The Most Revolutionary Business Leaders to Watch in 2024

EMBRACING THE CHANGE REVOLUTIONARY LEADERS DRIVING TRANSFORMATIONAL GROWTH

Today, the business landscape is constantly evolving, characterized by disruptive technologies, frequent changes, and shifting demand. In this dynamic environment, the ideal leader is not just a company owner, they are a trailblazer, a visionary a catalyst for change, and a revolutionary figure.

Their unwavering dedication and passion elevate the business world to new heights. Amidst the evolving business landscape, several leaders have stood the test of time and maintained their competitive edge. They are not only at the helm of some of the most successful companies but are also driving significant industry change and inspiring future generations.

The latest edition, The Most Revolutionary Business Leaders to Watch in 2024 aims to highlight such legendary leaders. The visionaries featured span across diverse industries, from health to technology, from artificial intelligence to fashion, each offering distinctive solutions to some of the world's most pressing challenges. Be ready to be captivated, as their journeys are the perfect example of visionary thinking, steadfast perseverance, and the ability to seize opportunities amidst uncertainty.

Our cover story narrates the success of Philip J Mani, a visionary leader and trailblazer. He is the Managing Director if Schmalz India. Under his notable guidance, the company is making a significant impact. Philip shared numerous unknown facts about the company and also shed some light on his overall journey, and future outlook. We avidly believe our adored leaders will be inspiring to dive into the journeys of these revolutionary business leaders.

Our whole team has given their best to bring this edition to the table featuring journeys of extraordinary and notable business leaders. Our team truly wishes that every story of this read will fill tremendous motivation in your mind and will encourage you to break the barriers. Last but not least, we extend our heartfelt congratulations to the featured business leaders, their dedicated teams, and their business endeavors.

We hope this outstanding edition proves its efficacy in strengthening your 2024 and beyond.

Happy Reading ....!

COVER STORY

PHILIP J MANI

A VISIONARY LEADER AND GUIDING FORCE BEHIND SCHMALZ INDIA’S REMARKABLE EVOLUTION

Philip J Mani, Managing Director at Schmalz India, stands out as a trailblazing leader in the business world. He began his journey with Schmalz India in 1999 as a Sales Manager and then moved through different roles from sales, project management, construction, and reporting. Today, he is spearheading Schmalz India to newer heights with his dynamic guidance and innovative approach. His business success has been a testament to his distinctive leadership and unwavering dedication to creating a difference in the industry.

This article provides some insights into Philip J Mani's journey from a modest beginning to becoming an industry pioneer, his key strategies, and future plans.

Schmalz India: Evolution and Expansion

Schmalz India came into existence in 1999 in Hyderabad, bringing an unparalleled array of Vacuum Gripping and Handling Systems. After a few years, the company shifted to Pune to set up the manufacturing unit. Later, it fully occupied the space and established its production and sales unit.

Initially, the company focused on localizing vacuum left-handling systems in India and manufacturing for the local industry. Gradually, it moved to the international market and started exporting its products to Germany.

Schmalz India is thriving in new business segments with Binar and Palamatic. Palamatic holds great expertise in all aspects of handling solutions and it was acquired in 2022 by Schmalz India. Additionally, the company also acquired Binar Handling AB and its four subsidiaries in

Europe and Asia, to strengthen its industry reputation in ergonomic handling technology.

The company has started manufacturing a huge number of handling systems, including sizes beyond their standards. They have standard systems up to two tons, but they also make systems that are five or ten tons in weight-only capacity. It has been a thriving path year after year, including the year when there was COVID.

The Key Inspiration Behind Joining Schmalz India

Prior to joining Schmalz India, Mr. Mani was working in Dubai. Upon returning to the country, he got the opportunity to become a part of Schmalz India. He was particularly inspired to join the company due to its fascinating products.

At that time, vacuum handling was still a new idea. The companies he visited could hardly believe in Schmalz's ability to manage a vacuum twice, which was a significant accomplishment in itself.

The Product Portfolio

The company's primary offering in the Vacuum Automation business unit includes individual components like suction pads or vacuum generators, complete gripping systems, and clamping solutions for holding workpieces. In the Handling business unit, it offers innovative handling solutions for industry and trade with vacuum lifters and crane systems.

The Key Differentiators

Schmalz India is the most trusted manufacturer of Suction Cups, Vacuum Generators & Vacuum Gripping Systems. Its service excellence is

another key factor. The team always stays focused from the initial stages of engagement with the customer to ensure that they are giving them the right solution.

"We do not just sell a product to make a sale; we sell the right solution to them. What every company wants is that whatever product they provide in the market, the same should be supported after the sale in the background for a long duration, which is extremely important", the leading man says.

Fostering a Friendly and Flexible Work Culture

Schmalz India fosters a positive work culture with a five-day working schedule and flexible office timing allowing employees to maintain a healthy work-life balance and spend more time with their families. Throughout the years, the HR team organized varied employee engagement activities, which helped employees grow together as a team.

The “Secret Sauce" Behind Mr. Mani's Dynamic Leadership

According to Mr. Mani, “Leaders should always work hard, smart and be determined in the work, ensuring that as they work, they should also respect and take the people with them along with them. Leaders should be able to recognize the right people under them. This is the reason why I always like to have long-term employees."

The Core Values at Schmalz India

The team at Schmalz India remains at the forefront of industry evolution with its innovative approach, consistently developing new products by anticipating industry needs ahead of time. In addition to product innovation, they also focus on maintaining good relationships with the employees. Because of the inspiring leadership and distinctive work culture, more than 75% of the employees at Schmalz India have been with the company for over a decade.

Overcoming the Hurdles Along the Way

Mr Mani believes while there is much discussion about numerous companies entering the Indian market, in reality very little progress is made on

paper. Therefore, the majority of the market is dominated by multinational companies that have already established their presence in the country.

A decade back, many companies entered the Indian automobile like Volkswagen. However, they could not grow and expand their business here. Besides, the economy itself is not booming. These are the primary factors that are restricting the growth of the handling industry.

The Newest Technological Integration

In handling, there is a new technology called Greco. Inspired by lizards, this unique material mimics the ability of lizards to walk on walls. Lizards have a special layer on their hands and legs that creates a vacuum, allowing them to adhere to surfaces, even when they are slightly rough.

Presently several organizations are studying this technology to understand if it can help handle processes of different types of workpieces, such as handling a tomato without damaging it.

Giving Back to the Community and Environment

Schmalz India strives to safeguard the environment. It has already established itself as a 100% positive energy company in Germany. Besides, the company has recently installed solar panels in India to manage 30% of its total energy consumption from solar.

Additionally, Schmalz India participates in a variety of CSR initiatives, where they support child education by providing them with computer labs. They have covered a total of five schools. They have also made mechanical engineering labs and vacuum technology for engineering institutes.

Achievements and Milestones: Success So Far

Schmalz India’s journey has been truly remarkable, marked by multiple awards and accolades recognizing its innovative products. The company has been honored with the 'PUNE BEST EMPLOYER BRAND AWARDS 2023,' which recognizes its dedication to employee development and positive work culture.

In 2011, Schmalz India successfully expanded their manufacturing facility in India with almost 300% of the production. Two years later, they opened a new handling system production facility very close to their existing premises.

The Future Roadmap

Schmalz India is moving in different directions to accomplish its 2030 goals. Currently, the company is actively diversifying into software development and design. It is providing design services to the parent company.

Schmalz India's manufacturing handling systems are locally available in India. Further, it is working to localize a lot of other components to cater to this local development and growth. The company has recently taken over Palamatic to move into the hygiene sector. It provides equipment for the hygienic handling of processes, including bag and carton handling.

PRIME VIEW

RASHIDA DAIRYWALA

Co-Founder & CEO | OTFCoder Private Limited

Introducing Rashida Dairywala, the young and distinguished female leader of the ever-evolving technology landscape. Rashida is the co-founder and CEO of OTFCoder, a fast-growing IT solutions provider. She donned her entrepreneurial hat seven years ago and has never looked back since. Because of her innovative ideas and distinctive approach, she has become a celebrated persona in India’s tech industry.

Rashida is a remarkable female leader with exceptional leadership and management qualities. As an ardent enthusiast, she has led OTFCoder through a significant transformation, reshaping the business to take the lead in the flourishing IT sector. Rashida's story is as vivacious and impactful as her personality.

A Leader with Remarkable Leadership Skills

Widely renowned as Ms. Vision, Rashida Makati Dairywala founded OTFCoder with Mr. Hamza Dairywala, the company's CTO, to create and formulate plans to drive the expansion of OTFCoder Private Limited.

With efforts and vision to make the organization grow, she exclusively establishes and changes the strategic benchmark to guide the business and its portfolio of offerings while fostering a strong leadership team to drive its execution. Because of her strong mindset, she can make the best decisions to generate high revenue and achieve success. Throughout OTFCoder’s reinvention, Rashida has ensured that it stays updated with new technologies developed and deployed ethically and enduringly.

The Inception of OTFCoder and its Inspiration

OTFCoder’s inspirational journey began with a combination of passion, opportunity, and a desire to make a meaningful impact in the tech industry. Rashida embarked on her professional path as a teacher before moving on to positions in HR and sales, where she saw an increasing demand across a range of industries for digital marketing and digitalization. Recognizing this gap, she founded the OTFMarketerz and Digi Warr brands, laying the groundwork for OTFCoder. Her long-term vision for the company is to become a leading force in tech innovation, offering digitization as a solution that enables businesses to thrive in the digital age.

A VIBRANT AND ENTHUSIASTIC TECH LEADER

Innovation and Creativity: The Key Elements

The leaders at OTFCoder foster innovation and creativity by promoting a culture of openness, collaboration, and experimentation. They encourage team members to think outside the box, share ideas freely, and explore new technologies and methodologies. Through frequent brainstorming, cross-functional initiatives, and brainstorming sessions, the team members can explore their creativity and push the limits of what is feasible in their sector.

Nurturing a Strong and Successful Work Culture

Building a successful business requires a strong team. OTFCoder upholds a welcoming work environment where transparency, trust, and respect are essential in all interactions. Regular team-building activities, mentorship programs, and open communication channels help foster a sense of belonging and collaboration among team members. The leadership team encourages feedback and ongoing learning to ensure everyone feels appreciated and empowered to contribute to their collective goals.

Rashida devises several initiatives to ensure the development of her team members's skills and abilities, including one-on-one meetings to discuss career goals and development opportunities, sharing access to relevant courses and certifications, setting up monthly reading sessions to explore new trends and best practices, and facilitating cross-functional training and mentorship programs.

Rising Industry Challenges

Growing OTFCoder has come with its share of challenges, from market fluctuations to intense competition. However, OTFCoder has overcome these obstacles by remaining flexible, changing its tactics, and keeping a resilient outlook entered on long-term development.

Resilience and adaptability are essential in the face of industry shifts and difficult economic times. Rashida values keeping up with industry developments, encouraging a culture of flexibility within the group, and making decisions quickly.

Rashida’s Secret Behind the Successful Venture with a Healthy Lifestyle

Juggling between her personal life and running her business in an ever-changing IT market with a niche audience, being an entrepreneur can be a challenge. The leading lady prioritizes self-care activities to manage stress and maintain a healthy lifestyle while running OTFCoder, including regular exercise, yoga, mindfulness, and spending time with loved ones. Some useful tactics that help Rashida keep her balance are delegating tasks, setting boundaries, and practicing effective time management. In addition, Rashida strives to have a work-life balance for herself and the team members. The demands of leading a fast-growing company can indeed be challenging. Encouraging flexible working hours, promoting self-care practices, and providing support for personal commitments are some ways she prioritizes the well-being of her team.

Future Outlook

Looking ahead, OTFCoder is planning to step ahead towards continued innovation, expansion into new markets, and solidifying its position as a trusted partner for businesses. Rashida sees OTFCoder as a global leader in automation solutions over the next five to ten years, expanding its product line to suit the changing needs of businesses around the globe. She is implementing strategies such as continuous research and development, strategic partnerships, and expanding the talent pool to achieve these goals and make a lasting impact in the industry.

PAKNIKAR

Did you know that 2010 was the breakthrough year for apps like Instagram, Ola, Uber & Quora – to name a few? Apart from these App. launches, 2010 was also the year Time Magazine rated Steve Jobs iPad as one of the Top 50 inventions of that year & Burj Khalifa, the World’s Tallest Building, was formally inaugurated in the first week of January 2010!

Cut to 2022, most of these apps and inventions have changed our lives massively and many of us can’t imagine living without them. In 2010, another company started its journey with a steadfast leader who quietly believed that businesses, like life, should be built on human relationships. A few falls, bruises, pains, and multiple experiences later, Mumbai-based Seven Twenty Ten (7.20.10), a Network of like-minded professionals, is now looking at building on its sound foundation.

Mr. Sheetal S Paknikar, the Company’s MD & CEO candidly takes us through the journey of this Media, Sports & Integrated Marketing Consulting Network, which is a great blend of vastly experienced analytical and creative professionals in planning and execution. Seven Twenty Ten offers end-to-end Media and Sports Consulting Services inclusive of Marketing Promotions, Identity Design, Brand Building, Digital Films & Videos, and Educational & Social Initiatives.

When Seven Twenty Ten entered the market during the global recession, they were just one of several other companies that tried to set up businesses but found it challenging to sustain. Yet, it was probably one of the very few organizations that used the market recession to build a then futuristic collaboration based ‘network’ model. This was intelligent innovation, driven by the Founder, who managed to motivate diverse professionals and SME’s to work together.

The Modern Vision-Mission Statement

According to Sheetal, the team take on the traditional ‘Vision-Mission’ Statement, is:

1.To Partner with Clients as Communication Problem Solvers.

2.Decide & Achieve Clear Communication Objectives.

3.Integrate Ideas, Consistent Message Strategy and Smart Execution.

HELPING ORGANIZATIONS WITH “REAL” COMMUNICATION

4.Use Different Media, Understanding Consumer Touch-Points.

5.Effective Solutions, with Quicker Turnaround Times.

6.Lastly, the Seven Twenty Ten Approach is to create a value proposition with every penny/rupee spent, to ensure a mutually rewarding return-on-investment.

The Making of a Steadfast Leader

Armed with two decades of diverse work experience across domains, Sheetal founded Seven Twenty Ten in July 2010 with headquarters in Mumbai and Marketing Associates – largely his personal network, over the world. Having started his professional journey with Amit Khanna and Mahesh Bhatt’s Plus Channel as an Animator, he moved to The Times of India as an Infographic Artist, Graphic Designer & Feature Journalist. Sheetal was then a part of the core team that launched Bombay Times. After working for three years in Publication Design, he joined Ketan Mehta’s Maya Entertainment and was part of the team that launched Maya the Magic Shop, which became one of the pioneers of Animation & VFX in India in the 90s with India’s First Official Sci-Fi Television Series “Captain Vyom”. Later, based on this success, he was the Head of the Animation Team that started the Intel Centre for Advanced Cinematics, which is now the well known brand MAAC. His next assignment was to play a pivotal role in the core content & packaging of B4U Television Network in UK, USA, UAE & India. After 4 successful years in Television, Sheetal’s next project was with Mukta Arts Limited as the Creative Head where he worked on the launch of an International Lifestyle Channel and later with Nagesh Kukunoor on the Critically Acclaimed Iqbal. In 2004, he played his part of the team that saw the launch of Whistling Woods International. Next, he moved into mainstream advertising as the National Creative Director with focus Communication that worked for Brands like Edelweiss, Reid & Taylor, Finolex, Belmonte & Lilliput.

Hailing from a family of educators in Goa, Sheetal is an Applied Art Alumni of Goa College of Art and holds a Master’s Degree in Visual Communication from the Industrial Design Centre at Indian Institute of Technology in Mumbai.

Building Associations with Clients

As an Innovative & Niche IMC Consulting Brand, Seven Twenty Ten offers:

1.Consulting Services in multiple domains, building international collaboration in sport, tourism, wellness, education, infrastructure, music & culture.

2.Integrated Marketing after analysing the SWOTS of each medium and creatively working out the most effective ways to reach the consumer.

3.Building Brands & Brand Character balancing Strategic Planning & Smart Execution.

4.End-to-End Solutions from Concepts to Production of Films & Audio Visual

5.Original Content Development & Digital Solutions with Sustained Analytics & Social Media Management

6.Sports & Cultural Educational Initiatives

7.CSR Support to Corporate Partners

8.Export-Import Training with an Innovative Training Curriculum

The World is Our Playground

Apart from sustaining a steady growth in the business of Integrated Marketing & Sports Consulting, Sheetal wanted to create a sustainable organizational culture. The idea was to have stakeholders including associates and employees develop a mindset to work for the greater good of society. Seven Twenty Ten was one of the first

to think of a collaboration model in 2010, which was ahead of its time. During the first few years, the organization’s target was to create a niche for itself and let the work build the portfolio. Looking at the world as their playground yet staying grounded, the company kept a low-key profile with practically no Marketing and PR. Meanwhile, the organization also tapped unexplored markets like East Africa and Croatia during the early years to build international exposure for the team up skilling.

The Pandemic has actually been a blessing in disguise for the team at Seven Twenty Ten – having enough time to consolidate a purpose driven organisational culture and build trust and bonding within the team. Work wise, it has also helped detail their Dream Sports Project: A Privately Funded Academy of Sport with its International Partners. The Company is currently looking at Investors for the same and hopes to be ready for a soft launch by 2025. After having successfully set up an Academy of Indian Classical Music, the team has decided to use the experience on building AI-driven Edu-Tech Apps that could use academics to solve real life challenges. Sheetal’s future plans include expanding the Seven Twenty Ten footprint across virtual offices & create employment for youth in the next 5-7 years.

“We are just about getting to the end of the pandemic and we are keeping an eye on segments like Travel & Hospitality to return to some normalcy from the later part of 2022. For us as a team, it will be another consolidation year. We are in no hurry!” says Sheetal.

Honestly, it is both a privilege and a little embarrassing to be looked upon as a Leader to be followed but it is no rocket science that a Leader is only as good as his team. In that way, I have been lucky, blessed by professionals & associates who have stuck around with the steadfast belief that we are together to work for the collective benefit & growth for all. Every day begins with an immense sense of gratitude that we are all living a dream to create responsible and accountable leaders for the future.

Why Sport Needs Attention

Sheetal believes that the Pandemic has opened a lot of new avenues in the area of Corporate Social Responsibility. “I feel that Mental Health & Sports should be a Key Area for Corporates to look at putting their CSR Funds to good use. In a way, they are related

and essential to our well-being. Add to that India’s highest medal tally in the recently concluded Olympics but for a Country of over 1.3 billion, we must surely look at ways to increase this tally! Our success as a World Beater in Sports like Cricket needs to be studied and see how to develop other sports as well. The policy makers would do well to encourage investors to build sports schools offering a ‘formal’ career for all since it is also related to fitness which has now assumed enough importance in the post COVID world.”

With the multiplying anxiety on the possibilities of lockdowns even in times to come, people around the world have become heavily dependent on technology which has reduced human physical activity to a large extent. There are enough research reports to indicate that mental health and fitness issues, especially in children, are significantly higher than at any time in the past. Once again, Seven Twenty Ten kept ahead of its time and invested in Sports in 2016. For that reason, it is also looking at the future where it wants children to be able to balance their intellectual growth while keeping themselves fit.

Sheetal says, “Digital detox should be given as much importance as digital classrooms. Apart from organisations addressing these as part of new age CSR initiatives, educational institutions will hold the key to make the world a better place for our children.”

Tackling the Pandemic

Like many organisations, the team at Seven Twenty Ten successfully transitioned to the ‘WFH’ model during the Pandemic. They have arrived at a comfortable off-on line hybrid model and because of a highly aware and sensitive management team; no one from the company has had to look elsewhere for employment. With a steady stream of clients and a stable order book, the highly motivated team of Seven Twenty Ten continue to immerse themselves in up skilling, innovating and going about their business consulting – keeping a watch on time. COVID awareness campaigns, involvement in helping in the Crisis during the second wave and lead generation campaigns for clients to help in their business challenges were what kept the organization motivated during the tough times. Like they say, it is the challenges that are opportunities in disguise, and Sheetal Paknikar & his team at Seven Twenty Ten Network are a prime view of the same.

DR. IMAD SYED

CEO | PiLog Group

Established in 1996, PiLog Group is a global group of independent companies, specializing in Quality Data and Digital Governance & Analytical solutions supporting multiple data domains in a variety of industries all over the globe. The PiLog solutions are state of the art, focused on creating a common business language and managing the rules for the creation of high-quality, multilingual terminology using Machine Learning, Artificial Intelligence technologies & human-augmented algorithms for our customers who are eager to transform their businesses digitally. PiLog provides exclusive technical dictionaries, industrial libraries with content repositories that is the culmination of research, development, and execution over the past twenty years embedded into the platform of PiLog – Data Quality HUB or PiLog Cloud. All our methodologies, processes, solutions are compliant with international standards for delivering seamless systematic integration of content into various platforms, operational systems and ERPs such as SAP, S4 HANA, Oracle ERP Cloud, Maximo & MS Dynamics etc.

Dr. Imad A Syed, Board Member, Group CIO, and CEO of Middle East & APAC is currently at the helm of PiLog Group. He joined the organization in 2002 as a Systems Engineer and soon rose up to the ranks of Group CIO, CEO, and Board member. Dr. Imad Syed possesses a Master’s Degree in Computer Science. With the zeal to grow the organization, he has dedicated more than 100% by making many sacrifices in his professional and personal life. Dr. Imad Syed comes from a healthy knowledgeable and educational family who had supported him all these years. Due to his outstanding contributions in the area of Data & Analytics, the National American University, USA has honored him with Doctorate in Data Analytics.

Offering Diversified Solutions

According to Dr. Imad Syed, during the last two and half decades, PiLog has grown both organically and inorganically mostly with modular solutions and services around master data management. However, the organization has grown leaps and bounds with all the odds in order to build sustainable Business Technology HUB enabling master, meta, and transactional data modelling and quality complying with ISO 8000, ISO 22745, ISO 29001, ISO 14224, ISO 55000, etc.

HELPING ORGANIZATIONS TO ACHIEVE BETTER RESULTS

Dr. Imad Syed also believes, today’s solutions are much more modular, flexible, scalable, interoperable and offer diversified solutions, processes, methodologies, a framework to provide value and optimize business processes in End-to-End Supply Chain, Business Partner Collaboration, Asset Life Cycle Management, Data Quality Management, Data Migration.

Making Solutions Efficient and Sustainable

When it comes to incorporating new innovations to make solutions much more efficient and sustainable, PiLog Group under the leadership of Dr. Imad Syed is planning to be a customer-centric organization with the best user experience. It is also planning to deliver agility and OOB solutions that cater to the majority of the demand, Seamless integration with all major ERPs and COTS products, informed analytics and decision making, Quality and Quantified data solutions.

Lastly, Dr. Imad Syed is also eyeing the evolution of the unified platform (PiLog Business Technology Platform), which is modular, scalable, flexible, and adaptable for master, metadata, and analytics processing.

Keeping Employees Happy

Motivating a large team of employees to be innovative and productive at work is not an easy task. So, Dr. Imad Syed believes in continual knowledge improvement, up-skilling & cross-skilling to conquer success. Also as an organization, PiLog promotes its employees on continual evaluation on a half-yearly basis, and its cross-functional role and responsibilities with a rotational policy make the employees innovative and productive while creating healthy competition amongst them.

Additionally, the exposure to various market demands and progression to new challenges and growth, alongside the long-term association plans and benefits PiLog makes sure that its employees are on their toes with great levels of innovation and productivity.

The Go-To Partner

Under the leadership of Dr. Imad Syed and the organization touched new heights, which improved the top-line and bottom-line multi-fold. It conceptualized and architected data and analytics products and services, developed and enabled delivery models that are best in the industry. During this time, PiLog also established, enabled, driven, and delivered KPIs and KRAs according to the organizational aspirations.

Tackling Challenges and Success

Dr. Imad Syed believes with a constant price war, the ability to convince the customers on quality vs. cost, and with multiple new players entering the market, things are getting a bit more challenging for the organization.

However, PiLog’s main motivator is to be grounded on its toes, and go that extra mile for clients to meet the dynamic demands and beat the competition with the agility and teamwork of PiLog. The teams of PiLog have exhibited a ‘never say die attitude’ all the time, which alongside technology, partnership, and confidence boost the organization’s journey.

When it comes to success, although the top-line and bottom-line are very pivotal for any business, at PiLog business value lies in; customer experience and longevity, employee progression and empowerment, market recognition as leaders.

Advice for Young Entrepreneurs

and Future

When it comes to advising young and upcoming entrepreneurs, Dr. Imad Syed says, PiLog is currently eyeing a revenue of $50 million by the end of 2023, along with a 10% improvement in stakeholder’s value, 20% improvement in employee value and partnership, and lastly 20% improvement in customer value.