Ravindra Samant

The Architect of Reinvention

Ravindra Samant

Karad Projects & Motors Limited

For years, the traditional leadership model was simple: one person at the top made decisions, and everyone else followed. But the corporate world has changed. Today’s most impactful leaders aren’t those who dictate— they are the ones who inspire, collaborate, and challenge the prevalence. Ravindra Samant, Managing Director at Karad Projects & Motors Limited (KPML), embodies this new era of leadership. With a career spanning over three decades, he has transformed challenges into opportunities, empowered teams, and redefined industry standards. His journey, however, didn’t start at the top. Three decades ago, Samant was just another young engineer stepping onto the shop floors of Godrej group—not with a grand vision, but with an insatiable curiosity and a relentless drive to exceed expectations. That mindset propelled him from mastering manufacturing processes at Crompton Greaves to revamping operations at KSB Pumps, and ultimately, to leading KPML—a ₹500-crore powerhouse in India’s electrical motor manufacturing sector. But his story isn’t just about climbing the corporate ladder. It’s about reinvention. He wasn’t merely managing companies—he was reshaping them at every step, challenging the status quo, and pushing boundaries. He learned that leadership isn’t about having all the answers—it’s about asking the right questions, empowering people, and embracing challenges head-on. Today, as he steers KPML, Samant is not just leading a company; he is driving a fundamental shift in mindset—prioritising innovation, efficiency, and sustainable growth over shortterm wins.

” Leadership is not just about systems and processes, but about aligning people towards a shared vision ”

In this exclusive interview with TradeFlock, he reflects on the defining moments of his career, the toughest challenges he’s faced, and his vision for the future of Indian manufacturing.

How has your journey across Godrej Group, Crompton Greaves, KSB Pumps, and KPML shaped you as a leader?

I see my career as a series of stepping stones, each preparing me for the next challenge. At Godrej Group, I learned the power of responsiveness and honouring commitments— skills that earned me a place at Crompton Greaves, where I grew from managing production lines to leading operations. The exposure to Six Sigma, MOST, and SAP refined my data-driven approach and leadership capabilities. At KSB Pumps, stepping into a new geography, product line, and culture tested my adaptability. I leaned on my ability to connect with people and drive results, which led to a 40% increase in output and strong support from top management. Joining KPML as a Business Head was both a professional and personal milestone. Transitioning into a promoter-led organisation, I focused on aligning people with a shared vision, implementing structured systems, and fostering a culture of accountability. The impact? Scaling new heights, building future leaders, and earning industry recognition like the GreenCo Gold Award & group business excellence awards. My journey has reinforced that adaptability, people-centric leadership, and a relentless pursuit of growth are the true hallmarks of success.

Many leaders talk about an “X-factor” in leadership. What do you think is your X-factor?

I believe leadership is about staying steady in the storm and fair in the calm. My emotional intelligence helps me to connect with people, and my resilience keeps me decisive under pressure. “True leadership isn’t just about making decisions—it’s about inspiring confidence, even in uncertainty.” By staying unbiased and focused, I ensure my team feels valued, motivated, and ready to take on any challenge.

How do you want to be remembered as a leader when you eventually step away from your role?

Time fades names, and I won’t be an exception. But if people do remember me, I’d want it to be for my character, my actions, and the way I treated others.

"A leader’s true legacy isn’t in titles or accolades, but in the impact left on people and society."

The electric motor industry is evolving rapidly. What has been your biggest challenge at KPML, and how did you turn it into an opportunity?

Change is inevitable, and in the electric motor industry, the push for higher energy efficiency is reshaping technology. The challenge at KPML was clear—improving efficiency without escalating costs, especially since our biggest customer, Kirloskar Brothers, needed costeffective solutions for their pumps. Instead of relying on expensive BLDC, PMSM, or SRM technologies, we innovated by developing high-efficiency motors without using magnets—eliminating dependence on costly imports while keeping affordability intact. The real breakthrough wasn’t just in technology but in rethinking the problem itself—delivering efficiency without compromise. This approach not only met industry demands but also strengthened our market position, proving that challenges are often opportunities in disguise.

With India pushing for selfreliance in manufacturing, what opportunities does this create for KPML, and what role do you see for yourself?

I’ve always believed that true progress comes from creating, not depending. Even before COVID, we took the first step by localising parts and cutting reliance on imports. Today, under Make in India, we’ve successfully developed an indigenised pump set for the oil & gas sector and are proud suppliers to PSU’s & Indian Navy. My role is clear—to push boundaries, drive innovation, and position KPML at the forefront of India’s self-reliance movement.