“The road to success is always under construction.” Lily Tomlin.

As I sit down to reflect on my career, I find myself hesitating. With nearly 24 years in the industry, many might say it’s time to look back, but I feel as though I’ve only just begun to scratch the surface of what there is to learn and achieve. However, I’ve come to realize that reflecting on the journey so far isn’t just about recounting past experiences—it’s about charting the course for the future, making adjustments where necessary, and staying committed to continuous learning. So here I am, taking a moment to look back before I forge ahead.

The NIFT Days: Where It All Began

“Education is not the filling of a pail, but the lighting of a fire.” – W.B. Yeats.

My journey in the textile and apparel industry began at the National Institute of Fashion Technology (NIFT), New Delhi. It was here that I first dipped my toes into the vast ocean of the industry—a world full of creativity, complexity, and constant evolution. NIFT wasn’t just an institution; it was a crucible where raw talent was forged into industry-ready professionals. Under the guidance of esteemed professors like Dr. S.K. Bharadwaj, Dr. Prabir Jana, and Dr. Rajesh Bheda, I learned not only the technicalities of apparel manufacturing but also the importance of discipline, ethics, and perseverance.

Life at NIFT was a blend of rigorous academics and unforgettable experiences. Whether it was the late-night card games disguised as exam preparation, the frantic rush to the GMT department in the morning, or the camaraderie built over shared thalis in the canteen, every moment contributed to the person I am today. And let’s not forget the chai-sutta breaks at Shubhash—a ritual that forged lifelong friendships and offered much-needed respite from the academic grind.

The Early Grind: From Dreams to Reality at FFI

“The only way to do great work is to love what you do.” Steve Jobs.

Fibres & Fabrics International (FFI) was the company I had set my sights on during my college days. It was my dream job, and like many dreams, it didn’t come easy. When FFI didn’t participate in our campus placements, I didn’t let that deter me. Armed with determination and a bit of resourcefulness, I reached out directly to Mr. Anupam Kothari, the CMD of FFI. Sometimes, all you need is that one shot, and I was fortunate enough to get mine.

However, reality struck hard when I joined FFI. My title, Garment Engineer, sounded impressive, but the role was anything but glamorous. I was thrust into the role of a shift supervisor in the centralized cutting section—a position that demanded long hours, relentless attention to detail, and an unwavering commitment to the job. This was where the true grind began, with 14-16 hour workdays becoming the norm and 48-72 hour shifts not being uncommon. Sleep was a luxury, and Sundays were just another workday.

It was during this time that I encountered some of the most challenging moments of my career. Two incidents, in particular, stand out. The first was a near-fatal accident involving a BMTC bus, where I narrowly escaped being crushed under its wheels. The second was the infamous legal issues with my then-employer. Both events were harrowing, yet they taught me invaluable lessons about resilience, the importance of mentorship, and the power of persistence. I owe a great deal to Mr. Anupam Kothari and Mr. Ghiase for their guidance during these trying times.

A New Chapter: Growth and Learning at Gokaldas Exports and Beyond

“Change is the end result of all true learning.” Leo Buscaglia.

After my stint at FFI, I moved on to Madan Trading Corporation in Delhi, which presented its own unique set of challenges. However, it was my return to Bangalore with Gokaldas Exports that marked a significant turning point in my career. Starting as a factory manager for a 990 sewing machine facility known as Intex 2, I found myself at the forefront of a transformation journey. We were among the early adopters of lean manufacturing in India, and this experience was both demanding and rewarding.

Working with Ronald Martis at Gokaldas Exports was a masterclass in leadership and operational excellence. Ronald pushed me to think beyond the traditional boundaries of factory management and embrace a mindset of continuous improvement. It was here that I began to understand the true potential of lean manufacturing—a philosophy that would go on to shape much of my career.

The Vietnam Experience: Learning the Art of Strategic Leadership

“The key to successful leadership today is influence, not authority.” Kenneth H. Blanchard.

Vietnam beckoned next, and I found myself at Saitex International Private Limited, under the leadership of Mr. Sanjeev Bhal. Moving to Vietnam wasn’t just a change in geography; it was a shift in my approach to leadership and management. Sanjeev Bhal taught me how to channel my aggression, to think before I act, and to lead with a calm, strategic mind. This was a period of immense personal and professional growth, as I learned to navigate the complexities of running a large-scale manufacturing operation in a foreign land.

The experience at Saitex was transformative. It was here that I honed my ability to manage cross-cultural teams, optimize production processes, and implement sustainable practices—skills that would prove invaluable in the years to come.

A Brief but Impactful Stint: Lenny Apparels

“Efficiency is doing things right; effectiveness is doing the right things.” Peter Drucker.

My time at Lenny Apparels was brief, but it was a whirlwind of activity and achievement. As part of a team tasked with improving factory efficiency, we managed to achieve a 50% improvement in operational efficiency within just four weeks. It was a testament to the power of teamwork, clear goals, and relentless focus on results. This experience reinforced the importance of agility and the ability to deliver results under pressure.

The Latur Challenge: Building from the Ground Up

“Success is not the key to happiness. Happiness is the key to success. If you love what you are doing, you will be successful.” Albert Schweitzer.

Next came the opportunity to work with Bombay Rayon Fashion Limited in Latur, Maharashtra—a challenge unlike any I had faced before. Latur had no established ecosystem for garment manufacturing, and our task was to build a world-class facility from scratch. This involved not just setting up the physical infrastructure but also creating a workforce where none existed.

To address the manpower shortage, we initiated a village-to-village campaign, educating women about the opportunities in the garment industry and how they could transform their lives. The response was overwhelming, and we soon had a long waiting list of trained workers eager to join our ranks. This experience underscored the transformative power of industry and the profound impact it can have on local communities.

Leadership Lessons from Orient Craft: A Businessman’s Mindset

“The function of leadership is to produce more leaders, not more followers.” Ralph Nader.

Orient Craft, Manesar, under the leadership of Mr. Sudhir Dhingra, was another pivotal experience in my career. Orient Craft isn’t just about running operations; it’s about cultivating a business mindset in every leader. Mr. Dhingra’s philosophy of turning operations heads into business leaders resonated deeply with me. During my time there, I gained invaluable exposure to factory MIS (Management Information Systems) and other business excellence metrics. This broadened my perspective and helped me understand the broader business implications of operational decisions.

The Consulting Journey Begins: From Operations to Strategy at Technopak Advisors

“To improve is to change; to be perfect is to change often.” Winston Churchill.

My transition from industry to consulting at Technopak Advisors marked the beginning of a new chapter in my professional life. Technopak had always been a dream company for me during my NIFT days, and when I finally joined, it was like coming full circle. Working under Amit Gugnani and other industry intellectuals was an eye-opening experience that expanded my understanding of business strategy, transformation, and the broader economic forces shaping our industry.

At Technopak, I learned that every business, no matter how successful, has its strengths and weaknesses. Understanding these dynamics is crucial for any consultant, as it allows for tailored solutions that drive real, sustainable change.

The Groyyo Vision: Democratizing Apparel Manufacturing

“Vision is the art of seeing what is invisible to others.” Jonathan Swift.

And then Groyyo happened. What drew me to Groyyo was the vision of our co-founders, Pratik Tiwari and Subin Mitra, who were committed to democratizing apparel manufacturing. They wanted to change the way the industry operated—making it more accessible, efficient, and innovative. This vision resonated with my own beliefs, and together, we embarked on a journey to build Groyyo Consulting from the ground up.

At Groyyo, we’ve been meticulously building the business, block by block, vertical by vertical. We’ve invested in the right people—those who believe in our vision and share our passion for transforming the industry. Our mission is to take consulting and Groyyo to new heights, not just in India but globally.

Looking Ahead: The Journey Continues

“The future belongs to those who believe in the beauty of their dreams.” Eleanor Roosevelt.

As I reflect on my journey so far, I realize that it’s just the beginning. There are still many mountains.