Brief on Self achievements during different phases in Rinder (1997-till date)

Initial Phase of taking over the company by overseas management

Initially it was JV between Indian and European company , I was appointed in Marketing by Indian company, just before JV took place for JV company. Due to the difference of opinion between both managements, on expansion plan & investments, one of the partner was to leave , but it was not clear that who will leave.

European management was logical in approach , hence I decided to support them . While the dispute was ON , the expatriate (European in charge
of this JV) had to leave India overnight and I had to support him providing all information/documents required for take over process for almost 2 months , which I did successfully .

Building customer confidence after Take over

After we took over the JV, the important task was to build the confidence in Indian customers mind as the Indian partner of JV was very close to Indian customers . I took over this process along with our expatriate CEO and successfully conveyed customers, our vision for future and capabilities to full fill their requirements . The basic points for convincing them was, long term commitment of company to work in Indian market , capabilities to build world class manufacturing facilities and providing latest technology at moderate cost.

Constructing new plant

Once the customer gave us commitment to work with us in long term , our first objective was to build a state of art of manufacturing plant ,as the existing plant (which we received as a part of breaking JV) was not up to then mark . In 6 months we acquired land in Chakan near Pune (5 acres, around 20,000 Sq mtrs) The design was done by our Spanish team and I was handling supplier base for different functions like contractor , Architect , and other service providers The plant was ready in more or less 18 months . I was given the complete responsibility of shifting most of our existing facilities to new plant, without disturbing supplies to customer and I could do it successfully with my team .

New Business and Team building

Once the plant was ready, I was on Task for getting more business from existing customers and new business from potential customers This was the time when our CEO (who was Spanish) ,left the group to form his own company in India and he took some key people from our company along with him. Because of my results and recommendation from the existing CEO I was promoted as CEO of the company along with the

responsibility to build a new team to take new challenges which I did successfully in 6-8 months . From here, the growth of company has started not only because I took over the company, but also because by this time our team has proved to our customers, that we could be best choice for them for taking complete project from designing to manufacturing .

Getting Export Business

As the challenges in Indian market were constantly dynamic , I proposed management to start focusing also on export business from Indian operations . To check our capabilities to cater export market our Management in Europe has started buying some standard products from India and we could successfully build the confidence . From here our success story in Export market was started , in 2006 our export was around 5% of our sale which we could raise it to 30% till 2009 .

Building another plant in North

Even though there was additional focus on export we did not lose focus on Indian market . I proposed the management to build new plant in North of India for catering Northern potential customers (the 60% of automotive business in India is saturated in North) With lot of discussions and meeting with customers, management agreed to build new plant in North in year 2006 end . I was completely responsible ,right from creating small team in north ,searching land , Finalizing the designs , selecting agencies , till the completion on construction and taking trial production in 2008 end . Now responsible for 2 plants in Pune and 1 plant in North

Top & Bottom Line improvement

In all this process of expanding with leaps and bounds , our top line has reached to the level of Rs.1.5 billion , which was around Rs.20 million , in 10 years. When I took over the company , the bottom line was almost like a NGO (no loss no profit). Today our bottom line is in Double digit , even after supporting our European plant in different ways and also we managed additional investments, thru internal accruals

Key to Success

Even though the presentation is to elaborate self achievements , the key success factor for growth of our group in India was also, excellent team work shown within the Indian organization and also within the group .(As our Technical center is in Europe , the Indian operations has to be a good interface between Indian customers and Technical center , which is not possible without good team work ) Understanding Indian/Asian customer needs and providing them solutions thru European technology at moderate cost was/is always a challenge and we succeeded in this area. Investments in right kind of technologies , good supplier base , young and dynamic team , following latest techniques in manufacturing also played vital role in our success story .

Key issues faced

Heading MNC is always a big challenge compare to heading Indian /local organization , as there is always big cultural gap , which created lot of difficulties in handling critical issues and also many times handling day today small issues . Improving customer perception for getting the latest technology product with some Extra Delta cost is very difficult ,as customer always demands Japanese technology, at German spped in Chinese cost . Competing with local competitors by following all business ethics and principles is always a challenge to work with MNC . Convincing MNC management for new investments based on future projections is very difficult , in today's volatile market.