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Mankind’s acquisition of Bharat Serums is a landmark move. Looking ahead a decade, what are the top three outcomes you
How did you personally evaluate and integrate a large, culturally most want to be remembered for at Mankind and what near-term
different business so that its strengths add to Mankind’s mission? milestones will show that you are on the right path?
Bharat Serums and Vaccines (BSV) was our first big acquisition One of my biggest aspirations is for us to become the number
and honestly, it gave me sleepless nights initially because it one pharma company in India. It will take tough decisions and
felt too big for us to handle. But it turned out to be a great major investments, but we are on the right path. Personally, I
decision. It placed us in a high-entry-barrier business built on want to be remembered for driving innovation, building strong
doctor trust and it has strengthened our presence in the global R&D, creating new products and addressing unmet healthcare
IVF and fertility space, which is tough to enter. The idea behind needs. I believe that if Indian pharma does not innovate, we will
BSV is not to fully integrate it into Mankind, but to allow it to eventually lose ground. If India wants to become a developed
run independently. The mindset and culture required in that economy by 2047, we must build novel products, invest in R&D
business is very different from ours and we want it to retain its and show the world that India can innovate at a global scale.
identity and individuality. Of course, there were the usual initial This is very close to my heart. If you ask me what legacy I want
hiccups that come with any PE-owned acquisition, but we have to leave behind, it is this – that I was able to help India lead
crossed that phase. The business is now growing well and we breakthrough innovation and bring something truly novel to the
are confident this acquisition will create long-term value for us. world.

Can you recall a time when a decision didn’t go as planned –
a product, expansion or collaboration, and how you personally
navigated that setback?
I meet people informally, share meals,
Early in my career, I was negotiating machinery for a new
manufacturing plant and thought I had closed a good deal. crack jokes and talk casually. This light-
When I told my father, he immediately said it was too hearted environment keeps people
expensive, called the vendor and negotiated a much lower price comfortable, yet when it’s time for work,
on the spot. I felt embarrassed, but that moment became a
turning point for me. It taught me the importance of negotiation everyone means business.
and attention to detail. Since then, I have worked hard to
master those skills and today I consider myself one of the
toughest negotiators in the organization. That setback shaped
how I approach every deal now.

74 | Uth Series 2025 • U40 Business Leaders