How did your extensive global research influence the strategic vision and development of Istaka in the concrete interlocking pavements industry?
I had the chance to learn from top global manufacturers about state-of-the-art technologies and machinery, as well as the sourcing of premium aggregates from around the world. I understood the importance of the ‘coefficient of friction’ in outdoor materials. In developed nations, concrete is the preferred choice due to its high value. However, in our country, this factor is often overlooked, presenting an opportunity for improvement. Using premium tools and proper laying techniques can increase the pavement’s lifespan. Additionally, I learned how design affects the aesthetic value of pavements and how different products can be merged to create intricate designs.
These experiences have strengthened my confidence in bringing Istaka to life and fulfilling my vision of bringing Indian landscapes to par with global standards by setting up a fully automated production line with high production capacity. The need for high-quality and aesthetic concrete products in India is not just a desire but a necessity that we must meet.
Can you describe some of the key challenges you faced while identifying and addressing the untapped potential in India’s concrete interlocking pavements sector?
The concrete interlocking pavement industry needs to be more organised. Manual manufacturing processes lead to inconsistent quality and supply issues. The industry is dominated by unattractive concrete shapes and colours, and it needs to offer aesthetically pleasing products. The unavailability of appealing products has made the market price-sensitive, forcing smaller manufacturers to cut costs, which further impacts product quality.
Architects desiring aesthetic pavements overlook concrete’s functional benefits, opting instead for stone and granite. Catering to large paving areas is challenging due to limited production capacities and reliance on manual labour, which extends project timelines. There’s a misconception that concrete is not sustainable; however, as a material that can last more than 25 years, it is more sustainable and durable than quarrying natural materials.
How do you ensure that Istaka maintains its competitive edge in the market while continually innovating and adapting to new industry trends?
We have invested in exclusive technologies that help us add value to the product in terms of colours and surface finishes and increase the life-cycle cost. Our curing system is from the world’s best manufacturer, which gives the products an unparalleled finish and prevents efflorescence. Additionally, our manufacturing offers customers a 10-year guarantee on our products, making us one of a kind.
We have exclusive tie-ups with global leaders for patented technologies in India and offer a complete range of hardscape products. Our designs and products are tailored to site conditions and requirements, and we provide comprehensive technical support to contractors and project owners.
What strategies do you employ at Istaka to stay ahead of global technological advancements and integrate them into your business model?
We focus on creating a customer experience by introducing technologies like AR/VR. Our vision has given us access to global leaders and participation in global forums and exhibitions. We regularly attend international trade shows and conferences to learn about the latest developments and potential applications in the concrete industry. We also subscribe to leading industry journals and engage with research institutions to stay informed about recent innovations.
Our strategy includes partnerships with technology firms that offer advanced solutions, from automation in manufacturing to AI-driven logistics and supply chain management, enhancing our operational efficiencies and product quality.
How has your family’s business heritage influenced your entrepreneurial journey and decision-making processes?
I come from a business family and prioritize long-term gains over short-term wins. Creating value for customers, employees, and stakeholders is my passion, and money is a by-product of my work. I’m comfortable with uncertainty and risk and not afraid to take chances. To me, leadership is about making and working towards decisions, not just making the right ones. I take social responsibility seriously and believe in giving back to society.
What initiatives have you implemented at Istaka to develop and harness talent, and how do these initiatives contribute to the company’s success?
My team is my greatest asset; investing in their growth is crucial to our success.
I focus on learning and development; hiring is based on personal values.
Work-life balance is our priority, which, unfortunately, in today’s corporate world, is missing; I want my people to grow internally and externally. You take care of your people, and your people will take care of your business. I firmly believe a company is by its people.
What steps do you take to inspire progress and development within your team?
At Istaka, we strictly adhere to international quality standards and prioritise quality over cost. We believe in the long-lasting impact of low quality compared to the fleeting benefit of low prices. This approach applies to our procurement processes, ensuring the reliability and quality of our products. Innovation is not just a value for us, it’s our driving force. We encourage our team to think innovatively and push the boundaries of what’s possible.
As a leader, I am committed to open communication and value suggestions. I am always approachable, a team leader, and always available for my team. I am always eager to stay updated with the latest technological advancements.