Every leader has milestones that shape their journey, and for Jitendra Jadhav, Vice President – Operations, FSBU at HRS Process System, those milestones have been forged over 25+ years of shaping operations across industries. His career began on the shop floor, in plant operations and field commissioning, where he learnt that leadership is grounded in practical problem-solving and respect for frontline expertise. A defining shift came with the introduction of automation and digital controls at scale. By driving their practical implementation, Jitendra moved from fixing machines to designing resilient, data-driven processes—broadening his vision from technical tasks to creating interconnected ecosystems that drive performance and resilience. His ability to deliver under pressure was tested while leading turnaround projects and scaling multiple production lines for global giants such as Nestlé, PepsiCo, Abbott, Danone, and Johnson & Johnson. These experiences sharpened his decision-making and built the confidence to manage complexity on a global scale. Cross-functional leadership roles across engineering, operations, and quality further shaped his systems-thinking approach, enabling him to view operations as integrated levers of growth rather than isolated silos. Yet, for Jitendra, the most defining milestone has been mentoring and building teams across regions. He believes leadership is not about control—it is about enabling ownership, empowering people, and creating environments where innovation thrives. His efforts have been recognised with the President Award thrice, accolades he humbly credits to both professional commitment and the unwavering support of his family. Today, Jitendra embodies the evolution from executor to strategist, balancing people, process, and technology to drive sustainable operational excellence. Jitendra speaks more about his beautiful yet powerful journey here.
What experience best taught you the realities of balancing quality, safety, cost, and speed in operations?
One of the toughest challenges came during a rapid capacity ramp-up for a global client. Demand was soaring, timelines were shrinking, and yet there could be no compromise on product quality or safety. The execution team felt the weight of this pressure, especially as valuable time had already been lost in the early order-finalisation stage. To respond, I put structure into urgency. We implemented risk-based controls, introduced layered inspections—automation for precision and human validation for accountability—and crosstrained operators for flexibility. For critical points, we selectively invested in automation to reduce variability. Just as importantly, I created clear role demarcations so that everyone knew their responsibility and decision-making authority. The results were powerful: delivery targets were met on time, safety remained intact, and cost per unit dropped as rework and downtime reduced. The biggest lesson was that balance doesn’t come from cutting corners—it comes from governance, timely feedback, and empowering operators to act without hesitation. Speed without control always proves costly.
"Excellence in operations should never feel mechanical; it must be humanised so that teams feel proud, not pressured.."
What role does automation play in India’s F&B sector, and how is HRS applying it?
Industrial automation is not about replacing people—it’s about enabling smarter, safer, and more efficient operations. For India’s F&B industry, it ensures food safety, consistency, and traceability, while boosting throughput, energy efficiency, and compliance with global standards. At HRS, we deploy modular, skid-mounted systems with PLC/SCADA integration, automated thermal processing, pasteurisation, and CIP routines. Embedded sensors capture real-time data for predictive maintenance, while flexible lines support multiple SKUs with minimal downtime. With HMI for local control and SCADA for full process oversight, we help processors scale reliably. Beyond efficiency, automation drives sustainability—reducing waste, energy use, and dependency on scarce skilled labour.
What’s your approach to making operations excellence peoplecentric, beyond the metrics?
Excellence in operations should never feel mechanical; it must be humanised so that teams feel proud, not pressured. I focus on caring for people first—delegating responsibility, building trust, and leading by example. One learning from COVID-19 was that well-implemented systems only succeed when people believe in them. To keep that belief alive, I walk the shop floor often, engage in two-way feedback, and celebrate contributions tied to safety, innovation, and improvement. Recognising near-misses instead of waiting for accidents creates a culture of vigilance and ownership. At the same time, capabilitybuilding programmes—multi-skilling, Kaizen, root-cause analysis—ensure that improvements are designed by those closest to the work. We define clear accountability so teams own processes end-to-end and have the authority to make changes within guardrails. By linking every effort to customer safety, product integrity, and business impact, we foster pride in purpose, making excellence a shared responsibility.
What current project excites you most, and why does it matter for the industry?
Two projects stand out. First, we are upgrading automation platforms for existing customers and bringing the latest PLC/SCADA technologies to new ones. With hardware and software obsolescence becoming a real challenge, these upgrades prevent unplanned breakdowns, ensure digital traceability for compliance, and lower lifecycle energy costs. For the industry, this translates to faster product launches, reduced risks, and sustained competitiveness. Second, we are deploying MVRbased falling film evaporators in food processing. This innovation reduces steam consumption, lowers utility costs, and minimises footprint, while delivering consistent product quality. The impact is twofold— stronger sustainability outcomes and significant cost efficiencies, alongside improved quality standards that will reshape how food processors scale in the future
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