Looking Back: Life and Times of a Green Field Expert

Preamble: Mr Sunil Kulkarni in a career spanning 37 years has worked in a number of companies and geographies starting out as a Graduate engineering trainee in the year 1981.Companies he has worked include Hindustan Cables Ltd in Hyderabad, Tamilnadu Telecommunications Ltd in Arakkonan,, Sterilite Industries at Aurangabad/ Pune and finally Power Plus co LLC in the United Arab Emirates where he was the GM (Projects) and later Head of Marketing. He also ran his own company for three years.

Mr Kulkarni had the privilege and good fortune to mostly work and gain rich experience in green field projects during his illustrious career. We briefly worked together in  Tamilnadu Telecommunications Ltd, Arakkonam when Mr Kulkarni was the HOD of Production and I the HOD of Personnel & admin. It was a great pleasure to meet with him after many years and have this engaging and insightful conversation. 

 

Rajeev Moothedath (RM): Warm greetings to you! Although I have given a brief outline in the preamble about your professional journey over the years, could you tell readers something about your childhood and early influences in life?   

Sunil Kulkarni (SK): Happy meeting you once again!. I was born in Indore, MP and spent my childhood and schooling there. My father worked in a company at Dewas, 45 Kms away which meant he left for work very early in the morning and returned late at night at 9 PM, sometimes 10 PM. Therefore, the responsibilities of parenting fell mostly on mother.  As a child, I was active in games and also enjoyed my hobbies involving arts and crafts. 

Although both my parents underscored the importance of studying well, they did not superimpose their views on choice of career etc.

RM:  So how and when did you choose your career?

SK:   When I was in the eight standard, I used to make the models of cars, trucks and buses out of used cardboard boxes. Somehow, this thought came to my mind that I should become a mechanical engineer. It was this discipline that I pursued on growing up by joining the Government engineering College Ujjain. I got admission on merit; in those days ours was a five-year course unlike the present four years. 

RM: It is seen that a major turning point in your career was your joining HCL Hyderabad where you worked for over six years in a green field project. Can you share your experience from that period about important learning in terms of technical aspects and working relationships?  

SK: Yes, the HCL stint at Hyderabad provided an opportunity to work on a green field project with a UK collaborator. It enabled me to acquire not only technical skills but also project management, interpersonal and team management skills.

In the beginning, the local workers on the shop floor, refused to interact with me in any other language other than the regional language Telugu, I rose to the occasion and was determined to learn Telugu at the earliest. I learned the language from the workers themselves by friendly interactions with them. This helped me considerably in my day-to-day work. Later, my knowledge of Telugu helped me in my job in TTL Arakkonam also, as many workmen in the district spoke Telugu. I haven’t forgotten my Telugu even to this day!

RM: In your opinion, what are the basic skills and challenges that are different when working for a green field project and a well-established company?    

SK: In a well-established company, ready to use systems are already available in all areas of the company’s functioning, be it operational or management systems. In a green field project, it becomes your responsibility to develop and put systems in place from the scratch.   You also have to deal with unexpected situations and ensure that there is no cost or time overrun. Your hard, soft and networking skills come into play in a big way while working in a green field project. There is a need to be a quick thinker and decision maker.

RM: In TTL Arakkonam, I have heard employees fondly remembering and relating instances from the project stage. As for example they said that while working round the clock in the initial days, tea prepared by your wife would arrive past midnight at around 2 AM from your residence.

 This gesture clearly was endearing and build an affinity amongst employees irrespective of job designations.  Would you like to tell us as to what prompted you to build good working relationships?   

SK : During the  installation and commissioning of the plant and machinery we had to work round the clock to meet the  requirement of project completion at the earliest and starting commercial production. At the project stage, we had limited staff and we all had to work for extended long hours. Here, motivation and keeping the team spirit high was of paramount importance.

Further, it saved time if tea was readily available at hand without having to take tea breaks. My wife contributed in a big way to our mission of boosting up everyone’s spirit and I am very thankful to her. I am happy to learn that this gesture is remembered by the employees even to this day.

 RM: Could you tell us something from your tenure with Sterilite Industries (Now Vedanta)?

SK:  My tenure with Sterlite Industries can be described as the most valuable period of my career as it provided me an opportunity to consolidate and fully utilise hard and soft skills accumulated from the previous experience of over a decade. Most importantly, it helped me to hone my entrepreneurial skills.

Sterlite’s top management reposed faith in me and gave me full freedom at work. Consequently, I was able to achieve seemingly high targets and goals. This tenure gave me valuable hands-on experience to deal with all the aspects of business.

RM: Could you tell us more about the three-year period from 2002 to 2005 when you started your own venture? Looking back, was it an appropriate decision?  What is the major learning from running your own company and what would you advise those who are planning to venture into start-ups?  

SK: Looking back, It was a very adventurous decision on my part to leave a well-paying job in a good company and start on my own, mid-career.  It would not have been possible without the support of my wife and family who whole heartedly supported my decision. Those three years, functioning as a “one man army” were an eye opener in many ways and they taught me important life lessons.  I understood with more clarity the importance of cash flow in a business. My respect for the business promoters and entrepreneurs have gone up manifold as I realize that they are doing a yeoman service providing employment to people.

I would however advice those who wish to venture into being an entrepreneur, to start early, make mistakes early and grow to their full potential. In my own case, I do not regret the decision as I could keep at bay any hardships to the family. All the same, starting at a young age always helps. Entrepreneurship should be promoted and due respect extended to it in society. Ultimately it is business that can generate employment for the people.

RM:  In 2006 you joined another green field project Power Plus in UAE as GM (projects) and after completing the construction of the plant, commissioning of machinery, starting commercial production moved to the role of Head (marketing).  Did the experiences in your previous green field assignments stand you in good stead at Power plus?    

SK: Yes, my previous experience of working in green field projects and the overall experience of handling a business /business division certainly helped me while working in UAE. I quickly adapted to the new environment and was able to immediately concentrate on what was expected of me in the new job.

RM:  Marketing can be a completely different cup of tea. Could you tell us about the challenges faced? 

SK:  The overall responsibility of marketing the products of a newly formed company, competing against well established companies was very challenging. The task was made even more difficult due to the global recession that happened in 2008, soon after we commissioned our plant.

However, I was able to tide over the difficult time and taste success by relying on my self-confidence, optimistic mindset, and trust in the team’s strength and abilities

RM: I would like to ask you about the cultural factors that you came across during your foreign stint in UAE. Can you share with us anecdotes of conflicts in work perception and how they were resolved? 

SK: I have interacted with foreign nationals, the American and European collaborators while in India and during visits abroad. However, working in a foreign country with a multinational work force is a different ball game all together. It is necessary to learn and understand the local culture, customs and social norms. It is also essential to project an appropriate and positive image of your country through your actions and communication.

I would like to relate one such instance here wherein the “chalta hai” attitude that we, Indians tend to practice can be very costly in another space and culture. Safety at work place or project site is top priority and taken very seriously by the Europeans and Americans. On one occasion, we had delivered our products to a green field project site where the contractor and project consultants were American. The Truck driver of our transporter was wearing the required PPE appliances such as helmet, reflective safety jacket, safety goggles etc. However, he forgot to wear industrial safety shoes and instead wore his normal shoes.

The American site engineer refused to allow the truck to enter the project site for unloading. Finally, our transporter had to arrange industrial safety shoes for the truck driver from the project site about 150 kms away to facilitate entry and unloading of our material at the project site.

RM: It was such a pleasure interacting with you, a seasoned professional with long and diverse experience. As a parting shot what tips would you like to give young people starting out on their career?  

SK:  The tips that come to my mind are basic and simple. Good old sincerity combined with hard and smart work in accordance with the needs of the situation is important. Constantly updating oneself, being open to learning from all quarters be it friends/colleagues/ seniors, spotting & developing talent is the key. Here, it is important to lead by example and develop a sense of ownership in your juniors ("What would I have done if I were the owner of the company?).

 My favourite maxims are “Change is the only constant and therefore be always prepared", "Only the paranoid survive” and "Apne pe barosa hai, toh ek daav laga le" meaning "Self-confidence is the key to take on any challenge"!  A parting advice would be to surround yourself with positive, optimistic people! 

RM: Now, that is a great way of ending an interview. Thanks a lot for a very informative and engaging conversation.  

SK: It is my pleasure; I thoroughly enjoyed our interaction. 

NB: This post was initially published in  'PACER' the Newsletter of the Association for promotion of competitive and responsive enterprises( APCRE).

Small Steady Steps to Success- Story of a Pioneer in Small Scale Industry

On a May Day (International workers' day), I met Mr N. Bhaskaran, CEO and MD Aquatech Tanks, headquartered  in Kerala. His success story is intriguing. He started a small-scale unit in his native Kodanad, a nondescript village, in the outskirts of Perumbavoor town at a time when Kerala was known as an "Unfriendly location" for industrial investment. 

Mr Bhaskaran started his first venture four decades ago, a PVC pipe unit under the brand name "Shakthiman", employing just 10 employees. Today his group of establishments are located across three states, Perumbavoor in Kerala, Coimbatore in Tamil Nadu and Vijayawada in Andhra Pradesh.  The group employs 445 employees and has an annual Turnover of 100 crores. The initiative pioneered by Mr Bhaskaran has seen the development of the region into a hub for small-scale  plastic units. Kodanad today boasts of being home to 75 Small scale units.

Mr Bhaskaran's company has bagged a number of awards including the prestigious citation for technology innovation in polymeric products “ - National award 2014-15.  The company has also secured the highest level, credit worthiness under the  CRISIL SME rating (SME1).  Today, in his late seventies, he looks back at his journey with a sense of satisfaction. It was a privilege and pleasure for me Rajeev Moothedath (RM) to interview Mr N. Bhaskaran (NB) to learn more about his extraordinary journey and success.

 RM:  Warm Greetings to you Mr Bhaskaran It gives me great pleasure to do this interview. Could you tell us how it all began? What prompted a qualified engineer to start a factory unit instead of seeking a job as was the norm those days?

NB: To be frank with you Rajeev, my career did not blossom by design or through meticulous planning. I am a product of the circumstances that existed in the late sixties and seventies in our country.  When I passed out in 1968, the opportunities available to an Engineering Graduate was very limited. As an Electrical Graduate, one avenue was joining KSEB (Kerala state electricity board). However, they had only around 20 to 25 vacancies, which were taken by the top ranking students.

Another alternative was to proceed to Bombay or Delhi for a job.  I was not interested in this option, as I did not wish to leave my home town. We owned agricultural land and my father was also running a rice/ flour Mill and Sugar Cane crushing unit apart from engaging in farming. After passing out from college, I took over the farm and introduced scientific farming in the form of power tiller, electric and diesel pump sets in the farm. As a result, we could raise two crops of paddy and the production increased in our farm.

Around this period, Union Bank of India, the leading bank in the area opened a branch in our village.  We availed financial loans from them and expanded our farm.  I had very good relationship with the bank officials and permitted them to conduct training programs for their officers at our farm. 

Frequent interaction with the bank officials created in me the confidence to set up a unit with the Bank’s help. There was a large requirement of good quality pipes for agriculture purposes. Yet, quality pipes were not available in the market. I happened to read an article in the Hindu newspaper about the huge prospects expected for the PVC industry in India and that a PVC resin unit was coming up shortly in the nearby state of Tamil Nadu. 

 I immediately contacted the PVC manufacturers, collected information, and other technical details from them with the intention of starting a unit in our village, 

Accordingly, a PVC Pipe Unit was set up with minimum investment utilising our own existing infrastructure.  However, we made it a point to procure the best machinery and equipment available in India at that time. 

RM: So can we say that it was comparatively ‘easy going’ for you? 

NB:  In real terms, nothing comes ‘easy.’ After my graduation, it had taken six years to set up an industry in my village. With each step, I was learning and gaining in confidence. With God’s grace, our product brand ‘Shakthiman Super’ became popular in the   market very soon and marketing was not a problem. Gradually, we expanded the capacity and increased the production and the variety of products.   Presently, our company is making bathroom items like flushing cisterns, seat cover, water tanks, septic tanks etc. Subsequently, we started supplying Defence products as well. We are an approved supplier for supply of Drop boxes and packing materials to the Indian Armed Forces.

 RM:  Were there any apprehensions in your mind about likely challenges at the time of starting out?  How did you deal with it? 

NB: It is true that I was taking a big step in my life, venturing into an entirely new territory. Therefore, now and then a thought would come “whether I am taking the right decision” but as I told you, my interactions with the bank officials and the correspondence with the PVC manufacturers gave me a kind of inner confidence that this project would succeed. 

 Coming to the challenges, getting an electric connection was a big deal and next to impossible in those days. Further starting a factory meant obtaining several other permissions such as Local Body License, Fire & Safety, Health Clearance, etc. The matter had to be handled with a lot of tact and initiative. Firstly, I arranged to get power supply for the premises and quietly managed to shift the power connection to my name.

 Now that I had a building with power supply, I approached the authorities with the proposal to start the unit and subsequently the authorities concerned for the Licence/Permits.  It was early days of industrialisation and I managed to get the unit working, 

 RM:  How did the interest in SSIs develop in a small village like Kodanad?

NB:  After I had taken the plunge and tasted success, my dealers, relatives and friends came forward to collaborate with me and pump in investments. This resulted in a steady growth over the years.

    

 RM:  Tell us about the circumstances that prompted you to venture out to make investments outside the state of Kerala?

NB: One problem that we faced at that time in Kerala was the militancy of labour. They tended to use muscle power and pressure tactics even when they were  paid fair wages and fringe benefits. I have always believed that it is futile to fight with them, It is better instead to circumvent the problem in some other way without confrontation. Fortunately, around that time the Tamil Nadu Government was encouraging and supporting growth of industries. It was the right time and Coimbatore an ideal place to to commence our new unit. The authorities there had made available one acre land for running the factory. 

At this time we were also fortunate to get orders for the supply of materials to defence. They had given us the design to develop the product. Once done,  there was no looking back as it was like a monopoly for those products. Another plus point in dealing with the defence is that any disruption caused to  supply to the defence can be reported to the police. They take prompt action as it is a defence establishment requirement that is being affected. Starting the Coimbatore unit was a turning point in our operations.   

RM: What is your secret of not only holding on but also thriving for so many years in a state that is held 'unfriendly to business'?

NB: As I mentioned earlier, I did not believe in a policy of confrontation with the labour. Persuading them in a logical and friendly manner was the method that I adopted through out. Besides,  it was sensible to continue operations in Kerala as the state had a good demand for our products and the people also had the buying power since money from Gulf was flowing to Kerala.           

RM:  Do you believe that Kerala continues to be an unfriendly state for investment?   Why do you think so?

NB: I do not think so. A lot has changed in the thinking and approach of the state Government and union leaders as well .They do not interfere much these days in day to day operations. Some annual donation to their union funds and they are happy.                  

 RM: Looking back, what do you see as your most significant achievement in a journey spanning four decades?

NB:   As I look back, it gives me great satisfaction that we were able to establish the brand ' Aquatech' as a quality product across south India. I was able to set up factories in three states including in Vijayawada Andhra Pradesh where the state Government had extended subsidy for setting up the unit.   

 RM:  Could you tell us a little about your family and their support if any that contributed to your success as an entrepreneur? 

NB: My family consists of my wife Suma and three daughters who have been rock solid in their support through out my journey . Of course, the girls are now married and I am now a doting grandfather. 

My elder brother, N. Achyuthan, a doctor in the armed services gave me the initial capital of Rs10,000/ when I started out. He was a person who believed that not only should he grow but all those close to him should also come up in life and therefore he helped people in which ever way possible. His death at a young age of 42 was a big blow to me personally and all family members & friends in general. 

Another person who impacted my life in a big way was my second cousin T.N. Sankaran who was a lot older and someone I looked up to for inspiration and guidance. He was very strong in mathematics and almost all of us relatives in the village learnt and honed our knowledge with his help. He also taught us science and his sister Sumathi, English. Sankaran chettan (big brother) could solve complicated geometrical problems easily. Learning from him, we could shine and get noticed in class. In matters of education, he was truly my mentor.     

RM:  What guidance would you like to give a young person today who would like to start out as an entrepreneur? 

NB: A lot has changed since the times when I was a young man starting out. At that time my main source of information was reading. I read the 'Hindu' newspaper regularly, known for its reputation of authentic news. Every Wednesday there was a feature called "Engineering & Industry" which I read with a lot of interest. In fact, it was from the article in the 'Hindu' that I first became aware of the huge prospects for the PVC industry in India. I would therefore say that reading and keeping yourself abreast of the latest developments is very important. Of Couse, today you have the internet and many other sources like podcasts & videos to gather information.

Another important thing is to take initiative. When you are convinced, have the gut feeling that an idea is good, go ahead and act without hesitating! Nothing much can be achieved if we do not act.         

 RM:  What are your plans for the future and how do you see your role and contribution to the eco system of Kodanad?

NB: At this stage in my life and career, no such plans come to my mind. I feel that I have done my bit by inspiring many in my village to take the plunge and become entrepreneurs.

RM:  So true. Thank you so much for this very informative and engaging interaction!

NB: It was my pleasure Rajeev. I enjoyed it very much.