Driving India’s Defence Innovation with Global Insight and Local Impact
COO
Driving India’s Defence Innovation with Global Insight and Local Impact
COO
On Day One of his career, Tapan Kumar Dash asked his manager a simple question: “Why do we do it this way?” It wasn’t about defiance—it was curiosity, a desire to understand the logic behind systems. That mindset has stayed with him through a career that now spans over two decades across global operations, digital transformation, and enterprise growth. Today, as the Chief Operating Officer at Hela Systems, Tapan leads with a rare blend of strategic clarity and operational depth. With a career that includes steering Microsoft’s initial cloud journeys and expanding service footprints from 9 to 55 countries, he has built a reputation for executing complex programmes at scale while keeping teams focused, aligned, and empowered. Tapan is known for turning ambiguity into action. He brings structure to chaos, builds systems that outlast cycles, and inspires people to move from inertia to initiative. Whether it’s integrating AI into core operations, leading zero-touch automation, or ensuring regulatory harmony across geographies, his approach is both human and high-impact. At his core, Tapan is a builder—of systems, of cultures, of resilient teams. His leadership philosophy is rooted in trust, speed, and purpose. He doesn’t just drive efficiency; he enables excellence that scales. What began with a simple question has evolved into a lifelong commitment to transformation—asking, adapting, and acting with intention at every turn. Talking to TradeFlock, he shares more about this interesting journey.
Could you take us through your early days and how you navigated the unexpected shift from engineering to sales and marketing?
Certainly. My professional journey spans over 24 years, beginning as a test engineer at HBL Power Systems. Interestingly, that role lasted only 24 hours. On my first day, a spontaneous conversation with the company director revealed my customer-centric mindset, and I was offered a sales and marketing role on the spot. Though surprising, I had always envisioned transitioning into this space within five years, so I embraced it immediately. Growing up in Chandrapur, Maharashtra, in a household where engineering or medicine was the norm, I pursued electrical engineering but was always fascinated by branding and consumer behaviour. Even as a child, I loved negotiating and understanding how people made decisions. My sister often said I’d make a great marketer—and she wasn’t wrong. That early encouragement, along with my family’s support, made it easier to pivot. Since then, I’ve worked across sales, operations, and leadership, now serving as COO at Hela.
"When your interests drive your career, success becomes sustainable. Choose your path wisely, commit fully, and stay focused."
What defining moment shaped your 24-year journey in aerospace and defence, and what key lessons have stayed with you?
One of the most defining moments in my career was leading the indigenisation of Unmanned Aerial Vehicles (UAVs) during my tenure at Cyient Solutions and Systems. The project was technically demanding and strategically aligned with India’s “Make and Buy” policy. Collaborating with our Israeli joint venture partner, I facilitated the transfer of technology and successfully localised key components. This not only led to a 27% cost reduction compared to OEM pricing but also positioned us as a significant contributor to India’s defence manufacturing ecosystem. More importantly, it taught me critical lessons in aligning operational goals with national interests, managing cultural and technical complexities in international partnerships, and navigating regulatory landscapes. These experiences shaped my leadership style—rooted in strategic foresight, adaptability, collaboration, and a commitment to long-term value creation.
How did you navigate the cultural and operational challenges of working with Israeli partners on UAV localisation, and what did you learn?
Working with Israeli partners on UAV localisation was a deeply enriching experience that brought both cultural and operational challenges. The Israeli work culture is known for its directness, speed, and innovation-driven mindset, which contrasted with the more process-orientated and hierarchical approach often seen in Indian operations. To bridge this gap, I focused on building mutual trust through transparent communication, setting clear expectations, and fostering a shared sense of purpose. I also ensured that our teams were culturally sensitised and technically aligned to avoid misunderstandings and delays. This experience taught me that successful international operations hinge on cultural intelligence, proactive conflict resolution, and a strong foundation of mutual respect. It also reinforced the importance of agility in decision-making and the need to balance global best practices with local execution realities.
How do you approach operational excellence in such a dynamic industry as aerospace and defense?
Hela is a 100% subsidiary of IAI ELTA Group. We’ve replicated, and even improved, Israeli operational frameworks in India. From component inward processes to delivery, everything is benchmarked. Our employees receive on-thejob training from Israeli counterparts, ensuring consistency in quality and precision. My role includes setting up repair lines for naval, airborne, and ground systems, ensuring knowledge transfer, and maintaining international standards in turnaround times and service quality. We measure everything weekly, monthly, and quarterly to ensure excellence isn’t just aspirational, it’s measurable.
What has your experience in aerospace and defence taught you about precision, patience, and long-term vision?
In aerospace and defence, precision is more than a requirement, it’s a mandate. Every part, process, and decision must meet the highest standards of accuracy and compliance. My experience in MRO operations, supply chains, and offset programmes has taught me the value of detailed planning and flawless execution. Patience is essential, given long project cycles, regulatory layers, and complex testing. Longterm thinking defines this sector—success depends on sustained reliability and strategic alignment. These lessons shape my leadership: I focus on quality, invest in teams, and always align with the broader mission.
What’s one ongoing project at Hela Systems that truly excites you, and why?
At HELA Systems, I lead operations for the maintenance, repair, and overhaul (MRO) of microwave modules, a project that excites me deeply. It combines high-precision engineering with national security, making it both technically complex and strategically important. The work involves streamlining workflows, improving quality control, and meeting global compliance benchmarks. These are some areas that align with my core strengths. What energises me most is shaping a team culture rooted in innovation, accountability, and improvement. This role goes beyond operations—it’s about advancing India’s defence readiness and self-reliance.
You've stayed with this company group for over two decades. What has inspired you to stay?
This is more than a job—it’s a calling. Though I never formally joined the defence services, working in defence technologies and MRO gives me a sense of national service. I consider myself an Indian civilian soldier, contributing with purpose every day. That deep-rooted mission keeps me committed and inspired.
What’s your vision for leading operations in India’s defence manufacturing, and how are you pursuing it?
My vision is to help build a globally competitive, self-reliant defence manufacturing ecosystem in India. Operational leadership must drive strategic transformation—not just execution. I focus on strengthening supply chains, enabling vendor development, encouraging international collaborations, and aligning with “Make in India.” Embedding innovation, compliance, and continuous improvement across teams is crucial. I also prioritise digital transformation and process excellence to future-proof operations. By combining policy insight, technical depth, and people-centric leadership, I aim to create lasting impact in the sector.
"The Make in India initiative is a boon. The upcoming DAP 2025 policy is expected to mandate that OEMs have more units in India. This shift will reduce reliance on foreign support and boost the Indian economy. "
Are there any skill or resource gaps in the Indian aerospace and defense sector that concern you?
India’s technical talent is strong, but supply chain inefficiencies remain a concern. Timely access to components, reduced foreign dependency, and robust vendor development are critical. While international collaborations and tech transfers help, success depends on local execution, quality assurance, and strong compliance frameworks to truly strengthen our defense manufacturing ecosystem.
With the current global geopolitical climate, how do you see international collaboration evolving?
The Make in India initiative is a boon. The upcoming DAP 2025 policy is expected to mandate that OEMs have more units in India. This shift will reduce reliance on foreign support and boost the Indian economy. Execution, policy alignment, and operational readiness will drive this transformation. The MRO industry is growing, and I’m proud to be part of it.
What’s your advice to young professionals or freshers looking to enter this industry?
This industry is growing rapidly, but clarity is key. Don’t chase roles for quick returns—align your passion with your profession. When your interests drive your career, success becomes sustainable. Choose your path wisely, commit fully, and stay focused. That alignment is what turns potential into long-term achievement.deeply, and stay focused.
If you had to describe yourself in one sentence?
I’m an Indian civilian soldier, not in uniform but serving my country with every bit of expertise and commitment I have.
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