Pratik Singh

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Charting the Course of Success in Management Consulting

Pratik Singh

Vice President,

Tecnova

Succeeding in the dynamic management consulting industry demands a multifaceted approach—one that extends beyond internal operations to navigating the intricacies of external factors, including governmental agencies and bureaucratic red tape. Pratik Singh, a distinguished Vice President, is a stalwart in strategic leadership within the manufacturing sector. His career has been marked by pivotal director positions where he successfully steered the complete India operations for multiple MNCs. Armed with a B.Tech. in Civil Engineering from Nirma University and a Post-Graduation in Project, Infrastructure and Business Management, Pratik’s educational foundation seamlessly blends with his wealth of practical experience.
Since April 2015, Pratik has held the role of Vice President at Tecnova, showcasing his unwavering commitment to driving organisational success. Additionally, his directorial roles at Teconnex Ltd. and Trustin Tape Pvt. Ltd. highlight his versatility in navigating diverse sectors.
Pratik’s managerial journey commenced in 2008 at Tata Consulting Engineers Limited, where he served as a manager until 2015. During this tenure, he honed his understanding of the industry’s intricacies and challenges. With fifteen plus years of professional experience, Pratik stands as a testament to the strategic agility required to navigate external complexities in the dynamic field of management consulting. This interview delves into his transformative journey, shedding light on key milestones and the strategic acumen that defines Pratik’s success. 

Can you discuss your early years at Tata Consulting Engineers and your role in the Mahindra Vehicle Manufacturing Limited mega project?

Commencing my journey with Tata Consulting Engineers in 2008 through a campus placement, my initial seven years were marked by significant growth as a graduate engineer trainee. A pivotal experience during this period was my involvement in the Mahindra Vehicle Manufacturing Limited mega project. Spanning 700 acres with a half-billiondollar investment, this extensive project spanned over five years, providing invaluable insights into the complexities of setting up an automobile manufacturing plant. Working on this mega project for an extended period enhanced both my technical expertise and soft skills, crucial for successful project delivery.

What specific lessons or insights did you gain from interactions with influential personalities like Amit Sharma – CEO TCE, Pawan Kumar Goenka – CEO Mahindra, Mustapha Yajid – Vice President Colgate during your career?

Interactions with influential personalities have imparted valuable lessons. Louis Pereira, a Mahindra vice president, left a lasting impact with his aggressive project site management style. Engaging in site rounds with him provided insights into efficient and controlled execution. The vice president for supply chain showcased effective leadership despite limited project knowledge, emphasising the importance of the right tools in project management. These experiences underscored the significance of adaptability and effective communication in diverse working environments. Learning from their leadership styles has influenced my own approach, particularly in navigating challenges and leading teams effectively.

How did moving from Mahindra project to Colgate contribute to your professional growth?

Transitioning from the Mahindra project to Colgate marked a crucial shift in responsibilities. Moving from civil engineering to overseeing mechanical, electrical, and instrumentation aspects broadened my skill set. While design aspects were managed by specialised departments, my role as a project control manager required a comprehensive understanding of various engineering disciplines. This transition allowed me to diversify, gaining insights into mechanical and electrical engineering aspects and highlighting the importance of cross-disciplinary knowledge in large corporations.

What challenges and advantages are involved in managing greenfield and brownfield projects for foreign multinational companies at Tecnova?

Managing greenfield and brownfield projects for foreign multinational companies at Tecnova involves navigating various challenges and leveraging distinct advantages. Cultural differences in work styles pose an initial challenge, demanding diplomatic communication and an understanding of international standards. On the flip side, stringent compliance by foreign MNCs becomes a significant advantage, ensuring projects adhere to global standards and regulations. This commitment enhances the credibility and sustainability of manufacturing operations.

How did you address conflicts between Indian and Chinese manufacturing entities in the European elevator components company case?

Navigating conflicting interests between Indian and Chinese manufacturing entities in the case of a European elevator component company required strategic ingenuity. The challenge arose from the apprehensions of the Chinese managing director about potential revenue declines in their existing operations. The solution involved a strategic project structure, making the Chinese manufacturing company an equity holder. In this arrangement, a small royalty was allocated to China for every transaction in India, ensuring mutual benefit for both entities. This case highlights the effectiveness of innovative solutions and strategic structuring in addressing challenges arising from diverse international business dynamics.

How do you maintain transparency and navigate challenges in your leadership role, emphasising project success?

Transparency forms the foundation of my leadership style, emphasising open communication about both positive and challenging aspects with clients, stakeholders, and government bodies. This commitment to clear communication builds trust and understanding, even in difficult situations, fostering a collective focus on the singular objective of project success. By aligning everyone involved towards a common goal, challenges are approached as decisions for the collective benefit of stakeholders. This approach not only insulates from challenges but also ensures adherence to international standards, regulations, and best practices in project execution.

How do you balance work and personal life, and what are your personal goals for the future?

Maintaining a balance between work and personal life is integral to overall well-being. I prioritise physical fitness, incorporating a regular fitness routine and an annual mountain trek to foster a holistic perspective beyond professional commitments. Looking ahead, my future goals revolve around achieving wealth in a comprehensive sense, encompassing professional success, personal fulfilment, and a healthy lifestyle. This balanced approach ensures sustained well-being and contributes to long-term success.







     







       







         







           







             







               







                 







                   







                     







                       







                         







                           







                             







                               







                                 

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