Having built the company and traversed a long journey so far in the industry, what are your thoughts on handing over the reins to the next gen? What are the challenges you are facing in that aspect? 

I launched this company 25 years back and have been blessed to employ the right kind of team with us. The process of handover has already begun, though I will be in business for may be another 10 years. But I will give enough liberties to my team for taking critical decisions on their own. It may sometimes involve commercial risks, also but I believe fortune favours the brave. I also follow this practice of putting confidence in my team and don’t impose my decision as an MD.

Where do you see the company in the next 5-10 years? Accordingly, what kind of team do you foresee steering the business ahead?

We have been growing at a steady pace, almost at nearly 15-20% per annum. Apart from that we welcome innovation tools and technology. Already in our niche segment of automotive retail, we are placed among the top 6-7 players. We have plans to expand multi-fold locally and globally, with the confidence that we will hit the bull’s eye for sure.

Are you already grooming the next team/person to lead the business? Any process in place? If so, can you explain in detail?

Actually, we already have a groomed team in place. There is no special technique involved in grooming. But yes, as I mentioned earlier, giving liberties and confidence to the team along with appreciation can bring in unexpected results. For example, my VP & Marketing Head Alok can make a top corporate pitch and take an independent decision involving crores of rupees without any fear. The results have been pouring in over the years.

Read the full interview in the November 2019 edition of Point-of-Purchase magazine. Also do check out other industry players’ take on grooming the next generation entrepreneurs.