My time at the University of Leeds gave me global exposure—especially around design thinking, quality systems, and process discipline. When I returned to India, I saw a clear opportunity to build something differentiated rather than follow the crowded path in Delhi or Mumbai.

Choosing Himachal Pradesh was strategic: lower operational costs, strong policy support, and the chance to build a loyal, skilled workforce from the ground up. It allowed us to create a high-quality manufacturing ecosystem with less noise and more focus.

In essence, Leeds shaped my mindset; Himachal gave me the platform to execute it.

Our growth was shaped by a few defining moments. The first was taking a bold call to invest in scale early—expanding into multiple factories even before demand fully matured, which positioned us ahead of competitors. The second was securing anchor clients like Mahindra & Mahindra and Renault, which not only validated our capabilities but also opened global opportunities. Equally important was embedding process-driven manufacturing with global standards, ensuring consistency as we scaled.

The toughest challenge throughout this journey was managing rapid growth without diluting quality—aligning people, processes, and culture while

Our edge comes from a combination of design, engineering, and execution. We don’t compete on cost alone—we compete on value. By integrating design innovation with advanced manufacturing and strict quality control, we deliver global-standard products consistently.

Challenges like raw material volatility and logistics push us to be more efficient—through smarter sourcing, lean processes, and strong supply chain partnerships. Add to that our focus on customization and reliable service, and what seems like a constraint becomes a clear competitive advantage.

Client expectations have shifted from just functionality to well-being, flexibility, and sustainability. With hybrid work, there’s growing demand for ergonomic, modular, and space-efficient solutions that work both in offices and home setups. Companies are prioritizing employee health, so design now plays a critical role in productivity and comfort.

At GeekenDesign Concepts Pvt Ltd ( EVA), we’re responding with smart, adaptable furniture—height-adjustable systems, modular workstations, and designs that support movement and posture. On the production side, we’re investing in precision manufacturing, sustainable materials, and process automation to ensure consistency, scalability, and lower environmental impact.

The core difference lies in speed, flexibility, and decision-making. B2B clients like Mahindra, Airtel, and Renault focus on innovation, customization, and quick execution—where design, quality, and timelines are critical. In contrast, B2G projects are more process-driven, with greater emphasis on compliance, cost efficiency, and long-term durability.

For corporates, responsiveness and value-added solutions matter most; for government, transparency, standardization, and reliability take priority. Long-term relationships in both segments are built on consistency—delivering quality at scale, honoring commitments, and maintaining trust over time.

You don't just run a successful company—you've become Regional President of BRICS CCI Chandigarh and Business Ambassador for IOEC. This represents a signi cant time and emotional investment. What's your personal motivation? What does this role provide to your business and, more broadly, to the Indian business community?

The meeting with Anil Sooklal was highly focused on translating BRICS intent into tangible business outcomes. Key discussions centered around expanding India–South Africa cooperation in manufacturing, agro-processing, mining support services, and skill development. There was strong interest from the South African side in leveraging India’s cost-efficient manufacturing and design capabilities, while Indian businesses explored opportunities in Africa’s growing infrastructure and resource sectors.

Encouragingly, the dialogue has already moved beyond intent—initial conversations are progressing toward pilot collaborations, particularly in furniture supply, industrial solutions, and joint ventures for local manufacturing in South Africa. The BRICS CCI platform is now actively working to convert these into structured partnerships and on-ground projects.

We focus on technology, renewable energy, and manufacturing because these sectors offer the highest scalability, cross-border synergy, and long-term impact within BRICS economies. Technology drives innovation, renewable energy addresses global sustainability goals, and manufacturing creates jobs while strengthening supply chains across member countries.

At BRICS CCI Chandigarh, the approach is execution-driven. We actively facilitate trade missions, curated B2B matchmaking, and investment forums to connect the right partners. In addition, we run knowledge sessions and industry-specific programs to help businesses understand new markets, regulations, and opportunities—ensuring that collaboration moves from dialogue to real, on-ground business outcomes.a

/ India-Brazil Business?

The biggest barriers in India–Russia and India–Brazil trade are practical, not strategic. Logistics remains a challenge—long distances, limited direct routes, and higher freight costs. Payments and banking channels have also been inconsistent, especially with Russia. Beyond that, there’s a clear information gap—businesses often lack reliable local partners and market insights, and cultural/business practice differences can slow decision-making.

At BRICS CCI, our role is to simplify this complexity. We bridge information gaps through verified networks, enable B2B matchmaking with trusted partners, and facilitate trade delegations to build on-ground confidence. We also support dialogue around alternative payment mechanisms and smoother trade processes—ensuring that intent converts into real, scalable business.

India’s BRICS Chairmanship 2026 is a real opportunity to move from dialogue to delivery. I expect a strong push toward practical frameworks that make cross-border business easier, faster, and more predictable.

For SMEs, the biggest impact would come from three areas: first, simplified trade mechanisms—harmonized standards, faster customs processes, and more reliable payment systems. Second, access—dedicated BRICS digital platforms for B2B matchmaking, market intelligence, and partner discovery. Third, targeted financing and incubation support to help smaller businesses scale across borders.

If India can drive these initiatives with clear execution, it will not only strengthen intra-BRICS trade but also empower SMEs to become key players in global value chains.

It comes down to clarity of priorities and strong systems. At Geeken Design Concepts Pvt Ltd I rely on a capable leadership team and structured processes so operations run efficiently without constant intervention.

For BRICS CCI, it’s about focused engagement—allocating time where impact is highest. And with family, I make it a point to be fully present, not just available.

Balance isn’t about equal time—it’s about disciplined delegation, clear focus, and being intentional in every role I play.

Over the next decade, I see Geeken Design Concepts Pvt Ltd ( EVA)evolving into a global manufacturing and design brand—with a strong presence across BRICS markets, expanded product lines, and potentially a public listing once we achieve the right scale and maturity. The focus will remain on innovation, sustainability, and building world-class manufacturing capabilities from India for the global market.

As for BRICS, by 2036 it has the potential to become one of the most influential economic blocs—driven not just by governments, but by businesses. The real transformation will come from deeper trade integration, stronger supply chains, and collaborative innovation. The business community will play a central role—driving investments, partnerships, and cross-border ventures that turn BRICS from a strategic concept into a powerful, execution-led economic force.

One book that has deeply influenced my thinking is The Lean startup by Eric Ries. It reinforced the importance of continuous innovation, adapting quickly to market feedback, and building businesses with a long-term, scalable vision rather than rigid planning.

The biggest lesson is that consistency beats intensity. Markets change, challenges come and go—but businesses that stay disciplined in quality, relationships, and execution are the ones that endure.

In the long run, trust is the real currency—built over years through delivering on commitments, adapting when needed, and never compromising on core values.

Start by understanding India beyond the headlines—it’s not one market, but many. Consumer preferences, regulations, and pricing sensitivities vary widely, so local insight is critical.

Find a reliable local partner early—someone who understands distribution, compliance, and relationships. Focus on quality and consistency, but also adapt your product to Indian needs rather than assuming a one-size-fits-all approach.

Most importantly, be patient and build trust. India rewards long-term commitment far more than short-term opportunism.

One brand I truly admire is Embraer from Brazil. It’s a great example of how a company from a BRICS nation can compete globally through innovation, engineering excellence, and a clear strategic focus—building a strong international reputation in a highly competitive industry.

What has surprised me most is the level of openness and willingness to collaborate across BRICS partners. Despite differences in language, culture, and systems, there’s a shared intent to build long-term, mutually beneficial relationships.

Another key insight is how complementary our strengths are—each country brings something unique to the table, whether it’s resources, technology, manufacturing, or market access. When aligned properly, this diversity becomes a powerful advantage rather than a barrier.