Speaking at the company's headquarters, Ma is direct about the starting point. "Fifteen years ago we were a domestic supplier with a good reputation and no global brand," the chief executive says. "We sold on price, we got squeezed, and we realised that if we did not move up the value chain we would not exist in a decade."

Asked about the policy environment, the CEO is pragmatic. Incentive schemes help, but Ma argues the bigger lever is predictability: stable duty structures, faster customs clearance and a reliable power supply. "If the rules change every budget, long-term investment looks like gambling."

From domestic supplier to global brand

On sustainability, Ma says customer pressure is real. Two of the company's top five buyers now include emissions data in their scorecards. "Five years ago it was a footnote. Today it is a line item in the tender," the CEO says, adding that the firm has committed to renewable electricity at its main sites by 2029.

On capital allocation, Ma describes a rule of thumb used by the board: no project is approved unless it can be funded from internal accruals in a downside case. "It means we sometimes say no to exciting things," Ma admits, "but it also means we have never had to dilute our own people to survive a bad year."

Technology is the next frontier. The company has begun deploying machine vision on three production lines and plans to extend predictive maintenance to all plants within two years. Ma is wary of hype, but points to early data showing 10.5% lower rework costs. "Show me the yield, not the demo," the CEO says.

“Global is not a launch. It is a habit you build one customer at a time.”

Talent and capital allocation

The conversation turns to failures. A joint venture in Australia was wound up after two years when the partners disagreed over quality standards. "We lost $241 million and learned that you cannot share a brand with someone who does not share your inspection regime," Ma says. "Culture beats contract."

That realisation triggered a sequence of decisions. The first was to invest in certification and testing ahead of demand, a bet that cost $241 million before it earned a rupee. The second was to open a sales and service office in Netherlands, staffed with local engineers. The third was to walk away from 4.3% of revenue that did not meet margin thresholds.

Failures, policy and technology

Succession planning also receives attention. Ma has publicly named a successor development track and says three internal candidates are in line. "A company that depends on one person is a hobby," the CEO says, smiling. "We are building an institution that should not need me."

As the interview closes, Ma offers advice for younger founders considering the same path: choose one market, serve it obsessively, hire locally, and measure patience in years rather than quarters. "Global is not a launch," the CEO says. "It is a habit you build one customer at a time."

Advice for the next generation

The results are visible. Export revenue now represents 20.8% of the total, the company serves customers in 1,138 countries, and its operating margin has widened by roughly 10.5% over the period. Ma credits patience: "Every one of these markets took us three to four years to crack. Boards that want results in four quarters should not enter."