Page 32 - Avendus Huran Flipbook 2026
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Ramkrishna is investing in technology and advanced Looking ten years ahead, what three headline accomplishments
manufacturing. How do you personally prioritize where to apply would make you feel you have transformed Ramkrishna, and
digital tools, so innovation improves margins without disrupting what 2–3 near-term milestones will signal that you’re on the right
delivery reliability? trajectory?
We look at what really matters on the ground. If a new I want RKFL to be recognized for its engineering capabilities
technology helps us reduce waste, improve repeatability, or more than anything else, the kind of depth that makes OEMs
gives the customer more confidence, then it’s worth investing feel they can rely on us for complex, high-precision work. I want
in. Equally important is the integration of digital tools within exports across North America, Europe, LATAM and ASEAN to
manufacturing. Simulations and modelling will help us get closer be a bigger piece of our identity. I want railways to become one
to perfection and reduce waste. Technology has to earn its of our strongest verticals, especially as India steps into faster,
place. more advanced mobility. By bringing all of this together,
I envision RKFL becoming a true global forging powerhouse.
Right now, I am focused on execution, expanding our railway
What has been the most difficult operational or market challenge
product range, ensuring the forged wheel plant rolls out
you have confronted, and what did that experience teach you
smoothly, increasing efficiency and utilization across plants. If
about leading a manufacturing company?
we stay steady and disciplined in the short-term, the long-term
The last few years have been full of unpredictable events, vision will materialize naturally.
shipping delays, pandemic disruptions, materials becoming
difficult to source, regulations changing overnight. Exporting
heavy, customized forged parts across continents in that
environment was not easy. We had to rethink everything, from
how we plan demand to how we place warehouses to how we One year we are scaling commercial
structure supply chains. It wasn’t about firefighting any one
issue, it was about building resilience so that no matter what vehicles, the next we are deepening
breaks, we don’t stop. passenger vehicle work, then EV platforms,
That period taught me that preparedness matters even more then railway systems.
than planning and gave me the courage to turn disruptions into
opportunities.
30 | Uth Series 2025 • U30 Business Leaders
