Beginning his career in 1986 as an Assistant Project Manager at IRCON, an Government of India undertaking under the Ministry of Railways, this seasoned infrastructure leader has played a pivotal role in executing landmark projects both in India and abroad. Participating in the construction of Asia’s largest Rail Coach Factory in Kapurthala to key road and bridge developments in Jakarta, his early career was marked by significant contributions to mega infrastructure projects. In 1996, he joined IJM Corporation, where he led iconic projects across India, including highways, townships, and bridges. In 2008, he took voluntary retirement to establish Team Universal Infratech Pvt. Ltd. (TUIPL), which grew into an award-winning company, completing projects worth over ₹2200 crore across India. His leadership and vision continue to inspire, as evidenced by multiple industry accolades and an honorary Doctorate in Construction Science.
Can you walk us through your early journey in the construction industry and what initially inspired you to pursue civil engineering?
My journey in the construction industry began in Gorakhpur, a small town in Uttar Pradesh, where I was surrounded by the world of engineering from an early age. My father, an Indian Railway Engineer, played a pivotal role in shaping my fascination for civil engineering. I often accompanied him to project sites, witnessing the construction of monumental projects like bridges, tunnels, and railways. These childhood experiences instilled in me a deep admiration for the field, and I became determined to follow in his footsteps. After earning my Civil Engineering degree from the Manipal Institute of Technology, I pursued further academic growth with an Honourable Doctorate in Philosophy in Construction Science from the University of De Milano. My passion for infrastructure led me to my first role as an Assistant Manager at an Indian Railway construction company, where I worked on significant projects like the Kapurthala Coach Factory and major rail bridges. However, I was drawn to international opportunities, and in 1994, I moved to Malaysia to join PILECON Geotechnics Bhd as a Project Manager. Here, I gained invaluable experience working on specialized projects, including the top-down construction of Kuala Lumpur’s first high-rise building and offshore piling in Johor Bahru. In 1996, I joined IJM Corporation Berhad completed major Civil Infra& precast building works before relocated in 1999 to IJM India Infrastructure Ltd as Team Leader where I have opportunity to contribute to India’s infrastructure growth, particularly in highway and BOT highway projects. This hands-on experience and entrepreneurial spirit later led me to establish my own company “TUIPL” providing services to major infrastructure companies across India.
With more than 5000 lane kilometres completed, what do you consider your most iconic project?
The highway sector in India began opening around 1999-2000, with highway infrastructure being envisioned as a key driver of the country’s growth. This period presented various opportunities to build critical road networks, such as the Golden Quadrilateral and the North-South & East-West Corridors. One of the primary methods adopted by NHAI to award these projects to the private sector was the Build-Operate-Transfer (BoT) model, based on the Model Concession Agreement. At IJM, we were among the first companies to explore large-scale BoT projects, securing contracts for the first four-lane highway stretching 150 km along the NH5/NH9 subsections. The highway was completed and tolling operations were commissioned in a record time of two years an unprecedented achievement in 2002. This project was pioneering in several respects, including the evolution of design, monitoring, and tolling systems. Despite the numerous challenges, it laid the foundation for the future of highway construction in India.
How do you cultivate teamwork and collaboration in large, diverse project teams?
To cultivate teamwork and collaboration in large, diverse project teams, I believe it is essential to inspire others, led by example, and foster a supportive environment where each team member feels valued and empowered. Effective leadership is about creating a shared vision, delegating tasks appropriately, and ensuring that the team knows their contributions are recognized and appreciated. I encourage open communication and collaboration by empowering team members to take ownership of their tasks and align their efforts with the company’s broader vision. It is crucial for team members to understand that their collective strengths contribute to the project’s success, and in the process, they are growing into future leaders themselves. Leadership and management require distinct approaches leaders provide inspiration, while managers offer direction. In large projects, especially those with diverse teams, I aim to inspire by fostering trust, respect, and a sense of shared purpose. I take risks when necessary and view challenges as opportunities for growth, ensuring the team feels supported and confident in overcoming obstacles. I also believe that followers naturally choose leaders they trust and respect. As a leader, it is my responsibility to maintain integrity, communicate the vision clearly, and support the team’s progress, while ensuring that the success of the group always comes before individual recognition. Finally, I emphasize that failure is part of the journey to success. By creating a culture where the team is not afraid to take calculated risks and learn from setbacks, I help cultivate resilience and determination within the group. This mindset not only drives project success but also contributes to the personal and professional development of each team member.
What motivates you to continue contributing to the industry even after stepping down from executive responsibilities?
Although I have stepped down from executive role April 2024 IJM has provided me with the opportunity to mentor future company leaders. This has allowed me to share my critical experiences and insights with both emerging leaders and industry peers. I have successfully carried out this role through my promoted company “SA Associates.” I firmly believe that ethics are the foundation of success, and I emphasize this to aspiring leaders. A successful leader must be capable of filling leadership gaps, addressing significant challenges, and executing core strategies in collaboration with senior leadership. This proven approach has been a guiding principle throughout my career, and I remain committed to this objective, which I consider to be both valuable and fulfilling.
As an advisor, what are the top three areas of focus for the future leaders you mentor?
As an Advisor to IJM India Infrastructure Ltd. and a mentor to future leaders, my focus centres on three key areas:
• Creating Value for Stakeholders: Leaders must consistently seek ways to deliver value to all stakeholders, balancing short-term gains with long-term growth and sustainability.
• Accountability: A strong leader takes responsibility for their actions and decisions. Accountability fosters trust and ensures a culture of integrity within the team and organization.
• Upholding Ethics: Ethics form the cornerstone of success. A leader must prioritize ethical decision-making, especially in challenging situations, while also being an effective communicator and collaborator. The ability to fill leadership gaps, address critical issues, and execute core strategies alongside senior leadership is vital. Moreover, swift decision-making is essential to avoid project delays and maintain momentum. These principles, when applied, help shape capable, respected, and successful leaders in any industry.
Our goals in the foreseeable term are around making the supply chain more regional & putting back the human asset as the most important factor for an agile business to succeed
