Speaking at the company's headquarters, Amit Chandra 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."

Talent is the recurring theme. The company runs a graduate programme that rotates new hires through manufacturing, quality and customer support, and Amit Chandra sits in on the final interview for every senior engineering role. "Capital is available. Judgement is scarce," the CEO says. "We hire for the second and buy the first."

From domestic supplier to global brand

The results are visible. Export revenue now represents 13.4% of the total, the company serves customers in 1,245 countries, and its operating margin has widened by roughly 4.6% over the period. Amit Chandra 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."

Asked about the policy environment, the CEO is pragmatic. Incentive schemes help, but Amit Chandra 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."

On capital allocation, Amit Chandra 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," Amit Chandra admits, "but it also means we have never had to dilute our own people to survive a bad year."

“Capital is available. Judgement is scarce. We hire for the second and buy the first.”

Talent and capital allocation

On sustainability, Amit Chandra 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 2030.

That realisation triggered a sequence of decisions. The first was to invest in certification and testing ahead of demand, a bet that cost $201 million before it earned a rupee. The second was to open a sales and service office in Saudi Arabia, staffed with local engineers. The third was to walk away from 4.5% of revenue that did not meet margin thresholds.

Failures, policy and technology

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. Amit Chandra is wary of hype, but points to early data showing 4.6% lower rework costs. "Show me the yield, not the demo," the CEO says.

Succession planning also receives attention. Amit Chandra 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."

Advice for the next generation

The conversation turns to failures. A joint venture in Indonesia was wound up after two years when the partners disagreed over quality standards. "We lost $201 million and learned that you cannot share a brand with someone who does not share your inspection regime," Amit Chandra says. "Culture beats contract."