organizations.","imageUrl":"\/Media\/Services_Image_Files\/Sales & Marketing_E.jpg"},{"serviceId":4,"serviceName":"People Processes\u2019 Consulting","serviceContent":"Under this service, AIRA Consulting helps SMEs develop optimum human resources to meet growth plans. AIRA Consulting assists in organization design, manpower assessment, recruitment, and selection, training to need analysis, training, compensation benchmarking, and HR processes and practices. Human resources are the final differentiator between a successful organization and the not so successful one. AIRA Consulting works towards building human resource strengths to implement the SME\u2019s business strategy.","imageUrl":"\/Media\/Services_Image_Files\/People Process_E.jpg"},{"serviceId":5,"serviceName":"Handholding","serviceContent":"SMEs and Start-Ups do not have the luxury of large organizations that can implement the report of a consultant. AIRA Consulting, therefore, works closely with SME organizations to ensure the implementation of the recommendations. These are in the form of participating in the selection process for key employees training of the SME personnel on business processes or a new sales system to being part of the top management review of implementation; AIRA Consulting supports SMEs by handholding in the implementation phase.\n\nThe AIRA SME engagement model, therefore, is comprehensive, customized to a SME\u2019s requirement, and aims to maximize the business potential for the SME.\n\nThe five verticals are staffed with professionals carefully selected, with appropriate experience and proven capability in their domains.","imageUrl":"\/Media\/Services_Image_Files\/Handholding_E.jpg"},{"serviceId":6,"serviceName":"IT Consulting","serviceContent":"Helping businesses assess different technology strategies (software as well as hardware), and in doing so, aligning these strategies with the SME\u2019s business or process strategies. AKS is an in-house product developed with years of experience and expertise giving the exact requirement, with ease of adoption. The IT services include \u2013 legacy ERP study & revamp, new ERP development (customized ERP), ERP implementation assistance and hardware study and revamp.","imageUrl":"\/Media\/Services_Image_Files\/IT_E.jpg"}],"caseStudies":[{"id":1,"title":"Manufacturing Client","heading":"Enhancing Efficiency in a Contract Manufacturing Client","body":"A two decade old cosmetics contract manufacturing organization wanting to capture potential growth opportunities faced efficiency issues. A process and manpower heavy business accentuated inefficiencies and low-capacity utilization. We deployed our customized research and analytics methodology to understand the key drivers of their business. We studied their bottlenecks that prevented meeting order delivery timelines and advised on the resource planning process changes and efficiency standards to ensure optimum utilization of the plant. Significant changes were noticed and the client is confident of meeting the business target set for the plant.","pdfLink":"\/Media\/Case_Study_Files\/Partnering Growth in Chemical Manufacturing Organization.pdf","imageUrl":"\/Media\/Industry_Image_Files\/Engineering&Heavy_Equipment.jpg"},{"id":2,"title":"Real Estate Development Client","heading":"Partnering Growth in a Real Estate Development Client","body":"To realise the client\u2019s business potential and achieve accelerated growth in a 5-year time period, our team conducted site visits and interviews to identify efficiency bottlenecks and areas of poor capacity utilization for their logistics department. Based on the study, our team developed a new organizational structure and related SOPs for smoother operations, and handheld the client through the transition.","pdfLink":"\/Media\/Case_Study_Files\/Partnering Growth for Streamlining Logistics in a Infrastructure company.pdf","imageUrl":"\/Media\/Industry_Image_Files\/Real Estate_E.jpg"},{"id":3,"title":"Equipment Manufacturing Client","heading":"Partnering Growth in an Equipment Manufacturing Client","body":"Plagued with stagnating growth, the client engaged our team to provide an in-depth analysis of their existing business processes and identify gaps in the system. Our team provided implementation and change management support, as the client rolled out new systems and processes designed by us, which yielded better capacity utilization, production planning, and on-time performance.","pdfLink":"\/Media\/Case_Study_Files\/Partnering Growth in Improving Efficiency Performance for a Equipment Manufacturing company.pdf","imageUrl":"\/Media\/Industry_Image_Files\/Engineering&Heavy_Equipment.jpg"},{"id":4,"title":"Chemical Trading","heading":"Partnering Growth in a Chemical Trading Client","body":"Our engagement with the client helped to decisively evaluate a new line of business. Through primary and secondary research, our team developed a conceptual business model and a structured business plan with comprehensive details on sales, cost, profitability and cash flow projections. Our research involved a field survey with over three hundred respondents from the potential target market.","pdfLink":"\/Media\/Case_Study_Files\/Partnering Growth in a Chemical trading organization.pdf","imageUrl":"\/Media\/Industry_Image_Files\/Chemicals&Specialty_Chemicals.jpg"},{"id":5,"title":"FMCG Client","heading":"Partnering Growth in an FMCG Company","body":"Being in an unfavourable market situation, the client approached us to help them realize the baseline which was being affected by internal factors. The team worked in sample markets, met channel partners, and studied past sales data, and profit leaks were identified. By restructuring the sales and distribution channel, and structuring response to market pricing, the client team now built a robust roadmap for new product launches.","pdfLink":"\/Media\/Case_Study_Files\/Partnering Growth in an FMCG Company.pdf","imageUrl":"\/Media\/Industry_Image_Files\/FMCG2_E.jpg"},{"id":6,"title":"Commodity-Based Manufacturing Organization","heading":"Partnering Growth in a Commodity-Based Manufacturing Organization","body":"Commodity manufacturer with a legacy of 30 years, owners were looking to increase the revenue by 5X but felt organization wasn\u2019t prepared for the task ahead. Our team did a unique research report (JWP) to diagnose the problems and suggested improvements in Internal Sales Systems, Commodity Analysis, and Organization Hierarchy which helped the organization to move on right track.","pdfLink":"\/Media\/Case_Study_Files\/Partnering Growth in a Commodity-Based Manufacturing Organization.pdf","imageUrl":"\/Media\/Industry_Image_Files\/Engineering&Heavy_Equipment.jpg"},{"id":7,"title":"Technology Start-Up","heading":"Partnering Growth in a Technology Start-Up with offering in Consumer Space","body":"A technology start-up backed by a reputed VC, launched a niche product in entertainment. Initially company got a good response but over a period of time company saw heavy dropouts for unknown reasons. Our team conducted primary research to identify the gaps in terms of Marketing, Customer engagement and Competition for which a strategic roadmap was suggested and implemented.","pdfLink":"\/Media\/Case_Study_Files\/Partnering Growth in a Technology Start-Up with offering in Consumer Space.pdf","imageUrl":"\/Media\/Industry_Image_Files\/Technology3_E.jpg"},{"id":8,"title":"Chemical Trading","heading":"Partnering Growth in a Technology Company","body":"A decade old hardware company catering the Auto Industry was struggling with stagnant growth and management was keen on scaling the business in three years. Our team conducted a Unique Research Report (JWP) to understand the pain points in the organization addressing the gaps of Internal Sales Process and Improving Business Strategy to achieve the growth.","pdfLink":"\/Media\/Case_Study_Files\/Partnering Growth in a Technology Company.pdf","imageUrl":"\/Media\/Industry_Image_Files\/Technology3_E.jpg"},{"id":18,"title":"Innovation Based Business","heading":"Protecting IP in Innovation Based Business","body":"Our client engaged in the development of R&D-based niche products, failed protecting the intellectual property despite signing NDAs. We diagnosed and articulated the challenge of open systems and the possibility of information leak including entities outside. We developed coding systems and processes which minimised the interaction among departments. The client now looks to grow with confidence that internal processes are designed and implemented to ensure product confidentiality thus helping protect the IP.","pdfLink":"\/Media\/Case_Study_Files\/","imageUrl":"\/Media\/Industry_Image_Files\/Technology3_E.jpg"},{"id":19,"title":"Speciality Chemicals Organization","heading":"Partnering Growth in a Speciality Chemicals Organization","body":"Despite being in business for 5 decades, the client was plagued with efficiency challenges. Our consultants deployed its research & analytics model where the team researched and identified gaps causing bottleneck while utilizing full capacity. Our team advised on manpower, process changes and efficiency standards to ensure optimum utilization. Few process-related bottlenecks were taken on priority and revised SOPs were implemented to meet efficiency standards.","pdfLink":"\/Media\/Case_Study_Files\/Partnering Growth in a Speciality Chemical Manufacturing Organization.pdf","imageUrl":"\/Media\/Industry_Image_Files\/Chemicals&Specialty_Chemicals.jpg"},{"id":20,"title":"Industrial Products","heading":"Partnering Growth in an Industrial Products for Sales Growth","body":"Our engagement with the client was to help double the business in next three years. Our team with help from analytics tool identified key business drivers. Our team developed a new organizational structure, job descriptions, incentive plan for target achievement, review processes, and related SOPs for smoother operations, and handheld the client through the transition.","pdfLink":"\/Media\/Case_Study_Files\/Partnering Growth in a Contract Manufacturing Organization.pdf","imageUrl":"\/Media\/Industry_Image_Files\/Industrial_E.jpg"},{"id":21,"title":"Equipment Manufacturing Organization","heading":"Partnering Growth in an Equipment Manufacturing Organization for Sales Growth","body":"Despite being pioneers in the business, the client was hit with stagnating growth. The client engaged our team to find out the reasons for stagnation. Post the in-depth gap analysis our team handheld in implementation and change management, as the client rolled out new systems designed by us, which led to the organisation moving from being owner dependent to process driven organisation.","pdfLink":"\/Media\/Case_Study_Files\/Partnering Growth in an Equipment Manufacturing Organization.pdf","imageUrl":"\/Media\/Industry_Image_Files\/Engineering&Heavy_Equipment.jpg"}],"industries":[{"id":1,"title":"Food & FMCG","heading":"Food & FMCG","body":"AIRA Consulting partners with MSMEs across Food & FMCG \u2014 covering Food products, Masalas, Dairy products, Edible oil. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Food&FMCG.jpg","industryExperience":"With deep hands-on consulting experience in Food & FMCG, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":2,"title":"Chemicals & Specialty Chemicals","heading":"Chemicals & Specialty Chemicals","body":"AIRA Consulting partners with MSMEs across Chemicals & Specialty Chemicals \u2014 covering Chemicals, Construction Chemicals, Catalyst, Resins, Lanolin and lanolin derivatives. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Chemicals&Specialty_Chemicals.jpg","industryExperience":"With deep hands-on consulting experience in Chemicals & Specialty Chemicals, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":3,"title":"Plastics & Packaging","heading":"Plastics & Packaging","body":"AIRA Consulting partners with MSMEs across Plastics & Packaging \u2014 covering Plastics, Plastics and packaging, Blow moulding, Poly net products, FRP fabrication, PP sacks, VDP,Computer stationery, Prelam boards, Tube & Hose Manufacturing. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Plastics&Packaging.jpg","industryExperience":"With deep hands-on consulting experience in Plastics & Packaging, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":4,"title":"Textiles & Fabrics","heading":"Textiles & Fabrics","body":"AIRA Consulting partners with MSMEs across Textiles & Fabrics \u2014 covering Textile, Fabrics, Table linen. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Textiles&Fabrics.png","industryExperience":"With deep hands-on consulting experience in Textiles & Fabrics, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":5,"title":"Pharma & Medical Equipment","heading":"Pharma & Medical Equipment","body":"AIRA Consulting partners with MSMEs across Pharma & Medical Equipment \u2014 covering Pharma, Medical equipment, Baby ambulatory products. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Pharma&Medical_Equipment.png","industryExperience":"With deep hands-on consulting experience in Pharma & Medical Equipment, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":6,"title":"Electronics & Electrical","heading":"Electronics & Electrical","body":"AIRA Consulting partners with MSMEs across Electronics & Electrical \u2014 covering Electronics, Corona Treaters, Luminaires, EV Batteries. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Electronics&Electrical.jpg","industryExperience":"With deep hands-on consulting experience in Electronics & Electrical, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":7,"title":"Engineering & Heavy Equipment","heading":"Engineering & Heavy Equipment","body":"AIRA Consulting partners with MSMEs across Engineering & Heavy Equipment \u2014 covering Equipment- mechanical, Fabrication, Hydraulic Machines and systems, Oil and gas equipment, Industrial knives, Pressure regulators and valves, Machinery, Power tools. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Engineering&Heavy_Equipment.jpg","industryExperience":"With deep hands-on consulting experience in Engineering & Heavy Equipment, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":8,"title":"Metals & Engineering Components","heading":"Metals & Engineering Components","body":"AIRA Consulting partners with MSMEs across Metals & Engineering Components \u2014 covering Component casting, Fasteners, Steel wires, Electroplating, HSRP. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Metals&Engineering_Components.jpg","industryExperience":"With deep hands-on consulting experience in Metals & Engineering Components, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":9,"title":"Paints & Coatings","heading":"Paints & Coatings","body":"AIRA Consulting partners with MSMEs across Paints & Coatings \u2014 covering Paint manufacture. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Paints&Coatings.jpg","industryExperience":"With deep hands-on consulting experience in Paints & Coatings, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":10,"title":"Lubricants & Petroleum","heading":"Lubricants & Petroleum","body":"AIRA Consulting partners with MSMEs across Lubricants & Petroleum \u2014 covering Lubricants. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Lubricants&Petroleum.png","industryExperience":"With deep hands-on consulting experience in Lubricants & Petroleum, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":11,"title":"Rubber & Elastomers","heading":"Rubber & Elastomers","body":"AIRA Consulting partners with MSMEs across Rubber & Elastomers \u2014 covering Rubber, Elastomers. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Rubber&Elastomers.jpg","industryExperience":"With deep hands-on consulting experience in Rubber & Elastomers, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":12,"title":"Paper & Printing Products","heading":"Paper & Printing Products","body":"AIRA Consulting partners with MSMEs across Paper & Printing Products \u2014 covering Carbonless paper, Printing machines. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Paper_E.jpg","industryExperience":"With deep hands-on consulting experience in Paper & Printing Products, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":13,"title":"Cosmetics & Personal Care","heading":"Cosmetics & Personal Care","body":"AIRA Consulting partners with MSMEs across Cosmetics & Personal Care \u2014 covering Cosmetics. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Cosmetics_E.jpg","industryExperience":"With deep hands-on consulting experience in Cosmetics & Personal Care, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":14,"title":"Air Handling & Industrial Systems","heading":"Air Handling & Industrial Systems","body":"AIRA Consulting partners with MSMEs across Air Handling & Industrial Systems \u2014 covering Air handling equipment, Boilers. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":null,"industryExperience":"With deep hands-on consulting experience in Air Handling & Industrial Systems, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":15,"title":"Environmental & Process Equipment","heading":"Environmental & Process Equipment","body":"AIRA Consulting partners with MSMEs across Environmental & Process Equipment \u2014 covering Effluent management plants, Gas equipment and gases, Solar water heaters. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Environmental&Process_Equipment.jpg","industryExperience":"With deep hands-on consulting experience in Environmental & Process Equipment, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":16,"title":"Furniture & Hardware","heading":"Furniture & Hardware","body":"AIRA Consulting partners with MSMEs across Furniture & Hardware \u2014 covering Furniture, Hardware and fittings. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Furniture&Hardware.png","industryExperience":"With deep hands-on consulting experience in Furniture & Hardware, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":17,"title":"Mining & Minerals","heading":"Mining & Minerals","body":"AIRA Consulting partners with MSMEs across Mining & Minerals \u2014 covering Mining. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Mining&Minerals.jpg","industryExperience":"With deep hands-on consulting experience in Mining & Minerals, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":18,"title":"Animation & Media Services","heading":"Animation & Media Services","body":"AIRA Consulting partners with MSMEs across Animation & Media Services \u2014 covering Animation education, Animation studio, Advertising services, Printing. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Animation&Media_Services.jpg","industryExperience":"With deep hands-on consulting experience in Animation & Media Services, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":19,"title":"Technology & IT Services","heading":"Technology & IT Services","body":"AIRA Consulting partners with MSMEs across Technology & IT Services \u2014 covering Computer network solutions, ERP Software, Auto id solutions, ATM services. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Technology3_E.jpg","industryExperience":"With deep hands-on consulting experience in Technology & IT Services, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":20,"title":"Education","heading":"Education","body":"AIRA Consulting partners with MSMEs across Education \u2014 covering Education. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Education_E.jpg","industryExperience":"With deep hands-on consulting experience in Education, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":21,"title":"Infrastructure & EPC","heading":"Infrastructure & EPC","body":"AIRA Consulting partners with MSMEs across Infrastructure & EPC \u2014 covering Infrastructure construction, EPC. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Real Estate_E.jpg","industryExperience":"With deep hands-on consulting experience in Infrastructure & EPC, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":22,"title":"Metal Finishing Services","heading":"Metal Finishing Services","body":"AIRA Consulting partners with MSMEs across Metal Finishing Services \u2014 covering Galvanising and metal treatment, Painting services. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Metals&Engineering_Components.jpg","industryExperience":"With deep hands-on consulting experience in Metal Finishing Services, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":23,"title":"Cold Storage & Food Services","heading":"Cold Storage & Food Services","body":"AIRA Consulting partners with MSMEs across Cold Storage & Food Services \u2014 covering Cold storage. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/FMCG2_E.jpg","industryExperience":"With deep hands-on consulting experience in Cold Storage & Food Services, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":24,"title":"Gaming & Entertainment","heading":"Gaming & Entertainment","body":"AIRA Consulting partners with MSMEs across Gaming & Entertainment \u2014 covering Gaming. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Gaming_E.jpg","industryExperience":"With deep hands-on consulting experience in Gaming & Entertainment, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":25,"title":"Audit & Professional Services","heading":"Audit & Professional Services","body":"AIRA Consulting partners with MSMEs across Audit & Professional Services \u2014 covering Audit Services. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Consulting_E.jpg","industryExperience":"With deep hands-on consulting experience in Audit & Professional Services, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":26,"title":"Equipment Rental Services","heading":"Equipment Rental Services","body":"AIRA Consulting partners with MSMEs across Equipment Rental Services \u2014 covering Equipment Rental Services. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Industrial_E.jpg","industryExperience":"With deep hands-on consulting experience in Equipment Rental Services, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":27,"title":"Industrial Security","heading":"Industrial Security","body":"AIRA Consulting partners with MSMEs across Industrial Security \u2014 covering Industrial security. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Industrial_E.jpg","industryExperience":"With deep hands-on consulting experience in Industrial Security, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":28,"title":"Testing & Inspection Services","heading":"Testing & Inspection Services","body":"AIRA Consulting partners with MSMEs across Testing & Inspection Services \u2014 covering Non Destructive and other testing. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Testing&Inspection_Services.jpg","industryExperience":"With deep hands-on consulting experience in Testing & Inspection Services, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":29,"title":"Laundry Services","heading":"Laundry Services","body":"AIRA Consulting partners with MSMEs across Laundry Services \u2014 covering Laundry services. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Laundry_Services.jpg","industryExperience":"With deep hands-on consulting experience in Laundry Services, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":30,"title":"Marine & Digital Platforms","heading":"Marine & Digital Platforms","body":"AIRA Consulting partners with MSMEs across Marine & Digital Platforms \u2014 covering Marine Job Portal. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Marine&Digital_Platforms.jpg","industryExperience":"With deep hands-on consulting experience in Marine & Digital Platforms, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":31,"title":"Recruitment Services","heading":"Recruitment Services","body":"AIRA Consulting partners with MSMEs across Recruitment Services \u2014 covering Recruitment services. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Consulting2_E.jpg","industryExperience":"With deep hands-on consulting experience in Recruitment Services, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":32,"title":"Retail Services","heading":"Retail Services","body":"AIRA Consulting partners with MSMEs across Retail Services \u2014 covering Retail. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Consumer_E.jpg","industryExperience":"With deep hands-on consulting experience in Retail Services, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":33,"title":"Chemicals Trading","heading":"Chemicals Trading","body":"AIRA Consulting partners with MSMEs across Chemicals Trading \u2014 covering Chemicals trading, Agro chemicals trading. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Trading_E.jpg","industryExperience":"With deep hands-on consulting experience in Chemicals Trading, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":34,"title":"Food & Spices Trading","heading":"Food & Spices Trading","body":"AIRA Consulting partners with MSMEs across Food & Spices Trading \u2014 covering Spices trading. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Commodiy_E.jpg","industryExperience":"With deep hands-on consulting experience in Food & Spices Trading, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":35,"title":"Medical Equipment Trading","heading":"Medical Equipment Trading","body":"AIRA Consulting partners with MSMEs across Medical Equipment Trading \u2014 covering Medical equipment trading. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Pharma&Medical_Equipment.png","industryExperience":"With deep hands-on consulting experience in Medical Equipment Trading, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."},{"id":36,"title":"General Trading","heading":"General Trading","body":"AIRA Consulting partners with MSMEs across General Trading \u2014 covering Trading, Furnishing. We help organizations streamline operations, strengthen commercial capabilities, and build sustainable growth.","imageUrl":"\/Media\/Industry_Image_Files\/Trading_E.jpg","industryExperience":"With deep hands-on consulting experience in General Trading, AIRA supports businesses through our Partners in Growth approach \u2014 delivering measurable outcomes across strategy, processes, and execution."}],"blogs":[{"id":1,"title":"Blog","heading":"Union MSME Minister launches Udyam Assist \u2013 a Formalization Platform for the Informal Micro Enterprises (17\/1\/2022)","body":"The Union MSME Minister Narayan Rane on the 11th of January 2023 launched Udyam Assist, a formalization platform for Informal Micro Enterprises (IME).\n\nThe platform is launched as till date only 40,000 of the estimated 6 cr micro units are registered on the Udyam portal, leaving 99% still unregistered. Some of the reasons for the low registrations are lack of necessary documents, motivation, and ability to register.\n\nThe proposed assist methodology will help the IMEs register through the Designated Agencies (DAs) like banks, NBFCs, micro finance institutions, small finance banks, regional rural banks, etc.\n\nThe registered enterprises will have an Udyam registration number (URN) and will also get Udyam Assist Certificate (UAC).","imageUrl":"\/Blog\/MSME blogs\/MSME_img1.jpg","source":"https:\/\/www.financialexpress.com\/business\/sme-msme-eodb-explained-how-new-udyam-assist-platform-for-micro-enterprise-registration-works-check-details-2946418\/","createdDate":"2025-10-15 00:00:00"},{"id":2,"title":"Blog","heading":"A \u201cHolistic Decriminalization\u201d Bill to be presented in the Winter Session of Parliament by the Union Government (16\/12\/2022)","body":"Of the 1,536 laws that govern doing business in India, more than half carry imprisonment clauses; of the 69,233 compliances that businesses have to follow, 37.8 percent (almost 2 out of every five) carry imprisonment clauses, per Observer Research Foundation.\n\nThese imprisonment clauses have created complexity and ambiguity among small business owners as they do not have the necessary means and information to comply with such a large number of compliances and statutes. As a result, small businesses are forced to deal with CAs, Company Secretaries, and lawyers for end-to-end managed services, which adds to their annual cost of compliance.\n\nFor reducing unnecessary and burdensome compliances and further the ease of doing business in India, the Union Government recently announced that it will present a \u201cholistic decriminalization\u201d bill in the winter session of Parliament this month.\n\nThis move should rationalize the compliances and imprisonment clauses \u2013 retain a handful, remove most, and wherever appropriate turn physical imprisonment into financial penalties which will enable the entrepreneurs to focus on their business instead of catering to a number of unnecessary","imageUrl":"\/Blog\/Goverment blogs\/Government_Img2.jpg","source":"https:\/\/www.financialexpress.com\/business\/sme-msme-eodb-rationalizing-compliances-imprisonment-clauses-must-for-promoting-ease-of-doing-business-for-msmes-2908073\/","createdDate":"2025-11-01 00:00:00"},{"id":3,"title":"Blog","heading":"The Aftermath of the Pandemic or Financial Instability? MSMEs unable to claw back their margins to the pre-pandemic levels (11\/12\/2022)","body":"Unfavorable exchange rate, falling rupee value, or inability to pass on the high prices, nearly half (43%) of the small and medium businesses would not be able to achieve the pre-pandemic top lines. The report is based on 69 sectors and 147 clusters or two-thirds of the MSME universe, which logged an aggregate revenue of Rs 56 lakh crore, representing 20-25 percent of the GDP.\n\nThe depreciating rupee value affected sectors such as pharma, gems, and jewelry. Whereas high prices of commodities such as crude oil and milk affected sectors such as chemical, milk & dairy, and packaged foods.\n\nAs a ray of light \u2013 steel and crude prices are expected to drop by a whopping 9 \u2013 10 percent. Subsiding geopolitical tensions created by the Ukraine war, correction in coking coal prices and proper disbursal of global demand would lead to the smooth functioning of the supply chain, globally.","imageUrl":"\/Blog\/MSME blogs\/MSME_img3.jpg","source":"https:\/\/www.moneycontrol.com\/news\/business\/43-of-msmes-to-close-this-fiscal-with-pre-pandemic-margins-9548311.html","createdDate":"2025-12-10 00:00:00"},{"id":4,"title":"Blog","heading":"\u2018One-Time Settlement\u2019 suggested for MSME Entrepreneurs looking to exit their loss-making units (29\/11\/2022)","body":"A Chennai-based MSME body \u2013 Association of Indian Entrepreneurs (AIE) in its budget suggestions to the government has sought a one-time settlement (OTS) credit support for MSMEs keen to wind up their present unprofitable business.\n\nSome of the other notable suggestions from AIE \u2013\n\nFresh loans for first-time borrowers interested in reinventing or refurbishing or diversifying their existing business without insistence on CIBIL score and mandating at least 25 percent of the loans by any bank branch to such micro-entrepreneurs.\nAbolishing Capital Gains Tax to enable micro-entrepreneurs to sell their property for regularizing their loan accounts, settle their suppliers, and reinvest in the business.\n\u2018Public Distribution System\u2019 (PDS) for micro-enterprises \u2013 a request to National Small Industries Corporation (NSIC) for resolving the challenge of lack of raw material availability at the right price.","imageUrl":"\/Blog\/MSME blogs\/MSME_img4.jpg","source":"https:\/\/www.financialexpress.com\/business\/sme-msme-fin-budget-2023-msme-body-suggests-ots-for-entrepreneurs-looking-to-exit-their-loss-making-units-2890300\/","createdDate":"2026-01-05 00:00:00"},{"id":5,"title":"Blog","heading":"Viability Gap Funding Must Be Addressed To Accelerate the Shift To A Circular Economy (19\/11\/2022)","body":"The International Trade Promotion Organization\u2019s white paper on circular economy recommended addressing the enormous funding gap for aspiring and established entrepreneurs in the creation of sustainable packaging.\n\nThe paper suggested creating a new fund to give equity and debt financing to businesses working with bioplastics and other alternatives to traditional fossil-fuel-based plastic products.\n\nThe funding can assist the center\u2019s policy activities to effectively utilize raw materials and decrease dependence on imports.\n\nBig businesses and OEMs should connect with their tier II and tier III vendors to build a sustainable and environmentally friendly supply chain.\n\nOEMs must collaborate to develop a single design and production standard. This common standard specification is accessible to adaptation by tier II and tier III MSME suppliers. By doing so, they will be able to avoid adhering to various OEMs\u2019 varying specs.","imageUrl":"\/Blog\/Sustainability blogs\/Sustainability_Img1.png","source":"https:\/\/www.financialexpress.com\/business\/sme-msme-eodb-viability-gap-funding-needs-to-be-addressed-to-fast-track-the-shift-to-circular-economy-finds-report-2812604\/","createdDate":"2026-02-20 00:00:00"},{"id":6,"title":"Blog","heading":"FinMin Urges Banks to Incentivise MSMEs following Sustainability Standards (1\/11\/2022)","body":"The Finance Minister has advised banks to support MSMEs that have adopted certain sustainability standards for manufacturing. The move is part of the government\u2019s efforts to encourage MSMEs to become responsible manufacturers.\r\n\r\nThe significance of this policy can be seen in wake of India\u2019s current negotiations with key economies like the UK and the EU for modern free trade agreements (FTAs) that tend to link market access with sustainable manufacturing practices.\r\n\r\nThe Department of Financial Services (DFS) has suggested some policies approved by the board, for incentivizing ZED-certified MSMEs. ZED (Zero defect, zero effect) certification is granted by the MSME ministry to those eligible units that comply with certain sustainability standards which protect the environment.","imageUrl":"\/Blog\/Sustainability blogs\/Sustainability_Img2.jpg","source":"https:\/\/www.financialexpress.com\/business\/sme-sustainability-standards-finmin-urges-banks-to-incentivise-msmes-2759236\/","createdDate":"2025-10-15 00:00:00"},{"id":7,"title":"Blog","heading":"National Logistics Policy (NLP) & its Features (12\/10\/2022)","body":"National Logistics Policy is an initiative by the Government to address the inefficiencies in the logistics sector which are responsible for substandard service & high logistic costs. NLP was launched on 17th September 2022 by the Prime Minister, Mr. Narendra Modi.\r\n\r\nThe policy has 4 features \u2013\r\n\r\nIntegration of Digital System (IDS): Integration of 30 different systems of seven departments including data from the road transport, railways, customs, aviation, and commerce departments\r\nUnified Logistics Interface Platform (ULIP): ULIP will bring all the digital services related to the transportation sector into a single portal\r\nEase of Logistics (ELOG): ELOG is a new digital platform for the industrial association to resolve issues by reaching out to the government\r\nSystem Improvement Group (SIG): The SIG will advise the government on changes to be made in existing laws and processes in order to improve cargo movement in the country","imageUrl":"\/Blog\/Goverment blogs\/Government_Img2.jpg","source":"https:\/\/economictimes.indiatimes.com\/small-biz\/sme-sector\/national-logistics-policy-indias-new-policy-framework-to-be-globally-competitive\/articleshow\/94292753.cms?from=mdr","createdDate":"2025-11-01 00:00:00"},{"id":8,"title":"Blog","heading":"Index for tracking ESG adoption among MSMEs (4\/10\/2022)","body":"SIDBI, D&B to create an index that will capture business sentiments which will be tracked on a quarterly basis having various parameters. This will help in providing valuable insights on the ESG framework adoption.\r\n\r\nThis index will help the sectoral enterprises to compare and track perceptions\/aspirations with current preparedness so that they can formulate policies and future backed by data.\r\n\r\nSIDBI earlier engaged in multiple partnerships for risk sharing facility (RSF) and for identifying scalable clean and green technologies by MSMEs and supporting them financially.","imageUrl":"\/Blog\/Sustainability blogs\/Sustainability_Img4.jpg","source":"https:\/\/www.financialexpress.com\/business\/sme-msme-green-sustainability-sidbi-db-to-create-msme-index-to-track-esg-adoption-among-enterprises-2699073\/","createdDate":"2025-12-10 00:00:00"},{"id":9,"title":"Blog","heading":"ET Awards 2022 for Indian MSMEs (27\/9\/2022)","body":"The ET MSME Awards 2022, a flagship program of the Economic Times Digital, are likely India\u2019s most unbiased initiative to honour and recognize top Indian MSME companies for their exceptional success in business performance and contributions to the nation\u2019s economic growth.\r\n\r\nGreat opportunity for MSMEs to compete against organizations of their own size, scale, and industries.\r\n\r\nBenefits of participating in this initiative:\r\n\r\nReceive recognition as one of India\u2019s top companies as part of the awards\r\nA company profile will be featured in the Top MSMEs e-book.\r\nA chance to showcase your concept in front of a distinguished judges panel.\r\nA global recognition that would promote the expansion of your firm","imageUrl":"\/Blog\/Awards blogs\/Awards_Img1.jpg","source":"https:\/\/economictimes.indiatimes.com\/small-biz\/sme-sector\/et-msme-awards-2022-why-and-how-smbs-can-apply-to-be-recognised-as-a-top-indian-msme\/articleshow\/94379729.cms?from=mdr","createdDate":"2026-01-05 00:00:00"},{"id":10,"title":"Blog","heading":"FM asks Pvt Sector to clear MSME dues in 45 days (16\/9\/2022)","body":"Union Finance Minister Nirmala Sitharaman on Friday appealed the private sector to clear dues of MSMEs and small businesses within 45 days.\r\n\r\nThe private sector and industries should commit to make the payments in 45 days along with the books of accounts filed with the Registrar of Companies which will mention the outstanding dues.\r\n\r\nPrivate sector should think ahead to address these issues to support small businesses as they are the backbone of the Indian Economy and assured central government will also be taking steps to resolve the issue by ensuring the departments\u2019 and public sector enterprises complete their payments in 90 days.","imageUrl":"\/Blog\/MSME blogs\/MSME_img2.jpg","source":"https:\/\/economictimes.indiatimes.com\/small-biz\/sme-sector\/sitharaman-asks-pvt-sector-to-clear-msme-dues-in-45-days\/articleshow\/94240949.cms","createdDate":"2026-02-20 00:00:00"}],"clients":[{"clientId":1,"clientName":"SA Air industries","clientType":"Air Handling & Industrial Systems"},{"clientId":2,"clientName":"M K 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Services"},{"clientId":149,"clientName":"Kreeda","clientType":"Gaming & Entertainment"},{"clientId":150,"clientName":"CISS","clientType":"Industrial Security"},{"clientId":151,"clientName":"Atlantic Wind","clientType":"Infrastructure & EPC"},{"clientId":152,"clientName":"Apt Infrastructure","clientType":"Infrastructure & EPC"},{"clientId":153,"clientName":"Revive Realty","clientType":"Infrastructure & EPC"},{"clientId":154,"clientName":"Akash Laundry Concepts","clientType":"Laundry Services"},{"clientId":155,"clientName":"Akash Cleaners","clientType":"Laundry Services"},{"clientId":156,"clientName":"Deepraj","clientType":"Marine & Digital Platforms"},{"clientId":157,"clientName":"NDTS","clientType":"Testing & Inspection Services"},{"clientId":158,"clientName":"Electromech Engineering","clientType":"Testing & Inspection Services"},{"clientId":159,"clientName":"AMG","clientType":"Metal Finishing Services"},{"clientId":160,"clientName":"Ravik","clientType":"Animation & Media Services"},{"clientId":161,"clientName":"Rajasthan Patrika","clientType":"Animation & Media Services"},{"clientId":162,"clientName":"Magic Mirror","clientType":"Retail Services"},{"clientId":163,"clientName":"Primo Furniture","clientType":"Retail Services"},{"clientId":164,"clientName":"Aarvi Encon","clientType":"Recruitment Services"},{"clientId":165,"clientName":"Krishna Solvechem","clientType":"Chemicals Trading"},{"clientId":166,"clientName":"Shivam Industries","clientType":"Chemicals Trading"},{"clientId":167,"clientName":"Vaghani Inc","clientType":"Chemicals Trading"},{"clientId":168,"clientName":"S.Amit","clientType":"Chemicals Trading"},{"clientId":169,"clientName":"JKM Chemtrade","clientType":"Chemicals Trading"},{"clientId":170,"clientName":"Sarom Fab","clientType":"General Trading"},{"clientId":171,"clientName":"Jabs International","clientType":"Food & Spices Trading"},{"clientId":172,"clientName":"Surendray & Co","clientType":"Food & Spices Trading"},{"clientId":173,"clientName":"Kiran Corporation","clientType":"General Trading"},{"clientId":174,"clientName":"G.S. Hydraulics","clientType":"General Trading"},{"clientId":175,"clientName":"Sinsil International","clientType":"General Trading"},{"clientId":176,"clientName":"A1 Impex","clientType":"General Trading"},{"clientId":177,"clientName":"Universal Trading","clientType":"General Trading"},{"clientId":178,"clientName":"Januz Universal","clientType":"General Trading"},{"clientId":179,"clientName":"Kantilal Brothers","clientType":"General Trading"},{"clientId":180,"clientName":"SNM International","clientType":"General Trading"},{"clientId":181,"clientName":"JJ Overseas","clientType":"Chemicals Trading"},{"clientId":182,"clientName":"Bombay Surgical","clientType":"Medical Equipment Trading"},{"clientId":183,"clientName":"Medispec","clientType":"Medical Equipment Trading"},{"clientId":184,"clientName":"Saksham Marketing","clientType":"Medical Equipment Trading"}],"konversations":[{"id":1,"title":"In Konversation with Amit Mehta","heading":"S Amit and Co. is a leading Chemical trading firm with expertise in sales, distribution and indenting for pharmaceuticals intermediaries, agro chemicals, polymers and other specialty chemicals. With a history of over six decades, the firm is a significant player in the chemicals industry.\r\n\r\nWe talk to Mr. Amit Mehta, Chairman and Managing Director on his journey.","conversation":"

AIRA:<\/strong> The business has over six decades of history. What is the core value of the organization, that has stood the test of time?<\/p>\r\n

Amit Mehta<\/strong>: Every business has its own core values that stay with the firm and the reason for its continued success. Being a trading firm, our core values have been - reliability which translates into assurance of service to our customers; transparency which our customers and suppliers rely on; differentiation which provides us an edge in the market and ethics that seeks to add value to all involved in the supply chain.<\/p>\r\n\r\n

AIRA:<\/strong> What are the cultural challenges you have faced while scaling the business?<\/p>\r\n

Amit Mehta:<\/strong> Our culture is a core value which binds our employees, customers and suppliers to us. But businesses face different challenges at different points of their life cycle. Quite often we do confront challenges to our core values but we remain steadfast. But I believe, challenges are critical for growth and we welcome it. Changing attitudes of talent is definitely a challenge but we ensure newer people assimilate our culture and thrive.<\/p>\r\n\r\n

AIRA:<\/strong> Technological changes like AI, Internet of Things\u00a0 (IOT), Industry 4.0 are sweeping the world. What is the impact of these in your business?

\r\n

Amit Mehta:<\/strong> Technology change has been a constant and we are always ready to embrace it. We have witnessed the evolution from electric to electronic to digital age. In our earlier years, telephone was the only device. But that also ensured limited competition. As the technology developed, so has access to information \u2013 a sort of democratization. Today anyone with a laptop and telephone can access the world. Technologies like AI and Industry 4.0 will challenge us. The key is to adopt technology faster than others to stay ahead. So, we have been investing in new tools at each stage of our growth path to stay ahead. Leveraging technology will help in making us more efficient but more importantly enable network innovation.\u00a0 The importance of technology is to convert information to knowledge and analysis to create differentiation.<\/p>\r\n\r\n

AIRA:<\/strong>\u00a0 Surveys reveal that lack of access to finance and talent as significant barrier to scale for SMEs. How do you address these?<\/p>\r\n

Amit Mehta:<\/strong> In my experience, investors and Banks see the passion of the owner and his team to execute a vision. I feel the same applies to good talent. They always evaluate \u2013 will this business meet my career aspirations based on the vision we communicate. Ultimately, every owner needs to be able to tell a good story of his vision and plan for growth. Of course, the story must be credible and must be backed by logic.<\/p>\r\n\r\n

AIRA:<\/strong> What have you enjoyed most in this journey of over four decades of building and running the organization?<\/p>\r\n

Amit Mehta:<\/strong> This business has been extremely satisfying. It enabled me network with some great people, provided good learning (and some unlearning) experience. It tested my risk taking and hedging ability. Of course, there were failures on the way but they too taught a good lesson. It provided me an opportunity to explore new areas and succeed.<\/p>\r\n\r\n

AIRA:<\/strong> Looking Back, is there something, you wish you could have done better or avoided?<\/p>\r\n

Amit Mehta:<\/strong> I wish I was twenty years younger. I would have avoided some of the decisions that were more because of fear of failure. I would have taken bolder bets.<\/p>\r\n\r\n

AIRA:<\/strong> What is the one policy change you would advocate to ensure a favourable environment for SMEs?<\/p>\r\n

Amit Mehta:<\/strong> One area for SMEs is to make compliance less cumbersome and transparent. As a business, we need to be mindful of so many laws and compliances that our focus is divided between statutory issues and business. The government can definitely work towards creating a business-friendly ecosystem.<\/p>\r\n\r\n

AIRA:<\/strong> What would be your advice to other SME owners that are looking to scale the business?<\/p>\r\n

Amit Mehta:<\/strong> Be different and innovative. Experiment and invest in acquiring expertise. Pursue your area of passion. Try and be an expert in one area, dominate it and then expand to related areas.<\/p>","imageUrl":"\/Media\/Konversation_Image_Files\/Amit_Mehta.png","linkedInUrl":"https:\/\/airaconsulting.com\/in-konversation-with-amit-mehta\/"},{"id":2,"title":"In Konversation with Mufaddal Pankhawala","heading":"Asian Prelam is a significant manufacturer of prelaminated boards. The company has differentiated its business from competitors by investing in world class machinery to meet exacting quality requirements of customers both in the domestic and international markets. By investing in the brand \u201cLAM\u00c0NI\u201d, Mufaddal Pankhawala, Founder & Managing Director, has sought to create a distinct identity in a category dominated by a few large names and a plethora of unorganized and undifferentiated players. Ably assisted by his son Husain Pankhawala, Asian Prelam is looking to significantly scale the business.","conversation":"

AIRA<\/strong>: What are the core values around which you have built this business?<\/p>\n\n

Mufaddal Pankhawala<\/strong>: Our foundation rests on quality, service, communication, and ethics. These four pillars define how we work with our customers, partners, employees, and the wider community. For us, quality is non-negotiable, service is about building trust through consistency, communication ensures transparency, and ethics is the compass that guides every business decision. Together, these values create a culture that is resilient, reliable, and respected.<\/p>\n \n\n

AIRA<\/strong>: You took significant risk by investing in world class machinery at Asian Prelam when others did not. What was the thinking when you did it?<\/p>\n\n

Mufaddal Pankhawala<\/strong>:\nYes, we invested in a German set-up with Wemh\u00f6ner, and the second Wemh\u00f6ner in India arrived only ten years after ours! The reason was very clear; we wanted to announce that a revolution was coming in the quality of engineered wood panels. Around that time, panels were largely seen as a low-quality substitute. Our bold investment was a statement that Indian customers deserved world-class products, and we were determined to change perceptions by setting new benchmarks.<\/p>\n\n \n\n

AIRA<\/strong>: You have emphasized on sustainability by moving to E1 grade boards when the Indian industry is still contemplating. Why?<\/p>\n\n

Mufaddal Pankhawala<\/strong>: We have always believed in offering products that we ourselves would be proud to use. E1 grade signifies low formaldehyde emission, which directly impacts the quality of air we breathe every single day. Since furniture surrounds us in our homes and workplaces, the raw material used in its production has a deep and lasting impact on human health. It was my wife Fatema who first drew attention to this issue. She was deeply moved by the health implications of formaldehyde emissions, and her conviction helped us take a quick and firm decision to adopt E1 standards.<\/p>\n\n \n\n

AIRA<\/strong>: You are building a brand \u2013 \u201cLAM\u00c0NI\u201d, in a largely undifferentiated category. What\u2019s the idea?<\/p>\n\n

Mufaddal Pankhawala<\/strong>: LAM\u00c0NI was the brainchild of my son, Husain. Our earlier brand, Asian Prelam, while established, was too generic and limiting for our global aspirations. With exports already accounting for 25% of our sales, we needed a brand identity that was distinctive, premium, and internationally appealing. LAM\u00c0NI represents our ambition to go global and stand apart in a category crowded with undifferentiated players.<\/p>\n\n \n\n

AIRA<\/strong>: Many SMEs do not scale because the next generation is unwilling to join an \u2018old fashioned\u2019 manufacturing business. How do you ensure your next generation joins and thrives?<\/p>\n\n

Mufaddal Pankhawala<\/strong>: The younger generation often sees manufacturing as outdated. What I did differently was to trust their vision without compromising our core values. Instead of forcing them to follow the traditional model, I encouraged them to innovate, experiment, and think differently. This approach transformed the dynamic. Instead of teaching them, I now find myself learning from them\u2014about how the new generation thinks, works, and creates. By handing them leadership early while guiding them only where necessary, we created a collaborative model where fresh ideas thrive without losing the wisdom of experience. It\u2019s a balance that has worked wonders for us.<\/p>\n\n \n\n

AIRA<\/strong>: Looking ahead, what is your next milestone and how are you preparing the organization for that?<\/p>\n\n

Mufaddal Pankhawala<\/strong>: Our aspiration is to expand our international footprint and reach global markets. We intend our brand to be known for its product quality and higher service standards. This will allow us to capture greater value, strengthen our brand globally, and bring Indian engineering and design closer to international consumers.<\/p>\n \n\n

AIRA<\/strong>: What is the one policy change you would advocate to ensure a favourable environment for SMEs? <\/p>\n\n

Mufaddal Pankhawala<\/strong>: When we hire highly qualified, well-educated, and experienced professionals, the biggest mistake SMEs make is to try and teach them. We should empower them instead. At a policy level, I would advocate for initiatives that support SMEs in adopting cutting-edge technology and attracting professional talent, while giving them the freedom to innovate without unnecessary regulatory hurdles.<\/p>\n \n\n

AIRA<\/strong>: What would be your advice to other SME owners that are looking to scale their business?<\/p>\n\n

Mufaddal Pankhawala<\/strong>: Two things:\n\u2013 Trust technology and the younger generation. They may bring in unfamiliar ways of working, but that is often where growth lies.\n\u2013 Never compromise on quality. The journey can be painful, slow, and expensive at times, but in the end, it is always worth it. A reputation for quality is the strongest competitive advantage you can ever build.<\/p>\n\n \n","imageUrl":"\/Media\/Konversation_Image_Files\/Mufaddal_Pankhawala.jpeg","linkedInUrl":"https:\/\/airaconsulting.com\/in-konversation-with-mufaddal-pankhawala\/"},{"id":3,"title":"In Konversation with Ranjit Kambil","heading":"Orbital Mekatronik Systems is an interesting business proposition \u2013 industrial safety to process automation. A significant player in the high-tech electronics engineering industry, Orbital Mekatronics is redefining automation in both large and small manufacturing units by using cutting edge technology. With a\u00a0 strong R&D, collaborations across the world and a committed internal team, Orbital is at the cusp of scale.\n\nWe talk to Mr. Ranjit Kambil, CEO and Managing Director for his perspectives on the company and industry","conversation":"

AIRA<\/strong>: You have been in business for over three decades. What is the core value that has guided you all these years?<\/p>\r\n

Ranjit Kambil<\/strong>: Our vision is about being recognized globally as a Safety and Industrial Automation solution provider. We've always believed in pushing the boundaries of what's possible in industrial safety and process automation. Our commitment to Innovation, Quality, Reliability and customer service has been the cornerstone of our success. It's not just about meeting customer expectations but exceeding them. This approach has helped us build long-term relationships and stay ahead in the industry.<\/p>\r\n\r\n

AIRA<\/strong>: You have entered into technical collaboration with world leaders. What\u2019s the strategy behind it?<\/p>\r\n

Ranjit Kambil<\/strong>: Technical tie-ups are the key to staying at the forefront of technology. We gain access to cutting-edge technologies and expertise that we might not have developed in-house. It's about creating synergies and leveraging each other's strengths to deliver superior solutions to our customers. These partnerships also open up new markets and opportunities for growth.<\/p>\r\n\r\n

AIRA<\/strong>: You are among the very few SMEs that have pushed the pedal hard on R & D. What do you see are the main advantages of it?<\/p>\r\n

Ranjit Kambil<\/strong>: Research and Development is the heartbeat of every technology-driven organization. For us, it\u2019s a commitment to innovation and distinction. Our R&D investments empower us to create tailored solutions that effectively solve our customers\u2019 challenges. They also help us remain agile, competitive, and responsive to evolving market demands. Every insight from our R&D efforts feeds directly into the evolution of our products and services.<\/p>\r\n\r\n

AIRA<\/strong>: You have built a pan India robust sales team which is not very common in SMEs. What is the thought behind it?<\/p>\r\n

Ranjit Kambil<\/strong>: We recognized early on that having a strong sales and service presence across India would be crucial for our growth. India is a vast and diverse market and being present in key regions helps us respond to customer needs more effectively. Our sales team is not just about generating leads; they're also ambassadors of our brand, providing valuable feedback from the ground that informs our strategy.<\/p>\r\n\r\n

AIRA<\/strong>: Many SMEs complain lack of availability of technical talent. Do you also face these issues? How do you address it?<\/p>\r\n

Ranjit Kambil<\/strong>: The talent challenge is real, but we've taken a proactive approach to attract and retain good talent. We invest in training and development programs, and we also collaborate with educational institutions to identify and nurture future talent. Creating a work environment that's challenging yet rewarding helps us retain our team members. It's about building a culture that values innovation and growth.<\/p>\r\n\r\n

AIRA<\/strong>: Looking ahead, what is your next milestone and how are you preparing the organization for that?<\/p>\r\n

Ranjit Kambil<\/strong>: Our focus is on achieving our next phase of growth by strengthening our leadership in industrial safety and automation. We\u2019re driving this through operational expansion, strategic innovation, stronger digital and media engagement, and global outreach\u2014supported by an agile, future-ready organization.<\/p>\r\n\r\n

AIRA<\/strong>: What is the one policy change you would advocate to ensure a favourable environment for SMEs? <\/p>\r\n

Ranjit Kambil<\/strong>: One key area would be to provide more support for R&D and innovation through tax incentives or grants. This would enable SMEs like ours to invest more in developing new technologies and products. Additionally, simplifying regulatory compliance and providing easier access to finance would go a long way in fostering a conducive environment for SMEs to thrive.<\/p>\r\n\r\n

AIRA<\/strong>: What would be your advice to other SME owners that are looking to scale the business?<\/p>\r\n

Ranjit Kambil<\/strong>: My advice would be to focus on building a strong foundation \u2013 whether it's about developing a unique value proposition, investing in talent, or ensuring operational efficiency. Don't be afraid to take calculated risks and be prepared to adapt to changing market conditions. Building strategic partnerships and staying customer-centric are also crucial. And most importantly, never lose sight of your vision and values as you scale.<\/p>\r\n","imageUrl":"\/Media\/Konversation_Image_Files\/Ranjit_Kambil.jpg","linkedInUrl":"https:\/\/airaconsulting.com\/in-konversation-with-ranjit-kambil\/"},{"id":8,"title":"In Konversation with Kaku Kohli","heading":"Kohli Printing and Converting Machines Pvt. Ltd. is a leading manufacturer of printing and converting machines like Roto Gravure, Laminators for the packaging industry. Kaku Kohli, the current Managing Director, is a third-generation entrepreneur who has revolutionized the business by adopting latest technology that meet exacting requirements of customers worldwide. Today Kohli is considered a serious competitor to European machines and is ranked among the top three manufacturers in the world.","conversation":"

AIRA<\/strong>: The business has over Five decades of history. What is the core value of the organization, that has stood the test of time?<\/p>\r\n

Kaku Kohli<\/strong>: Five decades is a long time, but over these years our core values haven\u2019t changed much. In fact, they\u2019ve only become stronger.\r\nFor us at Kohli, it has always been about a clear vision, a deep trust and faith in our team, a commitment to customer service, and ethics that don\u2019t bend with time.\r\nThese four things have quietly carried us through these five decades. \r\nOur machines keep evolving, technologies keep changing, but our key four values have kept us steady, relevant, and respected.<\/p>\r\n\r\n

AIRA<\/strong>: What are the challenges you have faced while scaling the business?<\/p>\r\n

Kaku Kohli<\/strong>: Scaling a business always sounds exciting, but the real challenges are usually very practical.\r\nFor us the main challenge is not about finance itself - but getting easy access to finance at competitive interest rates when you actually need it. \r\nAdd to that the general lack of structured support for SMEs, absence of a proper single-window system while dealing with authorities and even trying to do simple tasks can become surprisingly time and energy consuming.\r\nBut one has to stay focused, stay consistent, and keep moving forward - that\u2019s how growth really happens.<\/p>\r\n\r\n

AIRA<\/strong>: You have constantly pushed the envelope on technology. How do you gear the team to the new technology?<\/p>\r\n

Kaku Kohli<\/strong>: Earlier, technology in our industry used to change every 5 to 8 years. Today it changes every few months. So the only way to stay ahead is to stay curious and stay exposed.\r\nWe keep the team aligned with new technology through a mix of constant learning and real-world exposure - attending international exhibitions, interacting with global companies, and staying close to our peers and vendors. \r\nAsia has always looked up to European standards, and our customers expect us to match (or exceed) that, so staying updated isn\u2019t optional for us.\r\nMy involvement with the European Rotogravure Association, now called Global Rotogravure Association has also helped a lot. Their seminars, discussions and technical exchanges give us a clear view of where the world is headed.\r\nInternally, we make sure the team travels, attends industry shows, participates in training sessions, and picks up topics they genuinely want to grow in.\r\nOnce the team is continuously learning, adapting to new technology becomes a normal rhythm of work.<\/p>\r\n\r\n

AIRA<\/strong>: What are the three metrics that you monitor on an ongoing basis to keep the pulse on the business?<\/p>\r\n

Kaku Kohli<\/strong>: For me, monitoring on the below three metrics are very important:\r\n1.\tOTIF (on-time-in-full) - because if you can deliver reliably, everything else becomes easier.\r\n2.\tCashflow - the most important metric for any SME. It tells you the real health of the company, not the balance sheet.\r\n3.\tEnquiry-to-order conversion - it shows whether the market is responding to what we are offering.\r\nThese three numbers give a very honest picture of where the business stands on any given day.<\/p>\r\n\r\n

AIRA<\/strong>: Many SMEs do not scale because the next generation is unwilling to join an \u2018old fashioned\u2019 manufacturing business? What do you do to ensure your next generation joins the business? How do you prepare them for a meaningful role in the business?<\/p>\r\n

Kaku Kohli<\/strong>: I\u2019m the third generation in a business started by my grandfather. So I\u2019ve seen how every generation looks at the world differently. The truth is, you can never take it for granted that the next generation will join. All you can do is create interest, never force interest.\r\nWhat we can do, as business owners, is make the organisation relevant, transparent and future-ready. \r\nWhen a company is modern, ethical, progressive, and professionally run, it naturally becomes more attractive for any next generation to consider. \r\nAt the end of the day, they should choose the business because they see purpose and potential in it - not because of pressure. \r\nOur job is simply to build an organisation that they would want to be part of.<\/p>\r\n\r\n

AIRA<\/strong>: Looking ahead, what is your next milestone and how are you preparing the organization for that? <\/p>\r\n

Kaku Kohli<\/strong>: Looking ahead, our next milestone is simple: scale with stability and take the company to the next level without losing our DNA.\r\nFor SME's, growing to the next orbit is not always easy - the ecosystem and support systems don\u2019t always move at the same speed as your vision. But instead of getting stuck or slowing down, I believe in staying open to strategic partnerships. \r\nWhen the right partners come in, they bring fresh strengths, new capabilities and a bigger platform to scale - and growth becomes a shared journey, not a solo struggle.\r\nPreparing the organisation for this, is all about being transparent, process-driven, and future-ready, so that when opportunities come, we can absorb them smoothly and grow infinitely together.<\/p>\r\n\r\n

AIRA<\/strong>: What is the one policy change you would advocate to ensure a favourable environment for SMEs? <\/p>\r\n

Kaku Kohli<\/strong>: I wish there was just only one policy to change :)\r\nSMEs face many structural challenges - but the most critical one right now is the 45 day payment rule for SME vendors. \r\nThe intention was very good, but in reality it puts one SME under huge pressure to pay another SME, which is not always practical. \r\nCashflow cycles vary from industry to industry, and a one-size-fits-all timeline can create avoidable stress.\r\nA more flexible, sector-wise approach or a framework that supports timely payments without forcing unrealistic timelines would make life much easier for SMEs and strengthen the entire ecosystem. \r\nPolicies work best when they understand how businesses actually operate on the ground.<\/p>\r\n\r\n

AIRA<\/strong>: What would be your advice to other SME owners that are looking to scale the business?<\/p>\r\n

Kaku Kohli<\/strong>: My advice to SME owners is simple: don\u2019t close the door on new possibilities.\r\nMany family businesses get held back by sentiment or the fear of \u201coutsiders.\u201d But sometimes, the right strategic partner can take you to places you may not reach alone. \r\nChoose carefully, of course - but stay open. openness is what converts potential into scale.\r\nAnd if you find a partner who strengthens your vision and respects your values. Then scaling stops feeling like a challenge and starts feeling like a natural next step.\r\nAt the end of the day, scale happens when you stop saying \u201cnever\u201d and start saying \u201cwhy not?\u201d<\/p>\r\n","imageUrl":"\/Media\/Konversation_Image_Files\/KSK.jpg","linkedInUrl":"https:\/\/airaconsulting.com\/in-konversation-with-kaku-kohli\/"},{"id":9,"title":"In Konversation with Varun Maniar","heading":"\r\nElectromech Infraprojects Ltd. (EIL), is a technical services provider with expertise across electrical, mechanical and networking fields. The projects undertaken cover a wide variety of installations from industrial, commercial, IT park, and warehouses. Over the last couple of years, Electromech pivoted the business around Data Centres picking up the trend of investments being driven in this space due to development of AI. With Indian businesses looking to scale investments in this area significantly, Electromech is well positioned to leverage its early mover advantage where it has built deep expertise across the entire value chain of service. This has been noticed by PE investors and has drawn them towards Electromech.\r\n\r\nWe talk to Varun Maniar, Managing Director on his journey so far and the road ahead.","conversation":"

AIRA<\/strong>: As a second-generation entrepreneur, what are some of the core values you protect over the years?<\/p>\r\n

Varun Maniar<\/strong>: At the core, the values that have remained non-negotiable are integrity, accountability, and long-term thinking. We built the business on trust\u2014trust with clients, employees, and partners\u2014and that remains our strongest currency even today. Equally important is a culture of execution excellence. In our line of work, commitments matter, timelines matter, and quality cannot be compromised. As the business has grown, my focus has been on institutionalizing these values so they don\u2019t remain individual-dependent but become part of how Electromech operates every day.\r\n\r\n

AIRA<\/strong>: What are some of the challenges you have faced while scaling the business?<\/p>\r\n

Varun Maniar<\/strong>: Scaling a technical services business brings a unique set of challenges. One of the biggest has been building depth in leadership and specialized talent while maintaining consistency in execution across projects. Another challenge is working capital management in a fast-growing environment, especially when project sizes increase and timelines get tighter. We\u2019ve had to put robust systems and controls in place early, invest in technology, and become far more process-driven to ensure growth does not come at the cost of discipline.<\/p>\r\n\r\n

AIRA<\/strong>: You made early bets on Data Centers. What was the thought process?<\/p>\r\n

Varun Maniar<\/strong>: The decision was driven by a combination of market visibility and internal capability assessment. We could see early on that data centers were becoming mission-critical infrastructure, and from an EIL perspective, data centers are highly technical, execution-intensive projects that require deep coordination across electrical, mechanical, and networking services\u2014exactly where our strengths lie. Entering early allowed us to build domain expertise, understand client expectations, and create repeatable delivery models before the sector became crowded.<\/p>\r\n\r\n

AIRA<\/strong>: How did you get the organization to move around with the strategy?<\/p>\r\n

Varun Maniar<\/strong>: Alignment starts with clarity and communication. We spent time explaining the \u201cwhy\u201d behind the shift\u2014not just to senior leadership but across project teams. Simultaneously, we backed the strategy with investments in training, hiring specialized talent, and upgrading systems to meet data center standards. Importantly, we didn\u2019t abandon our existing businesses overnight. We allowed the transition to be phased, ensuring confidence within the organization while steadily building a strong data center pipeline.<\/p>\r\n\r\n

AIRA<\/strong>: You made the transition from a high-profile finance career abroad to joining the, some would say \u201cold economy family business\u201d? What was the turning point?<\/p>\r\n

Varun Maniar<\/strong>: After studying and working abroad for over a decade, particularly in high-intensity finance roles, I reached a point where I wanted to build something tangible and long-lasting in India. While the exposure to global markets and institutional discipline was invaluable, I realized that remaining at a Bloomberg desk did not give me the same sense of ownership or purpose as building a business from the ground up. Electromech presented a unique opportunity. It had a strong foundation, trusted relationships, and technical credibility, but it was also ready for transformation. I saw the potential to professionalize operations, bring in stronger financial discipline, and reposition the company for high-growth sectors. What some may call an \u201cold economy\u201d business, I saw as a platform that could be reimagined for the new economy\u2014and over the last decade, that belief has translated into nearly 30x growth.<\/p>\r\n\r\n

AIRA<\/strong>: Looking ahead, what is your next milestone and how are you preparing the organization for that?<\/p>\r\n

Varun Maniar<\/strong>: Our immediate milestone is reaching \u20b91,000 crore in revenue, but more importantly, doing so in a sustainable and institutionally strong manner. Preparation for this phase goes beyond topline growth. We are deploying investor capital to expand into the UAE and broader GCC markets, where demand for mission-critical infrastructure is accelerating. Internally, we are focused on building leadership depth through senior talent hires, strengthening governance, and investing in systems and processes that can support scale. Alongside our strong data center business, we are also scaling our electronics and solar verticals to create a more diversified and resilient growth engine. The objective is to build an organization that is not just larger, but structurally stronger and future-ready.<\/p>\r\n\r\n

AIRA<\/strong>: What is the one policy change you would advocate to ensure a favourable environment for SMEs?<\/p>\r\n

Varun Maniar<\/strong>: India today imports far too little capital while exporting a disproportionate amount of its talent. At the same time, SMEs are developing innovative and scalable business models that can effectively absorb both capital and skilled talent if the ecosystem allows it. Policy measures that improve margins for SMEs\u2014whether through easier access to affordable capital, faster payment cycles, or reduced compliance friction\u2014would make a meaningful difference. Supporting SMEs more actively would not only drive economic growth but also help retain talent within the country by creating strong, competitive enterprises.<\/p>\r\n\r\n

AIRA<\/strong>: What would be your advice to other SME owners that are looking to scale the business?<\/p>\r\n

Varun Maniar<\/strong>: Scaling requires more than ambition\u2014it requires clarity and discipline. SME owners must ensure that day-to-day operations are robust and aligned with a clearly articulated long-term vision. Without this alignment, growth can quickly become chaotic. I would strongly advise investing early in building a strong leadership team and developing a clear product offering or USP that differentiates the business. When people, processes, and positioning are in place, capital can be deployed far more effectively, allowing the business to scale efficiently and sustainably over time.<\/p>","imageUrl":"\/Media\/Konversation_Image_Files\/VM.jpg","linkedInUrl":"https:\/\/airaconsulting.com\/in-konversation-with-varun-Maniar\/"},{"id":10,"title":"In Konversation with Abhijat Sanghvi","heading":"Sang Fasteners is a significant player in the fasteners category. With over four decades of experience in the business, Sang Fasteners is a supplier to leading OEMs. Always pushing the envelope on technology, Sang has developed a wide range of products that cater to multiple industry segments. The business has seen consistent growth due to constant upgradation of manufacturing infrastructure, consistent quality and customer focus.\r\n\r\nWe talk to Abhijat Sanghvi, Managing Director Sang Fasteners, on the business journey and opportunities ahead.","conversation":"

AIRA<\/strong>: You are a Second-generation entrepreneur who transitioned from professional career? Why did you make the switch? How has the journey been?<\/p>\r\n

Abhijat Sanghvi<\/strong>: After completing my post-graduation, it was always part of the vision to work up the ladder in a professional corporate environment which sets up an unmatched foundation which no theoretical course or smaller run SME can prepare you for. The switch was made at the right time though the journey itself was extremely challenging especially for the first few years of the transitionary phase.\r\n\r\n

AIRA<\/strong>: What leadership challenges did you have face as you were handed the baton?<\/p>\r\n

Abhijat Sanghvi<\/strong>: The positives straight up were existence of a strong value system and extremely loyalty from a very good team which immediately sets right to communicate the vision you foresee for the company. The challenges as a leader are the next big step of brand building, creating a customer centric approach & complete transparency with all stake holders \u2013 customers, suppliers, govt agencies, banks, etc. Also, the company in the early 2000s faced a recessionary phase, which did take a few years to overcome financial instability.<\/p>\r\n\r\n\r\n

AIRA<\/strong>: What are the key elements of scale for SME? How did you go about addressing them?<\/p>\r\n

Abhijat Sanghvi<\/strong>: The key differences we made for scaling was to have our top 5 customers across Industry segments and not focusing too much on one specific sector for e.g. Automotive which gave us the advantage of not getting affected seriously when any one end user segment faced a downside in Industry sales. So, it was either building on any of the current buyers or identifying a large end user company from a segment missing. The other critical factor was not to commit a major part of production capacity to any single customer. As much as some of the vehicle manufacturers wished to consume a big part of the capacity, limits were set up so no extreme dependence on any single customer existed. In conjunction with those buyers, gradual building of capacity was done through expansion.<\/p>\r\n\r\n

AIRA<\/strong>: How critical is marketing in a \u2018commoditized category?<\/p>\r\n

Abhijat Sanghvi<\/strong>: In the Fastener Industry, there exists a low entry barrier which has resulted in growth to 4000+ MSME companies in the organized sector in the last two decades. Fasteners are one of the most critical parts required for most Industries yet are treated as C Class components. Marketing is important in an Industry where parts are also sold per kg with no real quality benchmarking. Our products were positioned as quality products catering to conscious End users so the competition became less severe being only the good quality manufacturers. Though I do agree that marketing is not intensely critical in a commoditized market.<\/p>\r\n\r\n

AIRA<\/strong>: What are some of the challenges in building a manufacturing business?<\/p>\r\n

Abhijat Sanghvi<\/strong>: The primary condition for building a manufacturing business is to have a driven motivated skilled team which is in complete alignment and execution towards the business vision. If professionally driven, the challenge is to have the right employees who are motivated adequately to implement their roles for a reasonably longer duration. This becomes a challenge in today\u2019s context wherein the newer generations don\u2019t carry loyalty as a priority.<\/p>\r\n\r\n

AIRA<\/strong>: What export opportunities do you see for Indian manufacturers?<\/p>\r\n

Abhijat Sanghvi<\/strong>: India is being recognized as a major manufacturing hub over the last many years and is poised for greater strides for the next decade given the political stability, outpacing GDP rates and the hugely favorable young demographic working segment. Also, with the EU India historic trade deal signed recently, it brings forth tremendous opportunities for Exports. India has also signed multiple Free Trade Agreements in the last five years with countries like Australia, EFTA members, the UK, Mauritius, and UAE to boost trade, investment, and market access. Indian manufacturers who are looking to identify and build international trade, need to ensure they work first on quality consciousness, cost competitiveness and adherence of timely supplies to be ready to take on the massive opportunities available.<\/p>\r\n\r\n

AIRA<\/strong>: Looking ahead, what is your next milestone and how are you preparing the organization for that?<\/p>\r\n

Abhijat Sanghvi<\/strong>: Our organization is primarily supplying to leading domestic OEMs such as Siemens, Godrej, Mahindra, Alstom, etc., and our next milestone is to add at least 3 more large consuming end user companies for which there will be Capex Investments over the next couple of years upgrading machinery & capacity producing quality products with a zero defect target. The objective will be to increase turnover YoY by at least 25%.<\/p>\r\n\r\n

AIRA<\/strong>: Making the business attractive for the second generation is a challenge many SMEs grapple with. What\u2019s your view?<\/p>\r\n

Abhijat Sanghvi<\/strong>: Alternate career options which didn\u2019t exist before in the arts for example have become income source proficient for those who seek to pursue their passion. Relevant career fields of before have also become more lucrative in terms of increased salaries. Disruption has created new career options too. So definitely making businesses especially manufacturing attractive for the second generation is a huge challenge. I am aware of many cases where the next generation does not take on existing SMEs or family run businesses following their own career paths. The only path I would recommend is if they do show even some level of inclination, the ideal way would be for them to spend at least one year in the business by understanding its nuances, the growth aspirations, the challenges, interface comfort with the team, etc.<\/p>\r\n\r\n

AIRA<\/strong>: What would be your advice to other SME owners that are looking to scale the business?<\/p>\r\n

Abhijat Sanghvi<\/strong>: Scaling business can falter if not done in an organized and professional manner. I would suggest to them first to ensure the right complete team is onboard with the vision with strategic additions if need be. Having a clear business plan for the next 5 years drawn out & also hire a professional consultancy which understands SME\u2019s and can fine tune the business plan as well as handhold the team to make the transition in sync building a system which is geared to take on the growth. We had team AIRA consulting undertake this process which made the transition seamless through a complete professional approach with a thorough understanding of the nuances of handling the workforce making them look forward to being part of the growth.<\/p>\r\n","imageUrl":"\/Media\/Konversation_Image_Files\/AS.jpg","linkedInUrl":"https:\/\/airaconsulting.com\/in-konversation-with-abhijat-Sanghvi\/"},{"id":11,"title":"In Konversation with Sameer Maheshwari","heading":"Saksham Technologies is among the leading suppliers of equipment for R & D and healthcare segment. As a representative of cutting edge technology partners across the globe, Saksham\u2019s products cater to a wide variety applications across education, pharma, Biotech and testing labs. With over three decades of experience, Saksham has a footprint over 10,000 installations in 250+ Cities and Towns and serves over 4000 customers across the country. A dedicated sales and service network ensures strong customer relationship.\r\n\r\nWe talk to Sameer Maheshwari, Founder & CEO, Saksham Technologies, on the business journey and opportunities ahead.","conversation":"

AIRA<\/strong>: You started the business in a highly regulated industry of healthcare. What made you take the risk?<\/p>\r\n

Sameer Maheshwari<\/strong>: When we started the business over three decades ago, I did not look at it as a risk in the conventional sense. I had begun my career as a service engineer, so I had seen laboratories and hospitals from inside. I understood how critical was the requirement of a reliable equipment and dependable service for researchers and clinicians. What struck me then was that many good technologies were available globally, but access to them in India was limited and service support was inconsistent.\r\nThat gap stayed with me. I believed that if we could combine quality technology with honest service, we could build something meaningful. The healthcare and research sectors are demanding, but they are also purposeful industries helping human health. Knowing that our work supports scientists, doctors and researchers to achieve their objective of better human health made the journey worthwhile from the very beginning. And our Tag line evolved \u2013 Nurturing Science.<\/p>\r\n\r\n

AIRA<\/strong>: What are some of the challenges in setting up an import-based trading business?<\/p>\r\n

Sameer Maheshwari<\/strong>: An import-based business looks simple from the outside, but in reality it requires balancing many moving parts. Regulations, import duties, logistics, currency fluctuations and compliance requirements all play a role. In the early years, with older ways of communications, even something as simple as getting equipment cleared from customs or coordinating documentation could become a major challenge.\r\nIt is also important that one identifies an opportunity for a product \/ technology for India by looking at the evolving regulations in the developed world. When you bring a technology into the country, you are effectively standing behind that product. That means you must have trained engineers, spare parts availability and the ability to respond quickly if something goes wrong. Over time, we realised that success in this business is not just about importing equipment\u2014it is about building a strong service ecosystem around it \u2013 With the sense of a responsibility towards the customer, we built a Customer centric organisation such that the customer derives value in every transaction with us.<\/p>\r\n\r\n

AIRA<\/strong>: A business like Saksham is prone to business cycles. How do you flatten the curve to ensure steady demand?<\/p>\r\n

Sameer Maheshwari<\/strong>: Like in any business, business cycles are inevitable in our industry. Our equipment are capital equipment. It is not recurring business. The equipment are bought and used for at least 10 years. The capital equipment purchases are the first ones to get affected in the times of uncertainties. There can be drop in demand because of lack research funding and institutional budgets. The government spending often moves in phases. The Private Industries \/ Hospitals capital expenditures are also subject to various business cycles in their respective industries. Over the years we have learnt that diversification is the best way to manage this. Diversification of the products and customer segments.\r\nInstead of depending on a single segment, we built relationships across all segments in pharmaceuticals, biotechnology companies, hospitals, diagnostics, academic institutions, testing laboratories, Automobiles, Cosmetics, Food etc. Another stabilising factor is service. Once equipment is installed, customers need maintenance, calibration and upgrades. That creates a long-term relationship rather than a one-time transaction with a steady stream of revenue coming from service.\r\nIn many ways, our focus has always been on building trust rather than chasing short-term sales. When customers trust you, they come back when the next requirement arises.<\/p>\r\n\r\n

AIRA<\/strong>: How do you create differentiation in a category like equipment when everyone pretty much offers similar functionality?<\/p>\r\n

Sameer Maheshwari<\/strong>: In equipment businesses, differentiation rarely comes from the specification sheet alone. Many technologies today offer similar features. The real difference lies in how well you understand the customer\u2019s application and how reliably you support them after installation.\r\nAt Saksham, we have always taken a consultative approach. Before recommending an instrument, we try to understand what the laboratory actually needs to achieve. Sometimes the right solution is not the most expensive one but the most appropriate one.\r\nEqually important is service. When an instrument stops working in a research lab, experiments \/ analysis can get delayed by weeks. Being responsive and dependable in those moments builds a reputation that no brochure can replace.<\/p>\r\n\r\n

AIRA<\/strong>: What are some of the challenges in building a sales and service business?<\/p>\r\n

Sameer Maheshwari<\/strong>: Sales and service businesses depend heavily on people. In our case - people with scientific and engineering knowledge. Recruiting and training engineers who understand both the technology and the customer environment is not easy. It takes time for the candidates to acquire the knowledge and develop the confidence to advise appropriate solutions to customers. Also, for a service engineer to develop skills to troubleshoot equipment in a live laboratory.\r\nAnother challenge is building discipline in service processes\u2014documentation, preventive maintenance, follow-ups and spare parts management. These may seem operational, but they are the backbone of customer satisfaction.\r\nOver the years we have invested a lot in training our teams to offer consultative sales and effective and efficient services. Also, the team is tied to a KRA based system where customer satisfaction is at the core of the business.<\/p>\r\n\r\n

AIRA<\/strong>: Agency led trading business is prone to the business priorities of Principals. How do you ensure Principals stay invested in your firm?<\/p>\r\n

Sameer Maheshwari<\/strong>: Principals value partners who promote the products effectively and protect their reputation in the market. For us, that has always meant representing their technology responsibly and supporting customers well.\r\nWe focus on building long-term relationships rather than transactional arrangements. When principals see that their brand is respected, their customers are satisfied and their products are supported professionally, they naturally remain committed to the partnership.\r\nTrust works both ways. Just as customers rely on us, principals also rely on us to represent them faithfully in the Indian market.<\/p>\r\n\r\n

AIRA<\/strong>: Have you evaluated to move to backward integration \u2013 manufacture or assembly of equipment in India? Why?<\/p>\r\n

Sameer Maheshwari<\/strong>: It is something we have thought about from time to time. Manufacturing requires a different kind of ecosystem\u2014R&D capability, production capability and scale, Inventory and Quality management and global distribution channels.\r\nOur strength historically has been in understanding technologies, selecting the right partners and supporting customers in the field. That said, the landscape in India is evolving, and initiatives encouraging local manufacturing are opening new possibilities.\r\nIf we move in that direction, it will have to make strategic sense and align with our core philosophy of delivering reliable solutions.<\/p>\r\n\r\n

AIRA<\/strong>: Looking ahead, what is your next milestone and how are you preparing the organization for that?<\/p>\r\n

Sameer Maheshwari<\/strong>: We are ever evolving. We are adding new products to our portfolio for the existing customer segments and also reaching out to some new segments offering our equipment. Our goal is to be present in every scientific laboratory and in every hospital in the country with some offering and contribute towards success of their plans and activities.<\/p>\r\n\r\n

AIRA<\/strong>: Making the business attractive for the second generation is a challenge many SMEs grapple with. What\u2019s your view?<\/p>\r\n

Sameer Maheshwari<\/strong>: Every generation is smarter than the previous one. And Every generation must choose its own path. The next generation is well educated, confident and has many options. The technologies are evolving, so do businesses. Many businesses lose relevance over a period of time. If the next generation sees sustainable value in what has been created and feels inspired to take it forward, that is wonderful. Imposing expectations only pushes them away. \r\nMoreover, the next generation prefers to have independent identity. And the available options offer them more or less similar monetary gains. Running the business requires to be on nimble toes. One needs to be passionate and hard working to run the business and enjoy the wins. More and more of next generation chose an easier path.\r\nThe business must be built on professional systems and capable teams so that it can evolve beyond any single individual. The strength of an organisation lies in its culture, values and processes. If this is established well, it needs a good leader \/ driver. The second generation, with the tools and knowledge they have, can lead \/ drive it well. It\u2019s just whether they have the passion to lead \/ drive it through and through.<\/p>\r\n\r\n

AIRA<\/strong>: What would be your advice to other SME owners that are looking to scale the business?<\/p>\r\n

Sameer Maheshwari<\/strong>: Scaling a business is not only about increasing sales; it is about strengthening the foundation. Invest in people, processes and credibility. Growth built on short-term gains rarely lasts.\r\nBe patient with relationships\u2014whether with customers, employees or partners. In industries like ours, reputation travels faster than marketing.\r\nAnd perhaps most importantly, stay curious. Technology and markets will keep evolving, and businesses that remain open to learning will always find new opportunities.<\/p>","imageUrl":"\/Media\/Konversation_Image_Files\/SM.jpg","linkedInUrl":"https:\/\/airaconsulting.com\/in-konversation-with-sameer-maheshwari\/"},{"id":12,"title":"In Konversation with Tejash Shah","heading":"Accord Equips provides equipment for the entertainment industry \u2013 cameras, lenses and other paraphernalia. Apart from the hardware, Accord has also trained an army of professionals that start as assistants and grow into efficient photographers in their own right. With a wide array of inventory, latest equipment and a 24x7 service capability, Accord is indispensable to the growing entertainment industry.\r\n\r\nIt was a pleasure to meet Tejash Shah, founder and CEO who wears many hats \u2013 entrepreneur, filmmaker and a passionate photo enthusiast. As always he remembered to arrange filter coffee for us as we informally discussed his business journey and the opportunities ahead.","conversation":"

AIRA<\/strong>: You are a Second generation entrepreneur. How has the journey been?<\/p>\r\n

Tejash Shah<\/strong>: Being a 2nd generational entrepreneur is like a double edged sword. While the understanding of the industry is let\u2019s say \u2018genetic\u2019, it could also lead into in a comfort zone of a running business. It takes the support of the 1st generation to prod and support the 2nd generation to chart a new territory within the same industry. In my case, my father was a well known CA in the film industry managing money, I chose to be an engineer leaning in the technical space of the industry. Though my father passed away very early, we had our roots in the film industry, making me aware of his inherent functioning. The industry we see today is very different. Looking back, it was due to my background, I have managed to do well, although I started from scratch in my area of work in the same industry.<\/p>\r\n\r\n

AIRA<\/strong>: The entertainment industry has many ups and downs. How does it affect the business? How do you manage the business cycle?<\/p>\r\n

Tejash Shah<\/strong>:\r\nThe Late visionary Mr Ratan Tata mentioned \"Ups and downs in life are very important to keep us going, because a straight line, even in an ECG, means we are not alive.\" \r\n\r\nUps and downs define our industry. \r\nWe at Accord Equips mitigated the risk by building multiple verticals and a diversified client base. \r\nOur primary business is renting our professional camera gear. \r\nAs a forward integration we also run a production house. \r\nWe diversifed our rental house to provide wildlife gear to amateurs and enthusiasts.\r\nWe entered new technology like Live Streaming & 360 VR while they were still nascent to India. \r\nSo broadly we are in the same industry but have different verticals helping us balance our risks. Also when one has a first mover advantage, there is room to make mistakes as well as stay ahead of the business cycles.<\/p>\r\n\r\n

AIRA<\/strong>: Accord Equips is an asset intensive business. How do you manage investments where obsolescence is the norm?<\/p>\r\n

Tejash Shah<\/strong>: I\u2019d say, obsolence as an advantage. When equipment gets outdated faster, users prefer to rent instead of buying. This gives them the nimbleness of moving to new technologies. \r\n\r\nAs regards investments, we broadly plan 30% investment in newer technologies and 70% investment in existing capacity \/ technologies. Our investment cycles tend to equal the depreciation for the year keeping the asset value constant while increasing inventory. Also given that we also do many commissioned video production like video podcasts, interview shoots, corporate Avs, event coverage. This brings in additional revenue without investments.<\/p>\r\n\r\n

AIRA<\/strong>: The industry does not have ready-made professionals like traditional manufacturing business. How do you source and develop talent?<\/p>\r\n

Tejash Shah<\/strong>: A great painting is created best on a blank canvas. Raw talent works best for us for creation of a tech crew. The selection is on the basis of positive attitude, readiness to work long hours and the readiness \r\nto jump into the deep end. Most of the boys we hire do not come from strong or moneyed backgrounds. We take them on salary, train them till they are ready for the field. Also lets be real. Management graduates imagine a 5 day week with a so called \u2018work life balance\u2019 which is difficult in our industry.<\/p>\r\n\r\n

AIRA<\/strong>: Film personalities are known to carry huge ego. Situations in the set may get volatile. How do you train your staff to manage such situations?<\/p>\r\n

Tejash Shah<\/strong>: Any profession that involves creativity, eccentricities and time bound execution, tend to be volatile zones. Be it restaurant kitchens or shooting floors! \r\n\r\nThe brief to our crew is simple, if a situation goes out of hand, don\u2019t answer back, become invisible for a few moments and let things settle. We all need to remember, everyone on the set has a common aim of getting a great shot! The frayed tempers are often at the situation and not the individual. More often than not, once the shoot packs up, apologies will be exchanged by the end of the day.<\/p>\r\n\r\n

AIRA<\/strong>: What is the impact of AI on the entertainment industry. How is it likely to affect your business?<\/p>\r\n

Tejash Shah<\/strong>: Impact of AI is quite strong already. My feeling is extremely talented highend technicians and low end crew will not be affected. Corporate films, ads Films, documentaries that would cost lacs are now being make for thousands. On the other hand, today everything is visual. So amount of content creation has multiplied means lesser margins but lot more work.\r\n\r\nAs regards our business, first the upside. As regards equipment rentals, we see it as an advantage to us as our new age digital cameras give far higher incremental output due to AI with a far smaller incremental costs. Besides filmmakers, our clientele includes mainly new age content producers like web content creators, podcasters, photographers, youtubers OTT producers etc. They use these digital cameras. \r\nAI in our equipment means 2 things. \r\n1 The raw talent we train, can go on the field faster due to AI creating smarter cameras. \r\n2. We need lower investment for better quality output. \r\n\r\nNow the downside, this year the industry saw a huge drop in production work due to AI generated content. In the next 12 months over 40% content could be generated through AI! \r\n\r\nA lot of younger filmmakers who would been assistants turned independant as AI support decreased the period of learning curve. These the new gen of filmmakers work on far lower margins squeezing margins across the chain.<\/p>\r\n\r\n

AIRA<\/strong>: How are you preparing Accord Equips for an era dominated by AI?<\/p>\r\n

Tejash Shah<\/strong>: When you cant beat a situation you join it. We now have our inhouse AI film division where we make films starting at just Rs 1000\/ second. We are a complete one stop shop. We are already seeing heavy growth in this segment as now everyone can afford to create a marketing video. \r\n\r\nIf you wish to shoot, we have the necessary equipment and crew. if you want an AI film without shooting, we have that too. \r\n\r\nOnce this AI wave settles, even films created with AI will need personalization by adding some interview of the company which means real shooting which again we provide. \r\n\r\nWe are one of the largest range of wildlife equipment on hire, to cater to a growing tribe of amateur wildlife photographers. I am sure, these animals cannot be replaced by AI (smiles).<\/p>\r\n\r\n

AIRA<\/strong>: Making the business attractive for the second generation is a challenge many SMEs grapple with. What\u2019s your view?<\/p>\r\n

Tejash Shah<\/strong>: When elder kids play cricket in the building, they expect the newer junior entrants to do fieldling. If you make them field everyday, they wont come back. Same applies to the 2nd gen as entrants. The 1st gen makes them do mundane work while the 2nd gen also wants to get into the batting crease. It\u2019s the responsibility of the 1st gen to give some freedom for the 2nd gen to explore, stumble and get up. When the 2nd gen feels that their presence is a value add to the business and feel the ownership, that is the time they feel the excitement.<\/p>\r\n\r\n

AIRA<\/strong>: What is the one policy change you would advocate to ensure a favourable environment for SMEs?<\/p>\r\n

Tejash Shah<\/strong>: 1. Decrease our paperwork. I have been seeing a steady increase in filing over the last few years. Every few months my statutory manager updates me about some new paper work. \r\n2. Government should appoint official agents. Every department, whether offline or online, that has some paperwork and filings to be done by MSMEs should have a list of government approved agents handling that paperwork and filing. This way the entrepreneur pays a small fee and gets his filings done without wasting time and energy. The government get its requirements and employment in India goes up. Lets not forget we anyway use unofficial agents who are paid under the table to get paperwork moved.<\/p>\r\n\r\n

AIRA<\/strong>: What would be your advice to other SME owners that are looking to scale the business?<\/p>\r\n

Tejash Shah<\/strong>: Systems! Set up systems. You and me have had many discussions about this. You set up some systems for us. Which helped us get better reports leading to better decision making. Most MSME owners believe they know it all. \r\nAlso lets not underestimate the team. An empowered team delivers far better and helps the company grow.<\/p>","imageUrl":"\/Media\/Konversation_Image_Files\/Tejash_Shah.jpg","linkedInUrl":"https:\/\/airaconsulting.com\/in-konversation-with-tejash-shah\/"},{"id":13,"title":"In Konversation with Ajay Talwar","heading":"Tastel Fine Food is a player in the strategically important food processing industry. With a range of Ready to Eat (RTE) and Ready to Cook (RTC) products, Tastel is defining new standards in instant foods. With supplies to discerning customers across the world, Tastel has carved a name for itself in the industry. A state-of-the-art plant in Karad, Maharashtra and new facilities in other locations, investments in certifications and people \u2014 Tastel is poised to scale significantly in the years to come.\r\n\r\nWe talk to Ajay Kumar Talwar, Founder and Managing Director, on the business journey and the opportunities ahead.","conversation":"

AIRA<\/strong>: You are a first-generation entrepreneur. How has the journey been?<\/p>\r\n

Ajay Talwar<\/strong>: The journey has been one of the most demanding and rewarding experiences of my life \u2014 and I would not trade it for anything.\r\nI came into entrepreneurship with a solid professional foundation. Ten years as a cook and chef gave me mastery of food from the ground up. The subsequent eleven years in the food processing industry, where I grew from Works Manager to Innovation Head, GM Sales, and finally VP Operations and Marketing, gave me something equally valuable \u2014 a 360-degree understanding of how a business actually functions. Work ethics, discipline, and above all, the right attitude and vision. Those years were my real business school.\r\nWhen I finally took the leap, I did so with a clear conviction: there were significant gaps in the international market. Authentic, value-added food products from India were simply not available at the quality and design standard the world deserved. That belief was my only capital, because financially, I had almost nothing. Just INR 20,000 in the bank, no family business background, no financial backing, and one employee \u2014 an office assistant \u2014 to start building what I hoped would become an organisation.\r\nThe early years were actually interesting and energising. When you have nothing to lose, the only direction is forward. Risk-taking came naturally, because every risk was really just another attempt to build something. But building a core team, establishing credibility, and sustaining momentum as a first-generation entrepreneur with no safety net \u2014 that tested every ounce of resolve I had.\r\nThe honest truth is that self-introspection became a daily discipline. Every crisis, every setback, every failure demanded an honest internal reckoning \u2014 not self-pity, but clear-eyed analysis. I developed a habit of sitting quietly for hours, asking myself: what should this company look like in three years? Visualising the future, consistently and concretely, became the compass that kept me oriented when the present was difficult.\r\nThere were many heartbreaks along the way. But the rule I set for myself was simple \u2014 the next morning, you start fresh. You cannot allow failures to override your vision. What Tastel is today is not coincidence. It is the accumulated result of focused innovation, relentless learning and unlearning, and the refusal to let any single setback define the destination. Brick by brick, step by step \u2014 that is how you build something that lasts.<\/p>\r\n\r\n

AIRA<\/strong>: You started your career as a chef. What made you transition to manufacturing?<\/p>\r\n

Ajay Talwar<\/strong>:\r\nThe transition was, in many ways, a natural evolution \u2014 though it did not feel that way at the time.\r\nWhen I joined the Taj Group at seventeen, I was thrown into the deep end of professional cooking. Everything was made from scratch. There were no shortcuts, no ready-use masalas, no convenience pastes \u2014 just raw ingredients, technique, and the relentless pursuit of the right flavour. That discipline of building food from the ground up gave me something that would later prove invaluable: a genuine, intuitive understanding of taste, texture, and authenticity.\r\nWhen I moved into food processing in 1992, India was an extremely nascent market for food innovation. The industry was almost entirely confined to masalas, papads, curry powders, pickles, and chutneys \u2014 largely commodity-driven, domestically focused, with very little designed product thinking. Nobody was asking the more interesting question: how do we take complex, traditional Indian food preparations and make them accessible, consistent, and scalable without losing their soul?\r\nThat question fascinated me. My culinary background gave me the confidence to attempt an answer. I saw a clear opportunity to deskill the kitchen \u2014 not to make food cheaper or simpler, but to give professional chefs and home cooks a head start. Ready base gravies, spice blends, pastes, frozen snacks \u2014 solutions that preserved authenticity while dramatically reducing preparation time and dependency on specialist skill.\r\nThe international dimension became equally compelling. Most Indian food products being designed for export at the time were conceived from the UK \u2014 essentially 'British Indian food,' much like we have Indo-Chinese food in India. It was Indian cuisine reimagined through a foreign lens, not authentic Indian food designed by people who truly understood what it was supposed to taste like. My years at the Taj, working with international guests and global ingredients, gave me the flavour expertise and the cultural confidence to go the other way \u2014 to take genuinely authentic Indian and global cuisines directly to the world's shelves, on our own terms.\r\nThe chef became a manufacturer because the kitchen showed him what was missing \u2014 and the factory became the tool to fill that gap at scale.<\/p>\r\n\r\n

AIRA<\/strong>: Food Processing is a highly regulated business. How do you build systems and processes to ensure safety and consistency?<\/p>\r\n

Ajay Talwar<\/strong>: Food regulation is not a single standard \u2014 it is a complex, constantly evolving matrix of country-specific requirements, each designed around local produce, ingredients, processes, and consumer safety norms. What is acceptable in one market may require significant reformulation or process adjustment in another. Navigating this is not optional for a company with global ambitions \u2014 it is the price of entry.\r\nAt the foundation are the international Codex standards, which define baseline parameters across food categories and ingredients. But layered above that are the specific requirements of certification bodies and regulatory authorities \u2014 ISO, BRC, FSSAI, FSMA, GFSI, USFDA, CFIA, and others \u2014 each with their own clauses governing food safety, hygiene, raw material specifications, packaging standards, and process controls. And these are not static \u2014 they are updated regularly as new challenges emerge, tolerance levels are revised, and commercial realities shift across continents. Europe has different expectations from the US; Canada has different standards from the Middle East and Australia. As a company exporting to all of these markets simultaneously, we have had to build a very robust, audit-ready compliance architecture in-house.\r\nThis begins with people. We have a dedicated technical team focused entirely on international compliance, a quality systems team embedded within the plant to implement and monitor evolving global norms, and a structured annual training programme that includes thermal validation training, BRC certification, TQM, and more. Senior food technologists, microbiologists, and chemists form the backbone of this team, supported by a continuous pipeline of trained junior staff who serve as the next generation of quality custodians.\r\nOn the infrastructure side, we have invested in an advanced in-house laboratory with the equipment to test every single batch \u2014 chemical, microbiological, and sensory parameters. Our innovation team works through a rigorous pilot validation and full-scale production validation process, backed by state-of-the-art international processing equipment. Accelerated shelf life studies are standard practice, ensuring that every product we ship maintains its integrity, consistency, and quality from our plant to the supermarket shelf anywhere in the world.\r\nTraceability runs through the entire chain \u2014 from raw material sourcing to finished product dispatch. Because ultimately, all of this \u2014 the certifications, the laboratories, the training programmes, the validation protocols \u2014 exists for one purpose: to guarantee that what leaves our facility is safe, authentic, and exactly what our customer expects, every single time.<\/p>\r\n\r\n

AIRA<\/strong>: You have a significant presence in the global market \u2014 US, Europe, Gulf. What are the challenges in addressing such a wide customer profile?<\/p>\r\n

Ajay Talwar<\/strong>: Food is one of the most complex businesses to operate globally, precisely because every market has its own distinct definition of what is safe, what is acceptable, and what is required on a label. There is no single global standard that covers everything \u2014 and managing that diversity across multiple markets simultaneously is one of our biggest ongoing challenges.\r\nEurope is perhaps the most demanding. The EU has among the most stringent pesticide residue standards in the world \u2014 Maximum Residue Limits, or MRLs, that are far more restrictive than many other markets. For a company like ours, producing complex Ready to Cook and Ready to Eat products that use multiple ingredients in a single sauce or curry, the compliance burden is significant. Each ingredient must be individually sourced, tested, and validated for pesticide-free status \u2014 both fresh and dry. Every shipment to Europe goes through a rigorous pre-export testing protocol before it moves. There is no shortcut.\r\nThe US and Canada bring a different set of requirements. FDA and CFIA regulations govern labelling with great precision, contaminant thresholds are closely monitored, and process filing for certain product categories is mandatory to clear health and customs checks. The Middle East, on the other hand, combines competitive pricing pressure with Halal certification requirements and its own packaging and labelling regulations. Each market, essentially, is a separate compliance universe.\r\nBeyond regulation, the logistics environment over the past five years has been extraordinarily challenging. Covid disrupted global shipping routes, freight rates became highly volatile, and cold chain reliability \u2014 already a complex variable \u2014 became even harder to manage. These are costs and risks that compress margins and demand constant operational agility.\r\nThen there is the competitive pressure. Producing and exporting countries around the world are continuously improving their technology, lowering their costs, and aggressively targeting the same markets we serve. That pressure is real and it is not going away.\r\nBut I would be honest about what I consider our deepest structural challenge \u2014 and it is an internal one. India's agro commodity supply chain is not yet where it needs to be. We source ingredients directly from farms and conduct our own testing, because a regulated, systematic pesticide control framework at the farm level simply does not exist at the scale required. Many pesticides that are banned globally \u2014 and indeed banned in India \u2014 are still being sprayed in the field and are being detected in ingredients when we test them. That is a serious problem, not just for Tastel, but for India's ambitions as a commanding agro value-added export nation. We cannot claim a seat at the world's top table until our internal compliance standards match those of competing countries \u2014 and that can only happen through Farmer Producer Organisations, better quality control systems at the farm level, and end-to-end traceability from soil to shelf.<\/p>\r\n\r\n

AIRA<\/strong>: India's demographic is undergoing significant shift. QSR, delivery apps, cloud kitchens are redefining how customers order and consume food. What will be the impact on food processing businesses like Tastel?<\/p>\r\n

Ajay Talwar<\/strong>: The opportunity this shift presents for food processing is, quite simply, enormous \u2014 and Tastel is very deliberately positioning itself to capture it.\r\nQSRs, cloud kitchens, restaurant chains, delivery platforms, and institutional caterers all share a common operational need: consistent, quality, ready-to-cook ingredients that reduce preparation time, control costs, and eliminate dependence on highly skilled kitchen labour. The more India's food service sector grows \u2014 and it is growing at a remarkable pace \u2014 the greater the demand for reliable processed food solutions that sit behind the scenes, enabling these businesses to deliver consistently at scale. Tastel has built a significant bank of innovative products, developed and tested specifically for this market, and we are actively preparing to bring them to the Indian consumer.\r\nBut to truly understand the scale of the opportunity, you have to look at the supply side challenge that this booming sector faces. India's agro commodity supply is still heavily dependent on rainfall and irrigation infrastructure. Prices of garlic, lentils, mangoes, and daily consumption vegetables fluctuate dramatically from season to season. A failed mango crop or an unseasonal monsoon can send input costs spiralling, destroying the margin stability that QSRs and restaurant chains depend on. Beyond pricing, we lose an estimated 20 to 25 percent of fresh produce every year to improper storage, cold chain inefficiencies, and supply chain gaps. That is an enormous and entirely preventable loss.\r\nFood processing is the structural solution to this problem. Processed food has significantly longer shelf life. It converts seasonal, perishable abundance into year-round availability. It stabilises pricing, reduces wastage, and gives the entire food service ecosystem the consistency it needs to operate profitably. The world average for processed food as a proportion of agro output in producing countries is around 45 percent. India is at less than 20 percent. That gap is not a problem \u2014 it is an opportunity waiting to be addressed.\r\nTastel's vision is to be part of closing that gap in a meaningful way. We see a future where food processing units are strategically established across key agro-producing states \u2014 particularly in areas like Odisha and the Northeast, where fresh produce wastage is high precisely because processing infrastructure is absent. Processing units within 150 kilometres of agro-produce clusters can convert seasonal surplus into long-life frozen and ambient aseptic products, dramatically reducing waste and creating year-round value. This is not just a business vision \u2014 it is a national one.<\/p>\r\n\r\n

AIRA<\/strong>: As you look into the future, what are the new milestones that you are chasing? How are you preparing Tastel to meet them?<\/p>\r\n

Ajay Talwar<\/strong>: I would not say we are chasing milestones \u2014 we are building towards them, deliberately and stage by stage. There is a difference. Chasing implies reaction. What we are doing is far more intentional.\r\nThe foundation of everything we are building is people. At Tastel, we run a continuous talent programme that brings in fresh graduates from management schools, engineering colleges, and food technology institutions. This generation is remarkable \u2014 digitally native, data-literate, AI-competent, and yet also street-savvy in ways that surprise you. They understand market trends intuitively and move fast. We pair them with senior mentors across every functional stream \u2014 production, quality, sales, innovation \u2014 creating a three-tier structure of senior leadership, mid-management, and management trainees that ensures knowledge transfer while injecting fresh energy into the organisation continuously.\r\nOn the technology side, we are actively integrating AI tools across process engineering, automation, HR systems, and quality assurance. The goal is operational excellence at scale \u2014 not technology for its own sake, but applied intelligence that makes our systems faster, more consistent, and more responsive.\r\nIn terms of market expansion, the next three years are clearly mapped. On the India side, we are preparing for a significant product launch in both B2B and B2C channels, with fast commerce placement and experience centres that bring the Tastel brand directly to the Indian consumer. We have already opened a new international office in the UK this year, covering both imports and exports across Europe. Looking at 2026-27, we have marked the opening of new subsidiaries in the Middle East and Australia, alongside acquisitions and manufacturing partnerships in Europe and the United States.\r\nEach step is strategic and staged \u2014 we are not overreaching, but we are moving with clear intent and a defined timeline. Small steps, executed with precision, compounding into significant scale. That has always been the Tastel way \u2014 and it remains so as we enter what I believe will be the most exciting chapter of this company's journey.<\/p>\r\n\r\n

AIRA<\/strong>: Everybody is talking of AI and its impact on industry. How does AI impact food processing?<\/p>\r\n

Ajay Talwar<\/strong>: We have touched on some of this already, but let me share my broader perspective. AI should be seen as an unqualified boon for entrepreneurs in food processing \u2014 provided it is channelled correctly. And that qualifier matters. AI is only as good as the human intelligence that directs it. I think of it as HI plus AI \u2014 Human Intelligence working in concert with Artificial Intelligence. With the right inputs, the right questions, and the right people managing the systems, the efficiency gains are significant and the time saved can be redirected toward what humans do best: creative thinking, product innovation, and relationship building.\r\nIn practical terms, the applications for food processing are compelling across the entire value chain. Big data and AI-powered analytical tools give us a far more reliable basis for understanding consumer trends, anticipating shifts in preference, and identifying future innovation platforms before they become obvious to everyone else. That early-mover intelligence is enormously valuable in a sector where product development cycles are long and market windows are short.\r\nOn the operational side, AI enhances productivity in ways that are both measurable and immediate. Better procurement planning, smarter raw material specification management, waste reduction through predictive analytics, quality system monitoring, and more accurate sales forecasting and projections \u2014 these are areas where AI-driven tools can deliver real, bottom-line impact for a food processing business of any size.\r\nBut I want to be clear about one thing: AI does not replace the need for skilled, tech-savvy people. If anything, it raises the bar. You need people who understand the systems, who can interpret the data intelligently, and who can continuously upgrade and adapt the tools as the technology evolves. AI is the engine \u2014 human intelligence remains the driver. Get that relationship right, and the results can be transformative.<\/p>\r\n\r\n

AIRA<\/strong>: Making the business attractive for the second generation is a challenge many SMEs grapple with. You have been successful in this. What's the secret?<\/p>\r\n

Ajay Talwar<\/strong>: I am not sure there is a secret, really. It is more a natural course of grooming \u2014 of sharing, openly and honestly, both the challenges and the successes around the family table, long before any formal conversation about joining the business takes place.\r\nBut let me be candid about the difficulty first, because most first-generation entrepreneurs I know struggle enormously with this transition \u2014 and often fail to understand why. The second generation grew up in abundance. They did not experience the grind, the sleepless nights, the INR 20,000 in the bank and everything to prove. They come in with their own ideologies, their own goals, their own ways of thinking \u2014 often reactive, looking for immediate solutions, sometimes with views that seem completely radical or even contrary to everything you have built. That can be deeply frustrating if you approach it as a problem to be corrected.\r\nI chose to approach it differently. The first thing I had to accept was that they are not me \u2014 and they should not be. The world they are operating in is not the world I started in. Their instincts, their digital fluency, their way of reading markets \u2014 these are genuine assets, not deviations from the right path.\r\nWhat I focused on instead was injecting the non-negotiables early \u2014 the ethics, the fair business practices, the absolute commitment to customer delight. These are the foundations of Tastel that cannot be compromised, and they have to become part of the next generation's DNA before they take the wheel, not after.\r\nBeyond that, the most powerful tool I found was responsibility through crisis. Mentoring someone in comfortable conditions teaches them very little. Giving them ownership of a genuine challenge \u2014 and standing close enough to catch them if they fall, but far enough to let them find their own footing \u2014 that is where real growth happens. There comes a moment in every founder's life when the growing child signals, clearly, that they are ready to take ownership. When that moment arrived, I made a conscious choice: trust their ability, let them take charge of their team, accept that they will have their own failures and their own successes, and be there as a backstop.\r\nThe transfer of responsibility at Tastel was deliberate and staged. Key areas moved across step by step \u2014 operations, business development, new product innovation, new market goals. Today, Shaurya is running these functions with his own team and his own vision. And what that has given me is something I did not fully anticipate: the freedom to step into a more strategic role \u2014 travelling, building new partnerships, exploring acquisitions, networking at a level that the day-to-day demands of running the business never allowed. Letting go, it turns out, is not a loss. It is the highest form of building.<\/p>\r\n\r\n

AIRA<\/strong>: Food processing is a strategic priority industry as it ensures post-harvest value addition. What do we need to make it stronger and vibrant?<\/p>\r\n

Ajay Talwar<\/strong>: Let me put one fact on the table first, because it captures the paradox perfectly. India has one of the largest agricultural bases in the world \u2014 yet our food processing exports are smaller than those of the Netherlands, a country a fraction of our size. That single statistic tells you everything about the gap between our potential and our reality. Closing that gap requires structural intervention, not incremental tinkering.\r\nThe first and most fundamental reform needed is a proper grading system at the farm level. Today, a significant proportion of fresh produce never reaches the market in usable form \u2014 not because it is unfit for consumption, but because it is the wrong size, the wrong shape, or simply surplus to immediate demand. A systematic grading infrastructure near farm clusters would allow approximately 55 percent of produce to flow efficiently to the fresh market, while the remaining 45 percent is channelled directly into food processing \u2014 converted into ambient, frozen, or chilled formats with significantly longer shelf life. This single intervention would dramatically reduce the 20 to 25 percent post-harvest wastage we currently accept as normal.\r\nThe second imperative is a dedicated government programme to support SMEs in setting up processing units precisely in the regions where this wastage is highest \u2014 areas where farmers regularly fail to sell their full produce and ungraded sizes are simply discarded. Targeted grants, land allocation, and infrastructure support in these zones would not only reduce waste but create employment, generate rural income, and build the processing capacity India needs to compete globally.\r\nThe third area \u2014 and I feel strongly about this \u2014 is pesticide regulation at the farm level. India still has carcinogenic pesticides being sprayed on crops that are banned in most markets around the world. We need a properly resourced, field-level regulatory team, drawn from agricultural universities and extension services, trained to identify prohibited pesticide use, educate farmers on safe and compliant alternatives, and enforce standards consistently. Getting this right does not just protect consumers \u2014 it unlocks enormous export opportunities that are currently closed to us because our produce fails residue testing in international markets.\r\nIndia has every ingredient needed to become a world-leading food processing nation. What we need is the systemic architecture to convert that raw potential into processed, exported, and consumed value. The opportunity is generational \u2014 and the time to build that architecture is now.<\/p>\r\n\r\n

AIRA<\/strong>: What is the one policy change you would advocate to ensure a favourable environment for SMEs?<\/p>\r\n

Ajay Talwar<\/strong>: My advocacy would be a fundamental shift in how government support for SMEs is structured \u2014 away from subsidies and toward something far more purposeful and lasting.\r\nSubsidies, as they are currently designed, address the symptom rather than the cause. What SMEs in food processing genuinely need is not cash support that gets absorbed into working capital \u2014 they need grants directed specifically at process systems, supply chain infrastructure, and innovation centres that build real, lasting capability. The model I would advocate is one where the government identifies strategic zones \u2014 regions with significant agro output but without the presence of large or medium food processing companies \u2014 and establishes innovation and value-addition centres in those zones. These centres would take raw material through to finished product, providing SMEs with access to processing infrastructure, quality testing, and product development support that they simply cannot afford to build independently.\r\nThe strategic logic here is powerful. SMEs, properly supported and equipped, can become dedicated suppliers to medium and large food processing companies \u2014 creating a structured, symbiotic supply chain that currently does not exist at scale in India. The large company gets a reliable, quality-assured supply base. The SME gets market access, volume, and a pathway to grow.\r\nAlongside the physical investment, we need continuous government-led training programmes on process standards, quality systems, and international certifications \u2014 building the technical workforce that will operate these facilities and grow with them over time. India's next 25 years of growth will be defined by whether we make these structural investments now. Without sustained, focused government intervention, I am afraid the vision of India as a world-class food processing nation will remain exactly that \u2014 a vision. The time to act is now.<\/p>\r\n\r\n

AIRA<\/strong>: What would be your advice to other SME owners looking to scale the business?<\/p>\r\n

Ajay Talwar<\/strong>: Everything I have learned about scaling a business can be distilled into a few principles \u2014 none of them glamorous, all of them essential.\r\nStart with your team. Building, training, and empowering people is step one \u2014 not step five, not something you get to when you can afford it. It is the foundation everything else rests on. Give them HR policies that genuinely support their wellbeing, create facilities that make them want to stay, and most importantly, give them the opportunity to take real ownership of their area of expertise. People who feel trusted and invested in will outperform any system or process you can design. Retain your best people \u2014 the cost of losing them is always higher than the cost of keeping them.\r\nNever compromise on quality. No shortcuts, no exceptions. Quality is not a department \u2014 it is a culture. Build in-house capabilities in process innovation, new product development, and quality systems. These are not overhead costs \u2014 they are the value that differentiates you, the platform from which scale becomes possible.\r\nOptimise your supply chain, but do it thoughtfully. Work with fewer suppliers rather than many \u2014 and invest in those relationships. Empower your suppliers with clear quality standards and consistent engagement. A reliable, quality-assured supply base is a competitive advantage that most SMEs underestimate until they lose it.\r\nOn the commercial side, I feel very strongly about this: do not undercut on pricing to win business. It is one of the most common and most damaging mistakes SMEs make. Undercutting leads to thin margins, which leads to compromises on quality and performance, which leads to losing the very customers you discounted to acquire. Instead, demand pricing that reflects your genuine value addition and competence. Know what you are worth \u2014 and hold that position.\r\nDo not over-promise. Deliver what is within your capability, consistently and reliably. A reputation for doing exactly what you say you will do is worth more than any marketing spend.\r\nFinally, maintain a sturdy cash flow at all times \u2014 not just for growth, but for crisis. Every business, no matter how well-run, will face moments of unexpected pressure. The SMEs that survive and emerge stronger from those moments are the ones that had the financial discipline to keep reserves when times were good.\r\nScale is not an event. It is the cumulative result of doing these fundamentals exceptionally well, every single day, for a very long time. There are no shortcuts to something that lasts.<\/p>","imageUrl":"\/Media\/Konversation_Image_Files\/Ajay_Talwar.jpg","linkedInUrl":"https:\/\/airaconsulting.com\/in-konversation-with-ajay-talwar\/"},{"id":14,"title":"In Konversation with Murtuza Bootwala","heading":"Hylite Group is a conglomerate of seven units across Mumbai and Pune focussing essentially on surface coating. From Zinc to Chromium, Nickel, Copper to speciality coatings to PVD, the group covers almost all possible surface protection coatings for metals. With wide range of applications from large projects to precision parts, Hylite group meets exacting requirements of customers across the domestic and international markets. Starting small in Mumbai, Hylite Group, founded in 1943, has built a solid and enduring legacy of over the last eight decades.\r\n\r\nWe talk to Murtuza Bootwala, Director, Hylite Group and member of Group Board on the business journey and opportunities ahead.","conversation":"

AIRA:<\/strong> You are a legatee of a strong group. How does that help in business?<\/p>\r\n

Murtuza Bootwala<\/strong>: A strong group benefits the business in many ways. One is the financial strength to be able to take on risks. Secondly, when you are part of a group, new angles emerge on how to address challenges or a new business opportunity that is being evaluated. On a lighter note, individual whims and fancies have no place and everyone submits to the larger group strategy and vision. Also, mistakes are not hidden and surface openly. On a different level, everyone is accountable to the family and hence do their best. Financially, it is easy to find capital for worthwhile projects. Each person has his competence and the group gets to leverage that. So, in many ways being part of a strong group has immense advantages.<\/p>\r\n

AIRA:<\/strong> Many family members have a hands-on role in the group activities. What do you think are the advantages and disadvantages of such an approach?<\/p>\r\n

Murtuza Bootwala<\/strong>: The basic value of the family is selflessness. Everyone is aligned to the group culture. Obviously, this has some inherent advantages \u2013 one can build success gradually and there is no pressure like in a corporate. Each person has enough room to find his\/ her niche. Every person \u2013 elder or younger thinks for the other person as there is no competition or one-upmanship. The way we have structured the group, each member has a distinct unit assigned so there is clear accountability. The most important advantage of course is the leverage we have on individual strengths. We recognize that different family members bring different capabilities \u2013 someone is technical, someone is a great people manager while another is good with financials and someone is a great customer relationship person. So, group benefits as a whole. Nobody has a hidden agenda and hence comes to the table with complete transparency. Everyone is willing to contribute, lend their shoulder without constraints and apprehension. Further, the responsibilities get assigned based on competence and not age. It is common to find an older family member \u2018reporting\u2019 to younger since he is considered an expert in that business or function. Disadvantages \u2013 since this is a family, there is laxity. People can afford to come as they please and go as they need to. One person or unit\u2019s problem is everyone\u2019s problems and gets disproportionate attention. The compensation for individual members is normalized so, some may not get paid commensurate to their contribution but more based on their shareholding. And I must confess \u2013 holidays are never that! Some issue will ensure that you always have a working holiday!<\/p>\r\n

AIRA:<\/strong> There is a Group Board that meets regularly. What is its role in the management of the business?<\/p>\r\n

Murtuza Bootwala<\/strong>: Every Friday, the group meets informally to review any issues and discuss solutions. Once a quarter, guided by a consultant and mentor specializing in family business, we meet to discuss performance against targets and way forward for the year. We also meet once a year to review next year and five-year goals and align our resources and plans accordingly. So, while we are a family, in these meetings, we all come with our professional hats and discuss in a professional and formal setting and look behind and ahead. We have institutionalized this arrangement and it adds immense value to our operations and strategy.<\/p>\r\n

AIRA:<\/strong> The surface coating business is highly location and logistics dependent. How do you manage sales growth?<\/p>\r\n

Murtuza Bootwala<\/strong>: We are deeply aware of this. Hence, we have created multiple units across all strategic locations. Not just that, we have also created appropriate infrastructure to cater to the varied needs of our customers across all coating options. So, in and around the area we operate, we almost are a one-stop solution in our area of expertise. This ensures customers get the best service under one group.<\/p>\r\n

AIRA:<\/strong> The business is subjected to commodity prices. How do you manage profitability in a volatile environment?<\/p>\r\n

Murtuza Bootwala<\/strong>: Over the years, senior members of the family have developed deep expertise in the commodity cycle and price movements. So, in a way, there is an intuitive understanding of how the commodity is likely to behave over a time period. Further, given our large requirement, we are able to buy bulk and use the leverage to lock in prices with our suppliers on long term contracts. It is not possible to pass on the cost to the customers every time, but we do manage to communicate the need to cover our costs most of the time due to our long-standing relationships with them. At a group level, we closely monitor overall weighted average costs and the price realization to manage volatility.<\/p>\r\n

AIRA:<\/strong> What is the impact of AI on the coating industry. How is it likely to affect your business?<\/p>\r\n

Murtuza Bootwala<\/strong>: We are heavily investing in AI. We have accumulated substantial data and are looking to harness them through AI. We are pushing towards predictive analytics through a few tools that we have installed. We are investing to ensure that the next generation of the family can leverage this for managing the business better.<\/p>\r\n

AIRA:<\/strong> What is the next milestone for the group? How are you preparing the team for that?<\/p>\r\n

Murtuza Bootwala<\/strong>: Over the next five to eight years, we are aiming at a turnover of 1000 Cr. We are planning to do this by transitioning from a pure service business to products business where we are part of a \u2018total solution\u2019. We are also diversifying into different product lines beyond surface coating like architectural products to capture a wider market segment. Another broad strategy is to explore international markets by establishing presence in other countries beginning with GCC.<\/p>\r\n

AIRA:<\/strong> Making the business attractive for Gen Z is a challenge many SME owners struggle with. You have been able to get the next generation participate actively in the so-called \u2018old economy\u2019 business. What\u2019s the secret?<\/p>\r\n

Murtuza Bootwala<\/strong>: We acknowledge that the next gen has different capabilities and educational experiences than ours. Most businesses try to pull the next gen into their current business and usually have a hard time. So, we have a counter intuitive approach to enrolling the next Gen. We actively invest in their current capabilities and help them scale the business. One member of our next generation has competencies in software and AI while another has studied architecture and is passionate about it. We are providing them the base and the capital to create businesses in their chosen areas. That way the next gen is committed while we diversify into new revenue streams.<\/p>\r\n

AIRA:<\/strong> What is the one policy change you would advocate to ensure a favourable environment for SMEs?<\/p>\r\n

Murtuza Bootwala<\/strong>: I genuinely believe that there is a lack of trust on SMEs. There is a general feeling that they are high risk for capital. There is a need for change of mindset from extracting to supporting. There must be greater support for SMEs to scale.<\/p>\r\n

AIRA:<\/strong> What would be your advice to other SME owners that are looking to scale the business?<\/p>\r\n

Murtuza Bootwala<\/strong>: SME owners need to \u2018break the ceiling\u2019! Business needs a fresh look every five years and the barriers need to be broken for scale. They need to expand their horizon \u2013 travel, network. The growth is not just revenue and profits. There must be a growth in learning, knowledge and outlook. And most importantly SME owners need to learn to let go.<\/p>","imageUrl":"\/Media\/Konversation_Image_Files\/Murtuza_Bootwala.jpg","linkedInUrl":"https:\/\/airaconsulting.com\/in-konversation-with-murtuza-bootwala\/"},{"id":15,"title":"In Konversation with Chandan Ganguly and Om Shrestha","heading":"Shivam Industries is major supplier of denatured alcohol and many other chemical products spanning wide industry segments and product categories. Over the last two decades, the duo \u2013 Chandan Ganguly and Om Shreshta have built the business brick by brick to become leaders in their own right in the products and customers they serve. Starting virtually from scratch, their journey is quite an inspiration for young entrepreneurs.\r\n\r\nWe talk to Chandan and Om, Partners, Shivam Industries on their business journey and opportunities ahead.","conversation":"

AIRA:<\/strong> You are a first generation entrepreneurs. How did the journey begin?<\/p>\r\n

Chandan and Om<\/strong>: Our journey began with a simple vision to build a business based on trust, quality and long-term relationships. We started with a simple idea and a lot of determination. In the beginning, everything was new for us. We had to learn the market, understand customers and build relationships from scratch. It wasn\u2019t easy, but we believed that if we stayed honest and worked consistently, things would slowly fall into place. Looking back today, it has been a long journey, but every step taught us something valuable.<\/p>\r\n

AIRA:<\/strong> As first generation entrepreneurs, what were the initial challenges you faced? How did you overcome them?<\/p>\r\n

Chandan and Om<\/strong>: The biggest challenge was earning people\u2019s trust. When you\u2019re new in the market, customers don\u2019t know you, suppliers are cautious, and banks also expect you to prove yourself. There were times when money was tight, and things didn\u2019t go as planned. But instead of getting discouraged, we focused on doing the small things right ,keeping our commitments, delivering quality products and being transparent in our dealings. Slowly, people started believing in us and that\u2019s what helped us grow.<\/p>\r\n

AIRA:<\/strong> You are first friends and then partners. How easy or difficult it is to manage these two relationships in the context of business?<\/p>\r\n

Chandan and Om<\/strong>: Being friends has actually worked in our favour. Since we have known each other for a long time, there\u2019s a lot of trust and understanding between us. Of course, we don\u2019t agree on everything all the time, but that\u2019s normal. Whenever we have different opinions, we discuss them openly and think about what\u2019s best for the business instead of trying to prove who\u2019s right. At the end of the day, our friendship has always been stronger than any disagreement.<\/p>\r\n

AIRA:<\/strong> How is the work divided between the two of you \u2013 are their specific areas each of you is responsible for or everybody does everything?<\/p>\r\n

Chandan and Om<\/strong>: Over the years, we\u2019ve naturally found our strengths. One of us spends more time with customers and business development, while the other looks after operations and finances. Even though our responsibilities are different, we stay involved in all the important decisions. We believe teamwork is the reason we\u2019ve been able to grow steadily.<\/p>\r\n

AIRA:<\/strong> You have grown the business steadily over the years. What is the secret?<\/p>\r\n

Chandan and Om<\/strong>: There\u2019s no secret formula, honestly. We have always believed in working sincerely and putting customers first. We never tried to grow overnight. Instead, we focused on building trust, maintaining quality and keeping our promises. When customers know they can depend on you, they keep coming back and that\u2019s how a business grows naturally.<\/p>\r\n

AIRA:<\/strong> Trading business is working capital intensive. Your business has long credit cycle. How do you manage?<\/p>\r\n

Chandan and Om<\/strong>: Managing cash flow is definitely one of the toughest parts of this business. We always keep a close watch on our finances and plan ahead. We also make sure to build good relationships with both customers and suppliers because mutual trust makes a big difference. Over the years, experience has taught us how to manage these challenges without losing focus on growth.<\/p>\r\n

AIRA:<\/strong> What is the next milestone Shivam is targeting? How are you preparing the organization for this?<\/p>\r\n

Chandan and Om<\/strong>: We believe there\u2019s always room to grow. Our next goal is to expand our reach, serve more customers and strengthen our presence in the market. At the same time, we\u2019re investing in better systems, improving our processes and building a strong team so that the company is ready for the next phase of growth.<\/p>\r\n

AIRA:<\/strong> Making the business attractive for the second generation is a challenge many SMEs grapple with. What\u2019s your view?<\/p>\r\n

Chandan and Om<\/strong>: Every generation thinks differently, and that\u2019s a good thing. The younger generation brings fresh ideas and a better understanding of new technology. Instead of expecting them to work exactly the way we did, we should encourage them to bring their own perspective while keeping the company\u2019s values intact. That\u2019s how businesses stay relevant over time.<\/p>\r\n

AIRA:<\/strong> What is the one policy change you would advocate to ensure a favourable environment for SMEs?<\/p>\r\n

Chandan and Om<\/strong>: If we had to suggest one change, it would be making things simpler for small businesses. Whether it\u2019s getting finance or dealing with regulations, the process should be quicker and less complicated. SMEs contribute a lot to the economy, and giving them a smoother business environment will help them grow faster.<\/p>\r\n

AIRA:<\/strong> What would be your advice to other SME owners that are looking to scale the business?<\/p>\r\n

Chandan and Om<\/strong>: Our advice would be simple \u2013 don\u2019t look for shortcuts. Build your business on honesty, consistency and good relationships. There will be difficult times, but don\u2019t lose patience. Keep learning, listen to your customers, and take care of your team. Growth doesn\u2019t happen overnight, but if you stay committed, the results will come.<\/p>","imageUrl":"\/Media\/Konversation_Image_Files\/Chandan_Ganguly_Om_Shrestha.jpg","linkedInUrl":"https:\/\/airaconsulting.com\/in-konversation-with-mr-chandan-ganguly-and-mr-om-shreshta\/"},{"id":16,"title":"In Konversation with Sushil Shah","heading":"Magnus Composites is a leading manufacturer of temple and other architectural products made with Fibre Reinforced Plastic (FRP). The business has differentiated itself through product design, material integrity while adhering to principles of temple architecture as specified in the religious scriptures. Magnus has created a unique competitive advantage by playing at the intersection of modern engineering and tradition. With a wide number of installations across North America, Europe and Australia, Magnus has made a name of itself among discerning customers for aesthetics, engineering and strict adherence to local laws. We talk to Sushil Shah, founder and CEO on the business journey and opportunities ahead.","conversation":"

AIRA:<\/strong> You started with trading in FRP. How did the move to manufacturing happen?<\/p>\r\n

Sushil Shah:<\/strong> While trading in FRP raw materials, we developed a new product \u201cPhantom Veil\u2019 which was an inhouse innovation, this product, changed the issue of many of the FRP end products, A concrete example is FRP doors. Before Phantom Veil use in Door application, doors were made in mono color it\u2019s usage of restricted to bathroom doors. Phantom Veil imparted wood finish to the door keeping core properties of FRP door as it is, opening a whole new set of opportunities. This enhanced the application Phantom Veil to pretty much all fixtures in the house. Interestingly, Otis elevator used this in elevator doors. Garden benches that were made using wooden strip, got damaged in rains. Phantom Veil gave FRP bench strip a wood look and its usage increased ten-fold in the bench application. Now, this spark brought a thought in our mind that one idea can change an application, why don\u2019t we try manufacturing using new idea and increase the usage of FRP. <\/p>\r\n\r\n

AIRA:<\/strong> How did the idea of focusing on temple architecture come about?<\/p>\r\n

Sushil Shah:<\/strong> As mentioned earlier, we took Phantom Veil as a product to US. During marketing we realized instead of raw materials, finished goods had a bigger market in the US. We found dome and cupolas in churches were made from FRP. This gave a spark to us, if it can be used in churches, why not temples? Intense marketing & proper market study of FRP products got us the idea of FRP\u2019s use in building application; in turn it led us to temple business. During the course of our marketing efforts, we found that Indian Community in the USA was growing and they were also building many temples. We studied the Indian culture and temple construction methodology and found that there can be many components that can be converted from traditional material to FRP. This insight led us to focus on temple architecture.<\/p>\r\n\r\n

AIRA:<\/strong> Temple architecture is usually stones, wood and metal. How difficult was it to convince customers to move to FRP? <\/p>\r\n

Sushil Shah:<\/strong> You are right that traditionally materials used in temple construction are stone, granite & marble. Initially we did face resistance. We engaged in detailed study of the techno commercial aspect \u2013 of FRP vis-\u00e0-vis traditional material. We spoke to a few temple authorities and understood their difficulties both from accessing the materials to construction. We succeeded in getting a couple of test projects which we executed successfully. This could convince people of the superior quality, safety and long-term stability of FRP in comparison to other materials they were using. Techno- commercial viability finally convinced more people to award us with their temple construction projects. <\/p>\r\n\r\n

AIRA:<\/strong> Temple construction is a mix of faith and emotion. How do you manage to stay true to the traditions while adhering to engineering principles? <\/p>\r\n

Sushil Shah:<\/strong> Once we could convince the techno- commercial aspects, our next task was to keep our Indian traditional faith and emotions attached to temple. We hire qualified Sthapathi from South India and Sompura from Gujarat \u2013 people that traditionally are engaged in temple construction and have a deep understanding of the culture and the religious texts related to temple construction. We have engineers in our team that ensure design and construction are aligned to scientific principles while our design team looks after aesthetics. Building a temple is an emotional process for the entire community and we have ensured that we strictly adhere to the science and faith.<\/p>\r\n\r\n

AIRA:<\/strong> You are almost 100% exports. How do you manage to adhere to so many different building laws across countries?<\/p>\r\n

Sushil Shah:<\/strong> Initially when we started exports, we faced lot of issues on specifications, building code of USA which are far more stringent than in India. Our team in the USA ensures we are aware of the requirements and the process to adhere to them. We get lot of help from architect with whom we work in USA and they help us in setting up proper standards of manufacturing, keeping in mind the standards in USA.<\/p>\r\n\r\n

AIRA:<\/strong> Magnus is a manpower intensive business. The sthapatis, designers, pattern makers, assembly staff \u2013 they all are skilled workmen. How do you recruit and train them to be effective in their work?<\/p>\r\n

Sushil Shah:<\/strong> Yes, it is highly manpower intensive process and at every stage of manufacturing we require skilled, qualified & expert workers. We recruit a mix of fresh and experienced people and invest a lot in training. The best way of retaining and making them productive was to motivate them at every stage and making the policies keeping in mind their needs. On a broader note, we have built a culture where we reinforce that the reputation of not just our company but the country is at stake with every supply. <\/p>\r\n\r\n

AIRA:<\/strong> What is the next milestone for Magnus Composites. How are you preparing the team for it?<\/p>\r\n

Sushil Shah:<\/strong> Magnus is exporting FRP & GRC products for building application to seven countries around the world. Our next goal is to cover larger part of the world for building application. To achieve our goal, we are investing a lot in our manufacturing capabilities, machinery and skills of our people. We are preparing our team to take up responsibility of their division or one of business. We are leveraging our talent and experience to grow faster and scale.<\/p>\r\n\r\n

AIRA:<\/strong> Making the business attractive for the second generation is a challenge many SMEs grapple with. You have successfully integrated your next generation into the business. How did you manage?<\/p>\r\n

Sushil Shah:<\/strong> Yes, we have integrated next generation in our business. Every generation comes with its own style of working and approach to business. So, we have carved out product line and geographical territory so that they take complete ownership of their business. We have given lot of freedom to take their decisions. Our role in their business is to provide resources and guidance as required and they can scale the business to their potential. <\/p>\r\n\r\n

AIRA:<\/strong> What is the one policy change you would advocate to ensure a favourable environment for SMEs?<\/p>\r\n

Sushil Shah:<\/strong> Government needs to support the SMEs by opening training and testing centres. Help them to make the aware of international standards and quality requirements and eliminate the \u2018chalta hai\u2019<\/em> culture. In the markets we operate, less than the best \u2018Nahi Chalega\u2019<\/em><\/p>\r\n\r\n

AIRA:<\/strong> What would be your advice to other SME owners that are looking to scale the business?<\/p>\r\n

Sushil Shah:<\/strong> \u201cWorld is the market\u201d<\/p>","imageUrl":"\/Media\/Konversation_Image_Files\/Sushil_Shah.jpg","linkedInUrl":null},{"id":17,"title":"In Konversation with AJ Charles","heading":"Mr. A J Charles and Mr. M A Waheed founded Perma Construction Aids after a very successful stint, leading ROFF into a leading construction product. With a countrywide distribution set up and a well-appointed manufacturing plant at Sarigam, Gujarat, Perma made a name for itself as a dependable construction product. Over time, the brand captured significant market share to be considered a worthy competitor by top brands. At an appropriate stage, the owners decided to divest their company to a major multinational, wanting to add Perma to their portfolio. Perma therefore stands as a testimony of a full business cycle \u2013 inception to sale, all within a decade or so. Some valuable lessons can be drawn from the journey of this company. We talk to A J Charles, on this journey and the key learning from the entire process from founding to divestment. ","conversation":"

AIRA:<\/strong> You are a first-generation entrepreneur. After a very successful sales and marketing career, how did the entrepreneurship bug hit? <\/p>\r\n\r\n

A J Charles<\/strong>: Having spent years successfully building markets and driving sales for established names like ROFF, I gained a comprehensive understanding of what builders and contractors truly needed on the ground. That hands-on experience gave me the confidence to move beyond merely selling products\u2014I wanted to build a brand from scratch, formulate reliable solutions, and actively shape industry standards. Of course, many offers were forthcoming from competitors and other businesses, but the thought of building something on your own by leveraging the years of experience one has built was exciting. As always, family was supportive when I decided to take the plunge<\/p>\r\n\r\n

AIRA:<\/strong> You had a partner. How was the decision to join hands made? <\/p>\r\n\r\n

A J Charles<\/strong>: My partner, Mr. M. A. Waheed, and I crossed paths and had worked together earlier. It was interesting that we shared a vision and highly complementary strengths. Mr. Waheed was exceptional at factory setups and product formulation, while my background was rooted in sales, marketing, and market expansion. Joining forces was a natural fit because we trusted each other completely. That mutual respect, combined with the complete autonomy to manage our respective domains, became the bedrock of our success. I of course wish to emphasise that mutual trust and respect for each other\u2019s competence is the glue that helped us run the business successfully.<\/p>\r\n\r\n

AIRA:<\/strong> Transitioning from professional career to entrepreneurship is risky. Starting a business as a direct competitor of a large brand is even more. How did you decide?<\/p>\r\n\r\n

A J Charles<\/strong>: In business, perceived risk is often much higher than actual risk if you know your market intimately. We understood the construction chemicals space inside out, recognized where existing industry giants fell short on agility and customer service, and knew we could offer superior reliability and personal engagement. Believing in our technical expertise and deep customer relationships gave us the courage to take the plunge.<\/p>\r\n\r\n

AIRA:<\/strong> Setting up a manufacturing business is not easy. Most professionals prefer to set up advisory or trading business. How did you decide on manufacturing business? <\/p>\r\n\r\n

A J Charles<\/strong>: Trading gives you a business, but manufacturing gives you control over quality, margins, and long-term value creation. We wanted to offer genuine, dependable products that professionals could stake their reputations on. With Mr. M A Waheed driving formulation and plant operations at Sarigam, Gujarat, we were confident of our ability to manufacture world-class construction chemicals \u00a0right here in India. I had market relationships \u2013 distributors, dealers and sales professionals that were willing to trust the product we marketed. So, setting up a manufacturing business made logical sense. <\/p>\r\n\r\n

AIRA:<\/strong> What were some of the initial challenges you faced in the business? <\/p>\r\n\r\n

A J Charles<\/strong>: Although we were confident of our product formulation and marketing capabilities, we were up against some reputed names. Naturally, building market trust from zero was our steepest hurdle. Contractors and builders are inherently loyal to established names, meaning we had to prove our product quality outperformed the competition consistently. Establishing a countrywide distribution network while maintaining strict production consistency required immense patience, discipline, and daily problem-solving.<\/p>\r\n\r\n

AIRA:<\/strong> The setting up costs of a plant, manpower, sales team, marketing are all front loaded with returns taking their time. How did you manage the finance?<\/p>\r\n\r\n

A J Charles<\/strong>: We were a startup when that word hadn\u2019t entered the business lexicon. Today you see twenty somethings raising huge money. We, of course, did not have that luxury. We were completely bootstrapped, investing our own money. Therefore frugality and cost consciousness was ingrained in the business form the word go. Financial discipline is everything in the formative stages. We kept our overheads practical, systematically reinvested early revenues back into the business, and managed our working capital tightly. Because we built a strong reputation for uncompromising quality early on, our cash flow cycles naturally improved as our distribution footprint expanded. We also invested a lot on putting the right systems and processes so that our decisions were based on data and not impressions. We worked on creating a professional HR system where we could attract and retain good talent. So, it is really focusing on the basics of business \u2013 systems and processes in operations to drive efficiency, good HR systems and financial discipline ensured we could keep the investment curve going while being profitable.<\/p>\r\n\r\n

AIRA:<\/strong> SME owners are normally reluctant to exit. You made the decision. At what stage did you decide to sell the business?<\/p>\r\n\r\n

A J Charles<\/strong>: When you start the business and run it for a reasonable time, you invest not just money but also a lot of emotional energy into it. At some stage, it becomes your identity. So, separating the business from the individual is difficult. But every business reaches an inflexion point where growing beyond that stage requires larger investment and association. An entrepreneur must recognize when a brand has reached a stage where partnering with a global giant can take it to the next level. We had built Perma into a nationwide, trusted brand with a state-of-the-art manufacturing plant and significant market share. When a leading multinational approached us to add Perma to their portfolio at the right valuation, it made strategic sense to hand over the baton. It makes the entire ecosystem richer \u2013 customers get wider portfolio, employees get continuity and as entrepreneurs we derive satisfaction of housed the business in competent hands to scale to its potential. <\/p>\r\n\r\n

AIRA:<\/strong> Can you share some of your learnings from the selling process of the business?<\/p>\r\n\r\n

A J Charles<\/strong>: First, keep your corporate governance, financial books, and compliance crystal clear from day one\u2014due diligence moves significantly faster when everything is transparent. Second, timing is critical; exit when your business is on an upward growth trajectory as an attractive asset, rather than waiting for a market downturn. Finally, view a sale as the logical culmination of a complete business cycle\u2014from inception to a thriving enterprise.<\/p>\r\n\r\n

AIRA:<\/strong> What is the one policy change you would advocate to ensure a favourable environment for SMEs?<\/p>\r\n\r\n

A J Charles<\/strong>: The government should actively streamline the regulatory and compliance burden on growing manufacturing SMEs, particularly during their first five formative years. Implementing single-window clearances for factory setups and ensuring easier, faster access to working capital loans would unleash massive entrepreneurial energy across India.<\/p>\r\n\r\n

AIRA:<\/strong> What would be your advice to other SME owners that are looking to scale the business?<\/p>\r\n\r\n

A J Charles<\/strong>: Focus relentlessly on product quality, assemble a team you trust, and give them the freedom to execute. Never compromise on your core values or client relationships, because word-of-mouth remains your most powerful marketing tool. Most importantly, build your business with systems and processes robust enough to run successfully with or without you.<\/p>","imageUrl":"\/Media\/Konversation_Image_Files\/A J Charles.jpg","linkedInUrl":""}],"testimonials":[{"id":1,"name":"Vivek Savla","designation":"Executive Director","companyName":"Savla Foods & Cold Storage Pvt. Ltd.","testimonial":"What distinguishes them is their ability to grasp nuances of the business and come out with solutions that are uniquely customised to our requirements. Their focus on SMEs is reflected in the way they work on the implementation of the solutions. Their unique approach of handholding the team members during the implementation process and make the changes happen is truly a discerning feature of their skills and experience in the profession."},{"id":2,"name":"Puneet Chopra","designation":"Director","companyName":"Glint Cosmetics Pvt. Ltd.","testimonial":"AIRA Consulting has worked closely with the management and team of Glint. We were quite impressed with their understanding of the workings of SMEs and their ability to customize solutions to our unique requirements. They not only suggest innovative solutions but also assist us in implementing them so that we see tangible benefits. We wish them the very best!"},{"id":3,"name":"Manik Arora","designation":"Managing Director","companyName":"IDG Ventures India","testimonial":"I found the folks at Aira to be competent, professional and insightful in the consulting work they did for one of our portfolio companies. We would hire them again.\""},{"id":4,"name":"Rajan Raje","designation":"CEO","companyName":"Nichem Solutions Pvt. Ltd.","testimonial":"As a company based on innovation, we had highly profitable portfolio, but we had two issues \u2013 our growth was not in line with the potential and we were not as profitable as we should have been. AIRA Consulting brought in strategic focus and assisted in setting our organisation in the growth path. They helped us narrow down on our biggest opportunities. AIRA Consulting team constantly hand hold us to meet our next set of challenges."},{"id":5,"name":"Ketan Kapasi","designation":"Director","companyName":"Sodium Metal Pvt. Ltd.","testimonial":"We have had a wonderful and enriching experience with them and now we feel that they are part of our group rather than as pure consultants. One thing that I find unique about AIRA - when they take on the consultancy, they treat the company as their own and they take it onto themselves to ensure that the work gets done. Our ongoing relationship of 8+ years in itself is a testimonial to their commitment and dedication."},{"id":6,"name":"Sameer Maheshwari","designation":"CEO","companyName":"Saksham Technologies Pvt. Ltd.","testimonial":"We had engaged AIRA consulting to assist us in our growth plans. During the two years of association, we benefitted immensely from their inputs on business strategy, sales process and HR policy. They had also work closely with us in providing inputs on our business processes and integrating them into our ERP. Their unique perspectives, hands on approach to implementation and rigorous focus on data sets apart."},{"id":7,"name":"Amit Mehta","designation":"MD","companyName":"S.Amit Speciality Chemicals Pvt. Ltd.","testimonial":"AIRA consulting has been associated with us for the last 2 years to help us achieve our vision. They have assisted us in many aspects starting from strategic alliances to setting up system driven processes throughout. There inputs in creating accountability in every level of the organization through robust HR systems, data tracking and review mechanism have been extremely beneficial for us."},{"id":8,"name":"Ranjit Kambil","designation":"CEO","companyName":"Orbital Systems (Bombay) Pvt. Ltd.","testimonial":"We had worked with AIRA Consulting in 2011 where they helped us to build our business strategy and internal systems. As a result of their intervention our business grew three-fold in three years. In 2018, when we decided to align the business along specific product lines, it was natural for us to reach out to AIRA consulting. Over the past eighteen months they have been working with us to devise a strategy, develop business processes and align our HR systems and policies to the new strategy."},{"id":9,"name":"Sameena Moolji","designation":"Director","companyName":"Anvertech Solutions Pvt. Ltd.","testimonial":"We had a wonderful one-year association with AIRA Consulting Pvt. Ltd. During the time, they helped us address of process irregularities and short comings and helped us boost our profitability. Their inputs on sales strategy and processes were shared after a detailed data analysis and a sound understanding of our business. Their consultants worked with the management and our team members to ensure implementation of agreed process changes and scale new heights in our business."},{"id":10,"name":"Ashoo Talwar","designation":"Director","companyName":"Taste'L Fine Food Pvt. Ltd.","testimonial":"AIRA Consulting and Taste\u2019L Fine Foods Private Limited are partners in growth for since more than year. We highly appreciate the expertise and understanding of both Founders and Team members. Their knowledge base and support is an asset."},{"id":11,"name":"Rushabh Shah","designation":"CEO","companyName":"Quality Speciality Chemicals LLP","testimonial":"AIRA Consulting for us have been a mentor & a guide which lead us to complete transformation. It was a fairly long association with them. They guided us & ensured implementation of systems and processes at all stages of the organization which was missing before. They mentored us in picking right talent which will lead the organization to next level and ensured decision making wass data based. It was indeed a memorable journey which we experienced with them over the period of 5 years. Team at AIRA has being very cooperative & professional in their approach and this helped in ease of implementation."}]}

Why Finland may deserve closer attention from Indian SMEs