The Sanmar Group has for decades attracted some of the best managerial and engineering talent in the country. It has always prided itself on its intellectual capital, and its employees are known to revel in its climate of stimulation and autonomy with responsibility. Its considerable success with international joint ventures and its track record of professionalism in the management of businesses it has acquired overseas have naturally made it a desirable destination for highly qualified, motivated Indian professionals abroad. Two such people are featured in this issue.
Krishna Kumar Rangachari — with Sanmar since July 2008
(Engineer from BITS, Pilani India; MS and PhD from North Carolina State University, USA).
President, Speciality Chemicals Limited and Cabot Sanmar Limited and formerly Director, Absorbent Materials, Performance Fibers, Rayonier Inc., Savannah, Georgia, USA.
How was your experience in BITS and North Carolina State University? How did it prepare you for a career in speciality chemicals?
For me the time I spent at BITS was a transformational experience. It gave me the confidence to become more independent, develop relationships that were beyond the traditional circles that I grew up with in Chennai and develop new interests. My interest in Carnatic music was fostered here.
We understand that you hold a number of US and international patents. A word about your patents.
These are all related to absorbent hygiene products. I was part of a product development team that worked on an absorbent core for this application. A team of us actually commercialised this product and went on to start a new business venture. The product is still being used. An example would be a Johnson and Johnson sanitary napkin available in India.
How is your experience in managing sales and marketing in speciality chemicals relevant in the Indian scenario?
Rather than the Indian scenario, I would like to focus on the Sanmar scenario. Most of our customers are global players or have a significant global presence. Earlier, I have spent a number of years working with such customers extensively. So to my current role, I bring an understanding of their needs and their expectations out of a reliable supplier. The fundamentals are the same whether it is India or the West. The customer is king.
What are the challenges you face in relocating to India?
Surprisingly, the family settled down very quickly. Ironically, while I was worried about our elder
daughter (who was six when we moved), it is the younger one (who was four) who still misses the US. From a work place standpoint, I am still settling down. I am yet to figure out whether the issues I face are because I moved to a new company after almost 14 years with one same company or because this is the way Indian companies are. It is definitely a bit more chaotic in India when compared to the West! When I travel to the west now, I am more aware of the predictability and orderliness of life there and do miss some of that when I come back to India.
Your comments on the Sanmar culture.
The culture is performance driven and system driven. This is good. However, it’s an ongoing challenge to balance the systems part with the human factor.
Are you continuing your long distance running? Did you participate in the Chennai marathon?
I love running. I typically do 5-10 km runs, although in the past 12 months my run schedule has been very erratic. The longest I have run has been a half marathon - 13.2 miles (in Feb 2007 at Tybee Island). This was my first half marathon and I am yet to do one since then. I hope to get back into training to do one in the next 3-4 months. I am part of a group in Chennai called The Chennai Runners.
Sriram Ramakrishnan— with Sanmar since March 2008
(Engineer from PSG College of Technology, Coimbatore, India; Executive MBA from Duke University’s Fuqua School of Business, USA).
Chief Executive, Tyco Sanmar Limited and Xomox Sanmar Limited, formerly Business Unit Manager, Eaton Electrical Inc., Raleigh, North Carolina, USA.
How was your student life in the US?
I did a research thesis on power magnetics and earned a graduate degree in Electrical Engineering. It was an exciting time for me to be in a new country. During my tenure at Eaton, I completed an Executive MBA program at Duke University’s Fuqua School of Business. There was little work-life balance as I had just become a business head and there was a new addition to my family. I had to spend a minimum of 40 hrs every week on team projects and case studies outside of class-rooms.
You have managed teams in North America, Europe and Asia Pacific. How is the Indian experience in comparison?
I started my career in GE’s Corporate Research & Development center in New York, which had produced Nobel Laureates and world renowned research scientists. I had the opportunity to lead much more senior scientists in several multi-million dollar projects. Most of them had no issues reporting to a junior. They were focused on achieving the milestones and targets with a sense of true shared accountability.
As business unit head at Eaton, I had responsibility for a business with teams located in Canada, UK, 3 US locations and Mexico. With such a diverse team, in multiple locations with some direct reports and others being indirect in a matrix organisation, the ability to clearly communicate the vision and annual targets along with a regular review mechanism was important.
My current experience in India is a lot less complex in many ways as the teams are co-located for the most part and the teams are already well aligned into focused business units. But the challenge is to create an environment for individuals to be motivated and aligned to committed objectives.
You have worked in both start-up and mature businesses. Please share your thoughts in the different experiences.
A start-up with a steep growth profile brings with it new challenges at every stage of growth. The team has to be adaptable and willing to take on additional responsibilities.
The first start-up I was associated with was GE Digital Energy, a new GE company, to focus on providing back-up power solutions. The learning experience was valuable in realising the challenges in translating a business plan into reality.
The first start-up I was associated with was GE Digital Energy, a new GE company, to focus on providing back-up power solutions. The learning experience was valuable in realising the challenges in translating a business plan into reality.
At Sanmar, I had an opportunity to put together a new business by expanding the existing joint venture with Crane to introduce the Pacific valves range of high pressure gate, globe, check valves. In its first year of operations, our order book is strong and we are now ramping up production.
A word about Sanmar’s record in Joint Ventures and how it has helped you in your current role?
Sanmar has an enviable record of long standing successful joint ventures, very rare in today’s global context. After successfully expanding our joint venture with Crane to include the Pacific valves, we are in discussions to add more products to the Sanmar Engineering Portfolio. The successful JV track record has also been a great reference for me to approach other potential partners for addition of complementary products to the current range offered by Sanmar Engineering.
What are your hobbies and other interests ?
I enjoy watching and following cricket and tennis. I would like to find more time for general reading, travelling and sport for personal fitness. My priority at this stage of life is family and work. I have two boys aged 9 and 6 years and I don’t get enough time to spend with the...