Career Path: A Meandering Way

My 40+ years of professional journey.

It's well past 40 years since I started as a management professional in 1985. This journey has spanned five organizations (Damodar Ropeways Construction Co. Ltd., MICO/Bosch, Visteon, Hansen/ZF, and now Suprajit), three sectors (construction/ropeways, automotive, wind energy), and six functions (quality assurance, production/manufacturing, finance/accounts/controls, purchase/material management, sales/marketing, general management). Includes Expat stints in Thailand and Belgium.

Many ask how I managed this—was it planned or serendipitous? Recently, during a fireside chat with our tech team (150 engineers, mostly Gen Z and millennials), a young engineer posed just that, seeking advice for planning their careers. I gave some gyan. I reminisced, jogged my memory, thought that I should share my story and decided to blog about it.

Where It All Began: From Physics Dreams to Forced Mechanical reality  

Tracing back, it started with professional education. I loved physics, vaguely eyeing BSc, MSc, maybe a PhD in quantum physics. None happened. Back then, the pecking order was science > commerce > arts; in science, MBBS > BE > BSc; in engineering, electronics > mechanical > civil.

No interest in medicine—I dreaded dissection in zoology. So engineering it was. I loved electronics anyway. With decent grades, I applied via the Directorate of Technical Education (DTE). Queued for "interview," I entered an intimidating room of "educationists." No seat, no questions—just a central figure barking, "BMSCE - Mechanical!"

I protested meekly: "Sir, UVCE - Electronics." He bristled: "Want Bagalkot - Civil?" That threat of a hinterland college tamed me. "BMSCE - Mechanical okay, Sir." He eyed me disdainfully, deciding my fate—not my choice, but I grew to enjoy mechanical engineering. 

So, Not a decision made by me and not my choice.

Post-Engineering: Teaching Temptations and Forest Adventures

I was good at teaching—discussing, making notes circulated among classmates. Secretly eyed politics (active RSS member, BJP volunteer; role model: Prof. K. Narahari Rao, elected from teachers' constituency). But lecturing paid poorly and not a wise choice amid family finances.

I approached uncle Partha Chakravarthy (Technical Director, Damodar Ropeways Construction Co. Ltd. - DRCC). He offered Trainee Resident Engineer at Kali River project near Dandeli—nestled in thick forest. Loved it: macho image in jeeps over rough terrain, handling unions, catching snakes ("Saap Saab").

Meanwhile, MICO's campus interview shortlisted me top-four. Didn't get the initial offer, so joined DRCC. Months later in Dandeli, MICO's letter arrived—a prestigious Technical Graduate Trainee spot. I resigned and joined, entering quality assurance as Inspection Foreman (wanted production, but chance ruled). Top-notch training shaped me.

Decisions made by me in part and partly my choice.

Continuous Learning and the Finance Pivot

Taking work seriously, I delved into metrology, machining, metallurgy. Evenings: Technical German course, Statistical Quality Control diploma from Indian Statistical Institute. Friend Sheshnarayan sparked ICWA(I)—initially no interest, but fascination grew; I completed it. Major turning point: professional finance qualification.

Ex-colleague Mr. Ranganath (Partha Uncle's peer) called, confirming ICWA. He tiraded (as well-wisher): wasting time on shop floor (I'd switched to production). Urged leap to finance. Superboss Mr. Ravindranath Rao warned: "MICO loses great product guy, gains lousy Kanakpillai." I clutched 50% odds of succeeding—huge pivot.

A decision made by me - to pursue education - a different path, a decision made with a prod from a mentor.

Sticking Roots Amid Temptations

Years later, tempted by corporate finance (involved in MICO strategy paper), but Dr. Joerge Nübling advised mastering grassroots accounting/controls. Stuck to plant role over glamour.

Computerization era: MICO shifting Data General DEC10 to IBM AS400, MRPII via CA PRMS. Offered software division spot—I declined, another big "no change" decision.

Decisions made - Saying "NO" to some "opportunities"

A Leap of faith - into Materials and later Bosch Exit

Mr. Sudhakaran (Materials head, impeccable gentleman) met my mentor - boss Mr. Sandip Kumar, requesting me for purchasing. A leap of faith both for Mr. Sudhakaran about me and for me about my next pivot from Finance to Materials, I moved into exciting materials management. Followed by Complexity Reduction (CxR), Bosch-worldwide reengineering which I spearheaded in MICO. I learnt working sans formal power: power of networks, politics, originality and team work.

Then headed International Purchase Office (IPO) for Bosch India—my MICO/Bosch finale. Hit glass ceiling; deliberate choice to exit after 15 years.

Decisions made - taking risks. Weighing Risks Vs. Rewards. Unlocking Value built.

Visteon Whirlwind: America’s Hire-Fire Storm

Ford's Visteon chased me a year for Chennai role. "Irresistible" offer: board position, fat package (board lured most). Left Bangalore for Director-Materials, soon Director-Interiors/Exteriors, Sales/Marketing—all in two years.

Boss called: immediate North India Managing Director for Ford/Visteon-Maruti JV (Climate Systems India Ltd.). Pune stint for forming JV with Tata Autocomp, then "rewarded" as Visteon Thailand MD. Differing experiences, but mental/family pressures immense—"hire/fire," person-dependent system clashed with my ethos. After tumultuous seven years (and kids needing stability for education), back to Bangalore. Felt like a dry leaf in a whirlwind and was tossed around

Some decisions are partly right. Not everything works for you, decisions are made for you by others. Go along with the flow. Can't fight a strong current.  

Hansen Dawn: Greenfield Wind Power Joy

Entrepreneurship attempt failed—risk appetite low. "Once-in-lifetime" greenfield with Belgian Hansen Transmissions: wind turbine gearboxes. European style suited me; built Tamil Nadu facility (progressive govt, efficient bureaucracy), team, systems, garden—firing on all cylinders.

Boss Mr. Alex De Ryck offered Belgium team spot as COO. Managed China/Belgium/India plants. Lehman crashed economy; Hansen (Suzlon-owned) shifted to ZF Wind Power—German again. Added the ZF wind power plant in Gainesville, Georgia, USA. Hectic work, but very satisfying and enjoyed.

Decisions made. A No and a Yes. Do what is right for you. assess risks and rewards. 

Midlife Crisis and Suprajit a food for soul

Turned 50 in Belgium: crisis hit. Family time scarce, kids growing. Quit high-pay/satisfying job for India—"retire." Angel fund with friends, house-building, son-bonding.

Mr. Lakshminarayan's (ex-Bosch India JMD) advice: half-heartedly checked roles. European MNC (rat-race), Chennai large firm (no), Bangalore's Suprajit (smaller, big dreams). Chose it for Bangalore base. 13+ years: grown globally, beyond core products—freedom to express, make things happen. Not position/pay, but Purpose is a great motivator.

Decision made - with a Purpose.

Final Thoughts

Some were deliberate, some forced, some happened. Early days: I had no choice. Later: I had a greater say. Earned? Destined? Who knows? 

To youngsters: Stay adaptable, build skills/mentors, balance ambition/family—your path may meander too.

Careers are not railway tracks. They are more like evolving maps. Routes change. Detours appear. Sometimes you realise the destination itself needs revision.
Linear progression is comforting. Real growth is rarely comfortable.
I end with a quote from an erstwhile colleague of mine and from the Kannada Bhagavadgeeta - DVG's Kagga...

"The most durable careers are constructed through:

🔸 pivots that felt risky

🔸 failures that stung

🔸 reinvention that required humility

🔸 pauses that forced reflection

🔸 bold moves that others questioned"

- Jayakumar (Retd. Bosch)

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