Gautam Rekhi


The Transformative Power of Perseverance & Adaptation

Gautam Rekhi

CEO & Director,

Skeiron Logistics & Sorigin Logistics

Gautam Rekhi, Director and CEO, Skeiron Logistics (Skeiron Group Company) and Sorigin Logistics (Sorigin Group Company), is a highly experienced logistics and shipping professional with over 28 years in the field and having worked across 150 ports. Starting from his early days sailing on merchant ships in 1994 and transitioning to onshore roles in 2005, Gautam’s passion for logistics and shipping has driven him to excel in the industry. Specialising in wind turbine and other renewable energy logistics services, heavy lift cargo, and cargo management, he has acquired valuable expertise and successfully tackled the challenges of the dynamic logistics landscape, internationally. Gautam’s expertise goes beyond his own experiences and has made him a trusted figure in the logistics and shipping industry. His deep knowledge and insights have earned him a reputation as a guiding light for professionals in the field. In this interview, we explore the impressive professional journey of Gautam.

How have your leadership roles evolved, and what have been some major learnings?

I have held leadership positions since 2005, progressively advancing from smaller organisations to companies with higher turnovers. I have managed a turnover of over Rs.600 crore. My experience in shipping and logistics spans various areas, including warehousing, heavy lift cargo, freight forwarding, ship chartering, international air chartering, and coastal shipping. I have also gained international experience working with a shipping company in the UAE, allowing me to collaborate with diverse cultures and management setups. Managing turnover and increasing margins has been a key aspect of my role. Additionally, my sailing experience provided valuable ground-level experience in various aspects of logistics and shipping, including different types of cargo and global locations.

How have you balanced your roles as a Director and CEO in your current positions?

The dual role of CEO and Director of the two companies grants me comprehensive control over both the operational and strategic aspects of the organisations. Each company requires distinct strategies tailored to its unique logistics focus. For instance, Skeiron Logistics specialises exclusively in specific logistics segments i.e., Wind Turbine Logistics, whereas Sorigin handles a wide range of cargo. With over a decade of management experience, I possess a deep understanding of how shipping companies operate in India and globally. This knowledge enables me to effectively manage and optimise operations, taking advantage of the best self-management practises. Furthermore, I remain attuned to the latest technological advancements, leveraging them to enhance the efficiency of our logistics processes.

How do you balance aligning business strategies with organisational sustainability goals, mission, and vision?

Aligning business strategies with sustainability goals, mission, and vision is crucial for scaling up any organisation. To achieve this, it is essential to establish these alignments from the very beginning rather than attempting to do so later on. Our company has always stayed true to its core values and principles, ensuring that decisions and strategies are made with these in mind. By incorporating sustainability, mission, and vision into the foundation of the business, we have been able to maintain a consistent approach throughout my tenure in management.

How have technological advancements impacted the logistics and shipping industry, and how have they influenced your role?

The logistics and shipping industry have historically lagged in adopting technology due to its unique nature. However, the COVID-19 pandemic has triggered a shift, yet technology adoption remains low across platforms. To improve efficiency, it is crucial to leverage advancements in fleet management, warehouse automation, and transportation. Although many startups introduced innovative platforms, there is now a need for optimisation and utilisation of these technologies to increase efficiency within the industry.

How has the ongoing RussiaUkraine conflict affected the shipping industry, and how are you addressing any potential impacts?

From my perspective in India, the impact of the conflict has been negligible. However, countries with multiple offices and cross-border logistics may face challenges due to sanctions and other geopolitical factors. Fortunately, certain regions like China have benefited from the situation, as they have gained momentum in the absence of the European and American exports to Russia. As for my company and the Indian industry, we have not experienced any significant disruptions.

Could you share your experience growing organisations and the importance of adapting to different roles?

Throughout my top-management career spanning over 15 years, I have dedicated myself to driving organisational growth, particularly establishing new ventures, and guiding them towards the desired level of success while aligning with management and stakeholder goals. The realm of shipping and logistics encompasses a vast array of operations, products, services, customers, locations, transport requirements, and diverse teams. The ability to adapt to these distinct factors is vital for effective management within any organisation. Having consistently demonstrated adaptability by meeting the unique demands of different products, services, and organisational cultures without changing the organisation’s core values.

What are your plans, and how do they align with the organisation's goals?

My focus is on contributing to the growth of the organisation as CEO and director. Our collective goal is to ensure the organisation reaches its highest potential. I am committed to working together with the teams to achieve this. Personal aspirations take a backseat when it comes to the organisation’s growth and success.