Delivering Beyond Blueprints. Building Legacies
Ajinkya Sarvagod
Vice President Engineering,
Delivering Beyond Blueprints. Building Legacies
Ajinkya Sarvagod
Vice President Engineering
Kohinoor Group Pune
Having built everything from high-rise towers to highways, Ajinkya Sarvagod’s journey is one of relentless execution, strategic agility, and engineering excellence. With 19 years of experience and over `5,000 crore worth of projects delivered across 15 million sq. ft, he has left an indelible mark on India’s skyline and infrastructure network. Today, as Vice President – Engineering at Kohinoor Group Pune, Ajinkya stands at the intersection of design vision and on-ground delivery. His journey began with a clear understanding that every project, no matter the scale, demands more than just engineering; it needs leadership that adapts, anticipates, and delivers. This belief has shaped his approach across residential, commercial, and infrastructure domains. For Ajinkya, the project lifecycle is a narrative in itself. At the pre-construction stage, he acts as a catalyst, aligning internal teams, navigating approvals, and decoding market needs to lay a strong foundation. In residential developments, his focus is on aesthetics, durability, and user-centric design. Commercial projects demand a sharper lens—he brings in revenue forecasting, advanced MEP integration, and premium façade systems to maximise value. The story changes again in infrastructure, where coordination with contractors, consultants, and government authorities becomes crucial. Here, he thrives on control—tight timelines, complex contracts, and technology-driven monitoring tools are his instruments for success. His work on the Delhi-Mumbai Expressway (Rajasthan section) and Virat Kohli’s dream home in Alibaug stands testament to this adaptability. Ajinkya’s leadership is characterised by end-toend ownership, Kaizen-driven efficiency, and a keen attention to detail. But at the core, it’s his ability to bring vision to life—on time, on budget, and beyond expectations—that continues to set him apart. In every blueprint he touches, Ajinkya builds legacies. Speaking with TradeFlock, Ajinkya discusses his challenges and strategies.
How did projects like Kohli’s home and the Delhi-Mumbai Expressway shape your approach to scale and quality?
Managing Virat Kohli’s dream home and the Delhi-Mumbai Expressway were transformative experiences that deepened my understanding of both precision and scale. Kohli’s residence was a masterclass in personalisation. Every feature, right from 100% openable windows for natural ventilation to a spa, open gym, and tea pavilion, was thoughtfully designed. It challenged me to focus on aesthetics, comfort, and detail while coordinating with top-tier vendors to bring a luxurious vision to life. On the other hand, the Delhi-Mumbai Expressway demanded robust project management at scale. We applied Kaizen principles to monitor micro-level activities, managed strict timelines, and coordinated with multiple contractors and government bodies. It sharpened my skills in operational planning, execution control, and systems thinking. Together, these projects taught me how to lead with flexibility, balancing creativity with discipline. Whether it’s a high-end villa or a national expressway, I’ve learnt that innovation, quality, and efficiency must go hand in hand at every stage.
How do you drive tech adoption in slow-to-evolve sectors like real estate and infrastructure?
My approach to tech adoption in real estate and infrastructure focuses on practical, result-driven integration. I leverage lean construction, agile project management, and Kaizen principles to enhance efficiency and quality. By combining advanced technocommercial insights with clear decision-making and strong leadership, I ensure smoother implementation, faster adaptation, and continuous improvement—even in traditionally slow-to-evolve sectors.
You’ve won five Best Engineer Awards and a General Championship Trophy; how do you personally define success beyond accolades?
While winning five Best Engineer Awards and a General Championship Trophy is deeply rewarding, I define success as delivering consistent, high-impact outcomes that reshape the built environment. True success lies in surpassing project milestones, ensuring timely, safe, and costeffective delivery, and driving innovation through Kaizen and MIS-led efficiency. For me, it’s about creating a legacy of performance, continuous improvement, and setting new benchmarks, not just collecting accolades.
What’s your toughest engineering challenge, and how did you overcome it?
One of the toughest challenges I faced was leading a 27 km stretch of the Delhi-Mumbai Expressway in Kota, Rajasthan, in 2024. Managing execution across roads, bridges, and utilities while coordinating with over eight government and local departments was a daily test of alignment and agility. The biggest hurdle was ensuring timely, highquality delivery despite conflicting stakeholder priorities. On top of that, managing over 2,000 workers and operating heavy machinery in extreme weather demanded precise planning and strong on-ground leadership. To navigate this, I implemented a Kaizen-based execution model, which enabled daily tracking, adaptive planning, and quick problem-solving. Transparent communication, strict scheduling, and proactive stakeholder engagement helped me keep the project on track without compromising on quality, safety, or worker welfare.
What key reforms are needed to empower India’s next-gen tech leaders in the built environment?
To empower the next generation of tech leaders in India’s built environment, we need a policy and ecosystem shift focused on future readiness and ethical innovation. This includes developing skilled manpower, encouraging cost optimisation and resource mobilisation, and strengthening quality assurance systems for sustainable growth. Fostering a Kaizen-based innovation culture, embracing AI and rapid construction technologies, and promoting eco-friendly practices are equally critical. Support for fast-track execution models, updated technocommercial frameworks, and enhanced corporate governance must follow. Finally, effective implementation of RERA and a clear stakeholder code of conduct will ensure accountability and trust in the system.
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