After a four-year stint with a leading investment technology company in the USA, BARRA International, what impelled you to join the family business? Was joining the family business an unsaid norm you had to follow?

Though I did my MBA in the US, and worked at BARRA International for 4 years, it was always my plan to move back home and work with Kinetic. Though my time in the US is an experience that I will always cherish for the exposure I received, I never had any intention of staying there for the long term. I grew up watching Kinetic take birth, I understood the social relevance of contributing to industry and development in India and wanted to apply all my learnings and skills to benefit Kinetic, because then in my own way I would be working for taking the country forward. I come from a patriotic family, a family of freedom fighters, and I was aware of the huge impact that my grandfather’s lifetime of work in the automotive industry – from Bajaj Auto, Bajaj Tempo, Kinetic, Jayahind Sciaky, ZF steering India etc. – had on this country. He created employment for tens of thousands directly, and lakhs indirectly; and brought personal, affordable transport to millions. I wanted to take this illustrious legacy forward and continue in the direction he set for us. It was not an unsaid norm that I was expected to follow, it was my own life’s plan.

With four years of work experience in a US-based company, did you find it difficult getting on with your new responsibility at Kinetic? Were there any startling differences in the functioning and the work culture between the two structures?

My experience in the US was great for cutting my teeth in the world of business, but it was not in the automotive field. So learning this industry, and way of working was a challenge at first. I spent two years travelling across the length and breadth of India, meeting all our dealers and learning. My dealers are all over the country and each is different from the other, its really very interesting. Also, now infrastructure in India has improved significantly but ten years ago when I joined, there was a big difference in the two countries. But we’ve had such a great team at Kinetic and a talented support team was in place.

What do you see as Kinetic’s brand identity today? Personally do you feel you have been successful in projecting the Kinetic brand, as you wanted it be?

I do continuous market research to gauge brand identity and brand strength; and the research tells me that Kinetic is seen as an aspirational, innovative brand that has continuously offered superior products to India. We are a brand established over 34 years, and our main association is with gearless scooters. We are seen as “pioneers” in the country for we have always taken the two wheeler segment forward in terms of products, technology, creating new segments – such as the motoscooter Blaze – which is really revolutionary with its large format design, powerful performance and first time technology such as disk brakes, four valve engine, advanced suspension, etc. However, I think there is a lot of work I have to do to take the Kinetic brand where I want to.

Would Kinetic be looking at any further changes in the product portfolio in the near future? For the next three years, what will be your priorities and areas of concern?

Our product portfolio will receive two major boosts this year – the first will be our first launch from our association with Taiwan’s fast growing two wheeler company SYM. SYM is widely renowned for its technology and quality prowess and is emerging rapidly as a global brand in two wheelers. The other launch will be the second from our Italiano series – the EURO, whose design is inspired by the legendery Audi TT. Over a timeframe of next three years, I would work to establish these two products and also the other Italiano series and more from SYM. I also have ambitions in exports where I see major potential. Areas of concern are importance to go green and make all products more environment friendly; and to cope with increasing competition.

How do you see the two-wheeler industry evolving in India?

There is a lot of room for evolution before we are in line with the rest of the world, but we are strong. Indian two wheeler market is huge and is very important to the people of the country. However, in terms of technology and design, we are not yet at par with the world but we are getting there. We are closer than before!

Were there a lot of women in senior positions at Kinetic Engineering when you joined? Does having a woman in the senior most positions of a company make it easier for younger women in the company to grow? How do you feel being the decision maker?

There were some, but not many. Automotive, or manufacturing in general, does not tend to attract many women. I wish more women would apply to us. As for being a decision maker, there is responsibility but also an exhilarating opportunity to really make a difference and translate dreams to reality.

In your opinion what are the disadvantages faced by women managers at workplace? Do women have to work a lot harder than their male counterparts to achieve leadership positions?

A woman at workplace has to work harder to earn her respect than her male counterpart. The first assumption of a working woman is that she must be a secretary or an assistant. She must make the correct first impression – that she is a professional, that she is qualified and in charge and everyone better understand that. Once she has made that reputation for herself, it no longer matters. Ultimately, your work and your achievements will determine where you go. Companies need talent and will definitely not let a gender preconception stand in the way of identifying and promoting talent.

You have done your MBA from Carnegie Mellon University, Pittsburgh. Do you feel an MBA is a prerequisite to carry out business? Does it add value to a woman’s managerial skills?

I think MBA adds value, it teaches you fundamental business concepts and sharpens your structured thinking and problem solving skills. I strongly recommend investing in your education, and getting the MBA qualification; but I wouldn’t say that it is a prerequisite. There definitely are non-MBAs who are enormously successful and MBAs who aren’t.

How do you juggle your roles as a wife, a mother and businesswoman?

I have a supportive family, and I am highly organized about my time. I also make sure to stay fit and keep in good shape so that I have the energy to tackle all that is on my plate.

Who has been the major influence in your life? Who is your role model? Among your contemporaries whom do you admire most? And why?

My grandfather, H. K. Firodia has been the most major influence in my life and my main role model. I strive to be like him. Among my contemporaries, I admire several people such as Ratan Tata, Anand Mahindra, the Ambanis, the Infosys team, the Ranbaxy team, to name a few. Their achievements are tremendous and they are taking “made in India” to a new level altogether.

What advice would you give to women managers? What skills apart from a possible MBA do you think could help women managers to do well?

Think of yourself as a “professional” first. At workplace, be professional, be confident, focus on the job. Don’t let anyone tell you that you cant do this because you are a woman. A woman can do anything that a man can, plus more. It is true. So have faith in yourself and if anyone has a problem with you being a woman – especially if you are in a leadership role – then frankly its their problem and not yours; you cant do anything about it anyway so just don’t pay any attention to it! Always keep learning, your education and training never stops!