Cultivating trust, nurturing sustainable growth
Tanveer Alam
Director and Country Manager,
Cultivating trust, nurturing sustainable growth
Tanveer Alam
Director and Country Manager,
SCL Commercial India Pvt Ltd
Trust isn’t built overnight—it’s earned in the quiet moments when leaders stand beside those they serve, sharing challenges and solutions alike. This principle has defined every step of Tanveer’s journey as director and country manager at FertiGlobal (SCL Commercial India Pvt. Ltd.). Long before he led one of India’s most dynamic agri-solutions companies, he was out in the fields, learning directly from the farmers whose resilience shapes the nation’s backbone. His journey started on the ground, understanding farmers’ everyday realities. With significant experience at agrochemical giants like Rallis India and Dow AgroSciences, he developed a deep understanding of market needs. Rising from field-level responsibilities to strategic leadership roles, he continuously sought practical solutions directly impacting farmers’ lives. Now leading FertiGlobal India, he champions cutting-edge biostimulants and crop nutrition strategies. He focuses on empowering farmers with modern techniques that enhance productivity while safeguarding environmental resources. His approach emphasises innovation backed by trust, guiding farmers from traditional methods to sustainable, scientifically proven practices. In an exclusive interview with TradeFlock, Tanveer openly discusses his inspiring journey, challenges faced during this transition toward sustainability, andThe biggest myth is that the law is only for emergencies or litigation. In truth, the unseen structure supports our everyday lives, like air, invisible but vital. My approach to crisis, I see it as a mirror to identify blind spots, learn, and evolve.why he measures success beyond mere financial milestones.
How has your journey been from the field to national leadership?
My journey began literally in the fields—I still remember stepping into my role at Dow Agrosciences, eager and curious. Working closely with farmers, understanding grassroots realities, and overcoming unexpected challenges taught me invaluable lessons.
“I often remind myself that it’s the challenges that build clarity and character.”
Today, as Country Manager at FertiGlobal, I’m grateful for those humble beginnings; they’ve truly shaped my path and who I am as a leader.
What key lessons have stayed with you through your transitions across different organisations?
Agriculture has taught me something important—behind every challenge lies an opportunity. Policies, climate, infrastructure— yes, these are tough hurdles. But through each role and region, I’ve learned that building lasting relationships, planning with a longterm vision, and choosing the right people can overcome nearly anything. I often remind my team that with the right mindset and strategy, every challenge becomes an opportunity. That’s stayed true for me, everywhere I’ve been.
What's been your toughest decision recently, and how did you handle it?
When I realised our strong B2B network across 18 states wasn’t enough post-COVID, switching FertiGlobal to a direct-to-farmer (B2C) model became the hardest call I’ve recently made. It meant starting over from scratch—rebuilding connections, educating farmers directly, and managing new demand channels. But I believed deeply that bold decisions, backed by the right people, turn challenges into growth. Thankfully, with strategic planning and a dedicated team, that tough choice has paid off, helping us better meet farmers’ evolving needs.
How do you define success beyond financial performance?
“Success isn’t just measured in profits—it’s reflected in purpose, resilience, and the people who drive it. Financial growth is a result, not the goal. True success is when a clear vision, the right team, and an unshakable mindset come together to move forward, no matter the obstacles.”
What’s the toughest challenge you face as Country Manager at FertiGlobal?
The toughest challenge has always been finding people who share our energy and vision. When I joined FertiGlobal, I was the only person driving this new venture in India. Although the company had a strong global legacy of over 200 years, bringing that legacy here meant recruiting more than just employees—we needed partners who could commit fully to our vision. Overcoming this meant changing how we hire. Instead of just degrees, we focused on passion, dedication, and long-term thinking. I’ve learned “You build a great company by investing in people who are eager to grow themselves, not just the business.” Today, we’ve grown from one to a strong team of 60, proving this strategy works.
With India's farmers shifting to crops needing less water, how does this affect your business?
This shift isn’t just about crops—it signals farmers’ openness to innovation and new technology. Farmers face enormous pressures: limited water, shrinking land, and the growing demand to feed India’s rising population. They’re now actively looking for smarter solutions. At FertiGlobal, we directly respond to this need, offering advanced technologies and practical education to help them get the best from their fields. I truly believe that when farmers grow, we grow too, which drives everything we do.
How do you define good leadership, and what leadership trait are you working on improving?
A great leader is much like the captain of a cricket team—someone who steps onto the field first, faces challenges with the team, and sets the tone through action. As someone who’s grown from the ground up, I believe real leadership isn’t just about holding a title; it’s about understanding every layer of the game. I’ve seen that “You can’t lead from the top unless you’ve walked the ground.” That’s why I value hands-on experience—it teaches empathy, decision-making, and resilience. Today, I’m working on sharpening the balance between value-driven leadership and strategic business growth. Leading isn’t just about vision—it’s also about delivering results that last.
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