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You studied abroad and then returned to scale businesses across You have often spoken about purpose-driven growth. How do you
chemicals and renewables. Which moment at Carnegie Mellon or define purpose in an industrial business. Is it about creating
in your early career most changed the way you think about value, enabling sustainability or leaving a legacy for the next
building technology-heavy industrial companies? generation?
At Carnegie Mellon, I was deeply influenced by the culture of Purpose, to me, sits at the intersection of all three. Creating
interdisciplinary innovation – the idea that engineering, analytics value is non-negotiable – it sustains the enterprise. Enabling
and management can co-exist seamlessly to solve large-scale sustainability ensures that value creation does not come at
challenges. I still recall a sustainability lab project where we the cost of the planet. And leaving a legacy means building an
modelled lifecycle emissions for industrial materials; it made organization that remains relevant long after its founders. At
me appreciate how data and design thinking can redefine old INOXGFL, purpose translates into building India’s clean energy
industries. Later, when I joined the Group, I saw that same and materials backbone – from green chemicals to wind energy
opportunity in our own ecosystem – to marry process excellence and advanced fluoropolymers. Our goal is to empower industries
with technology-driven insight. That experience shaped my to grow sustainably, reduce carbon intensity and contribute to
belief that industrial transformation is not just about capital global decarbonization. Purpose, therefore, is both a business
investment, but about infusing intelligence and agility into legacy strategy and a moral compass.
businesses.
Was there a mentor, inside or outside the family, who played a
You are part of a multi-generation industrial family. Which pivotal role in shaping how you approach decision-making,
childhood memory, family story or dinner-table lesson most especially in times of uncertainty?
shaped your sense of risk, stewardship and the responsibility of I have been fortunate to learn from many leaders, but
running a public group?
one lesson that stands out came from my father. During a
Growing up, dinner conversations often revolved around values, particularly challenging business cycle, I asked him how he
not valuations. My father and grandfather would discuss maintained composure amidst volatility. He said, “Don’t make
how every decision must balance growth with integrity – that decisions from fear or euphoria – make them from clarity.” That
profits are transient, but reputation endures. I remember once perspective has stayed with me. Over time, I have also drawn
asking my father why he never took shortcuts to scale faster, inspiration from global industrial leaders who have transformed
and he said, “We don’t just build factories, we build trust.” traditional sectors through innovation-led thinking. In uncertain
That ethos has stayed with me. Stewardship, to me, means times, I have learned that conviction must be grounded in data,
thinking in decades, not quarters. It’s about ensuring that every but courage must come from belief – in your team, your purpose
business we create contributes positively – to our people, to our and your long-term vision.
communities and to the nation’s industrial capability.
Uth Series 2025 • U40 Business Leaders | 69
