Innovating Beyond Boundaries
Amit Arora
Managing Partner,
Manaandika Consulting
In the business world, numbers tell only part of the story. The real narrative lies in the people behind those figures—the leaders who anticipate change, challenge conventions, and build organisations that thrive amid disruption. Amit Arora, Managing Partner at Manaandika Consulting, exemplifies this with a 28-year legacy across FMCG, consumer durables, paints, and home interiors/building materials in India. As COO at Fenesta, a leader in premium UPVC & Aluminium windows and doors, he led crossfunctional teams—Sales, Product Development, Manufacturing, and After-Sales—to strong YoY growth. At Merino Laminates, as National Sales Head, he shaped strategy and execution, delivering exceptional growth for 3+ years to establish clear leadership. Earlier, as VP of Sales at Groupe SEB, he drove multi-channel teams for brands such as Tefal and Maharaja Whiteline. At AkzoNobel (Dulux Paints), he led Customer Marketing across South Asia, Southeast Asia, and the Middle East. His experience at Colgate-Palmolive sharpened his skills in market expansion, cross-functional working with Brand teams, and team leadership. Today, Amit leads his business consulting firm, offering expertise in Strategy and Operations across B2C and B2B domains. He remains driven by innovation and sustainability to create a lasting impact.In an exclusive interview with TradeFlock, he reflects on his major milestones, biggest challenges, strategic wins, and the failures that shaped his journey.
Looking back on your 28+ years across industries, what have been your biggest milestones and why?
If I’ve learned one thing, it’s that “sustainable growth always begins with people.” Over the past 27+ years, a few milestones have truly shaped me. At Merino Industries, I led record growth from ₹700 crores to ₹1200 crores between 2020 and 2023, establishing clear leadership for the company in the industry alongside growing profitability through a strong focus on Premium Products. Aggressively expanding Town reach & channel reach, while transforming the organisation with a KPI-led structure and working in a Digital and integrated Ecosystem such as CRM, DMS, SFA and ERP. This was made possible through some great collaborative work across various functions, including Marketing, Supply Chain, HR, and IT.At Dulux Paints, it was a proud moment to steer a new team structure setup to launch an influencer-led revenue stream, achieving a strong 25% + YoY growth for three years. Earlier, at Colgate-Palmolive, I helped drive share gains against HUL in Delhi’s oral care market. These milestones remind me that inter-functional collaboration and a peoplefirst mindset fuel real change.
What part of managing teams and strategies is most satisfying, and how does it help you now?
There’s nothing more satisfying than watching a team bring a shared strategy to life. I find deep meaning when people trust me enough to have open conversations about work challenges or personal struggles, because it shows they believe we’re in it together. Helping them grow by identifying skill gaps and building their confidence is very rewarding. That culture of trust and growth makes it possible to win market share profitably, and I carry that people-first mindset with me in every role today.
THERE’S NOTHING MORE SATISFYING THAN WATCHING A TEAM BRING A SHARED STRATEGY TO LIFE.
What has failure taught you that success couldn’t, and is there a mistake you now appreciate?
Failure has been my greatest teacher. I learned that no strategy succeeds unless you bring the team along, right down to the person on the ground who is the face of the company to customers. I also discovered the power of involving key stakeholders early to secure resources and collective buy-in. A lesson I learned in my early years is to surface issues to the table early and invite cross-functional perspectives, which helps build resilience. That experience made me a far more grounded and thoughtful leader.
What obstacles did you face across sectors, and how did you overcome them?
The toughest challenges I’ve faced have always been mindset issues—whether within my own team or across functions. People often carry silent fears rooted in past experiences, and those can hold them back from executing even the best strategies. I tackled this by creating spaces for honest and open dialogue, encouraging everyone to share their fears. By aligning our functional goals with the broader organisational vision, I was able to secure cross-functional support, move the team forward with shared confidence, and build trust.
What unique strengths have you brought as a leader that made a lasting impact?
I believe my biggest contribution has been the ability to lead cross-functional teams in a way that makes the organisation more agile and responsive to business goals. Another quality I’ve always believed in is focusing not just on the lag indicators of performance, but on the lead indicators that truly shape results. This should be backed by data-driven dialogs that help align everyone toward one shared objective. This has helped me build trust, break silos, and drive impact.
How do you unwind under pressure, and what brings you calm on tough days?
When pressure runs high, I try to unplug in various ways — my family is my biggest strength, which is my true source of calm. Running also helps me reset and sharpen my focus. Sometimes, the best relief comes from meeting customers; their practical insights and grounded perspectives have brought me unexpected solutions and joy. In their voices, I’m reminded that clarity often comes from staying close to those you serve.
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