B S Rao: Expanding Global Leadership & Mentoring Future Entrepreneurs
B S Rao
Director of Operations
Armed with three decades of work experience, he has made a significant impact in turning companies around and building a strong future strategy.His leadership has been instrumental in strengthening Novares’ position in various regions powering the company’s growth across India, Europe, the United Kingdom and Brazil, and ensuring that it stays at the top of the automotive solutions industry.
Rao began his journey at Polyplastics Industries as a trainee and went on to become a senior member of that organi-zation. His thirteen years with Poly plastics have been crucial for the introduction of digital technologies in manufacturing and for facilitating joint ventures with Japanese and 4 Spanish companies.
Rao then started to work in Novares (formerly known as Mecaplast) and moved to South India in 2007 and began in a small office as the sole employee. Owing to his rich experience and keen focus on customer relations, he was able to develop the business and turn it into a successful operation of approximately 500 employees and over ₹300 crores turnover.
Rao’s guiding leadership philosophy is based on trust, long-term commitment and continuous transformation which has continued to build on Novares’ success in the industry. We bring you insightful information of Rao, as he reflects on his career journey and the leadership principles that shaped his success.
What motivates you as a new-age leader, and how does it influence your daily routine?
My motivation stems from my team and my passion for continuous improvement. Despite working in the same office for the past 19 years, I remain highly motivated to come to the office every day because each day brings new challenges and opportunities for progress.
The industry's ongoing transformation provides additional drive and inspiration. However, the most rewarding aspect is seeing my team's growth and being able to guide them, which is the case within Novares. This is truly my greatest moti -vation.
Which technological assets will disrupt the automotive industry’s future?
The future of the automotive industry will be driven by electrification, autonomous driving and AI integration. Key differentiators will include electric vehicles with autonomous capabilities, enhanced by AI for smarter, safer driving.
Widespread adoption will require regulatory frameworks, infrastructure improvements, and better road discipline. Organizations must focus on long-term strategies, innovation, sustainability, and agility to remain competitive in this constantly evolving market. This is how Novares has been operating for over 70 years.
What strategies will you implement to address
changing consumer preferences and regulatory shifts concerning safety and sustainability?
To address changing consumer preferences and regulatory shifts, Novares' strategy is focused on proactivity and customer-centric. As a tier-one company, we align closely with OEMs, who drive consumer sentiment and strategies. The Group also stays vigilant within the industry to innovate in line with market demands.
For safety and regulatory compliance, we prioritize a proactive approach by designing products and processes that meet evolving regulations in advance. Regarding sustain ability, which is a strategic priority of Novares, is integrated into our business model rather than treating it as a CSR initiative. Lastly, strong governance is key, ensuring that all activities are managed effectively and with integrity.
What guidelines or methodologies do you follow to effectively lead your team?
My primary management principle is to motivate my team; a motivated team can achieve anything it sets its mind on. I don’t believe in rigid target-setting or micromanagement.
Innstead, I focus on creating an environment of open communication and trust. It’s important to share our vision, strategies, and goals with the team, while also listening to their feedback.
Trusting the team, even when mistakes are made, leads to better results without the need for constant follow-ups. This is the mindset of Novares. While we do have targets, I rarely focus on them directly. I believe they are a natural by-product of a motivated team.
This approach has consistently resulted in exceeding targets and continuous improvement. Over the years, I've had the privilege of working with some team members for nearly two decades, and together, we've achieved longterm success.
What are your thoughts on incorporating the new generation into the workforce?
The new generation is incredibly talented, bold, and fast, which makes them a valuable asset to the workforce. However, due to the current technological landscape, they can be easily distracted and have low discipline levels. While this isn't a complaint; it's a societal byproduct of rapid technological change.
That said, we continue to successfully engage with this generation by hiring from colleges, training them, and promoting them to managerial roles. I believe that, with the right guidance, this generation can achieve even greater things.
Although some are already performing excellently, a large portion requires mentoring to stay focused and aligned with industry needs. As senior leaders, it's our responsibility to guide them towards success. Novares encourages integration across generations or different cultures within the group around the world. it is essential to demonstrate flexibility and adaptability while respecting objectives.
How do you keep yourself up to date with the ongoing industry trends?
I stay updated with industry trends by regularly reading the latest news and attending key conferences, especially in the automotive sector. We also have an internal communication system in place within Novares, where our marketing and central teams keep us informed
To address changing consumer preferences and regulatory shifts, Novares' strategy is focused on proactivity and customer-centric. As a tier-one company, we align closely with OEMs, who drive consumer sentiment and strategies. The Group also stays vigilant within the industry to innovate in line with market demands.
For safety and regulatory compliance, we prioritize a proactive approach by designing products and processes that meet evolving regulations in advance. Regarding sustain ability, which is a strategic priority of Novares, is integrated into our business model rather than treating it as a CSR initiative. Lastly, strong governance is key, ensuring that all activities are managed effectively and with integrity.
Focus On Strategic Goals Rather Than Short-Term Gains
What guidelines or methodologies do you follow to effectively lead your team?
My primary management principle is to motivate my team; a motivated team can achieve anything it sets its mind on. I don’t believe in rigid target-setting or micromanagement.
Innstead, I focus on creating an environment of open communication and trust. It’s important to share our vision, strategies, and goals with the team, while also listening to their feedback.
Trusting the team, even when mistakes are made, leads to better results without the need for constant follow-ups. This is the mindset of Novares. While we do have targets, I rarely focus on them directly. I believe they are a natural by-product of a motivated team.
This approach has consistently resulted in exceeding targets and continuous improvement. Over the years, I've had the privilege of working with some team members for nearly two decades, and together, we've achieved longterm success.
What are your thoughts on incorporating the new generation into the workforce?
The new generation is incredibly talented, bold, and fast, which makes them a valuable asset to the workforce. However, due to the current technological landscape, they can be easily distracted and have low discipline levels. While this isn't a complaint; it's a societal byproduct of rapid technological change.
That said, we continue to successfully engage with this generation by hiring from colleges, training them, and promoting them to managerial roles. I believe that, with the right guidance, this generation can achieve even greater things.
Although some are already performing excellently, a large portion requires mentoring to stay focused and aligned with industry needs. As senior leaders, it's our responsibility to guide them towards success. Novares encourages integration across generations or different cultures within the group around the world. it is essential to demonstrate flexibility and adaptability while respecting objectives.
How do you keep yourself up to date with the ongoing industry trends?
I stay updated with industry trends by regularly reading the latest news and attending key conferences, especially in the automotive sector. We also have an internal communication system in place within Novares, where our marketing and central teams keep us informed
with the latest updates and developments.
Additionally, I participate in various industry forums where I can engage with peers and learn about emerging trends. A key source of information also comes from our customers, who often share insights and push us to adopt new trends in our work.
With the vast amount of information available today, staying updated is easier than ever, but it’s important to focus on collecting what’s relevant and aligning it with our business goals and strategies. It’s all about staying connected and proactive in adapting to changes.
What future roadmap have you envisioned for yourself over the next five years?
Over the past 19 years at Novares Group, I've managed operations across India, the UK, and Brazil. In India, I serve as the Managing Director, while in the UK and Brazil I handle the position of Operations Director. Managing multiple regions has provided me with a unique cross-border and multinational pers -pective, which I plan to expand further in the coming years.
My goal is to enhance my broader management skills, focusing on diverse markets and leadership styles. Additionally, I aim to dedicate time to mentoring and motivating teams and helping to develop the next generation of entrepreneurs.
What is a piece of advice you'd like to pass on to the upcoming leaders in the automotive industry?
I strongly advise the team to adopt a long-term perspective and focus on strategic growth rather than short-term rewards. Nowadays, many tend to focus on immediate results, such as monthly remunerations, which is a short-sighted approach.
It's important to create and follow a long-term growth strategy, staying committed to it without getting distracted by temporary gains. This mindset has worked for me, and I believe it’s essential for sustainable success and development in both personal and professional growth.
About Novares:
Based in France, Novares is a global supplier of plastic solutions that designs and manufactures complex components and systems that serve the future of the automotive industry. The company creates and produces advanced automotive solutions with technical plastic injections for greener, lighter and connected cars with intelligent and intuitive interfaces for all passengers.
Novares co-develops and provides engineering and manufacturing expertise to virtually every OEM in the world and many Tier 1 companies in the automotive market. Novares, which is behind the construction of one in three vehicles in the world, achieved a turnover of 1.1 billion euros in 2025, with a presence in 17countries, its 33 manufacturing plants, its 12 centers dedicated to R&D and 14 customer service centers around the world to partner with customers.
B S Rao, Director of Operations, Novares India Automotive
Rao, has 30 years of experience driving growth across India, Europe, UK, and Brazil. His leadership focuses on trust, long-term vision, and continuous transformation, keeping Novares at the forefront of the automotive indus – try.
•Hobbies: I enjoy trekking on mountains and try to do it at least once a year
•Favorite Travel Destination: Himalayas
•Favorite Cuisine: South Indian
•Favorite Book: I read a mix of technical books and books related to politics
Additionally, I participate in various industry forums where I can engage with peers and learn about emerging trends. A key source of information also comes from our customers, who often share insights and push us to adopt new trends in our work.
With the vast amount of information available today, staying updated is easier than ever, but it’s important to focus on collecting what’s relevant and aligning it with our business goals and strategies. It’s all about staying connected and proactive in adapting to changes.
What future roadmap have you envisioned for yourself over the next five years?
Over the past 19 years at Novares Group, I've managed operations across India, the UK, and Brazil. In India, I serve as the Managing Director, while in the UK and Brazil I handle the position of Operations Director. Managing multiple regions has provided me with a unique cross-border and multinational pers -pective, which I plan to expand further in the coming years.
My goal is to enhance my broader management skills, focusing on diverse markets and leadership styles. Additionally, I aim to dedicate time to mentoring and motivating teams and helping to develop the next generation of entrepreneurs.
What is a piece of advice you'd like to pass on to the upcoming leaders in the automotive industry?
I strongly advise the team to adopt a long-term perspective and focus on strategic growth rather than short-term rewards. Nowadays, many tend to focus on immediate results, such as monthly remunerations, which is a short-sighted approach.
It's important to create and follow a long-term growth strategy, staying committed to it without getting distracted by temporary gains. This mindset has worked for me, and I believe it’s essential for sustainable success and development in both personal and professional growth.
About Novares:
Based in France, Novares is a global supplier of plastic solutions that designs and manufactures complex components and systems that serve the future of the automotive industry. The company creates and produces advanced automotive solutions with technical plastic injections for greener, lighter and connected cars with intelligent and intuitive interfaces for all passengers.
Novares co-develops and provides engineering and manufacturing expertise to virtually every OEM in the world and many Tier 1 companies in the automotive market. Novares, which is behind the construction of one in three vehicles in the world, achieved a turnover of 1.1 billion euros in 2025, with a presence in 17countries, its 33 manufacturing plants, its 12 centers dedicated to R&D and 14 customer service centers around the world to partner with customers.
B S Rao, Director of Operations, Novares India Automotive
Rao, has 30 years of experience driving growth across India, Europe, UK, and Brazil. His leadership focuses on trust, long-term vision, and continuous transformation, keeping Novares at the forefront of the automotive indus – try.
•Hobbies: I enjoy trekking on mountains and try to do it at least once a year
•Favorite Travel Destination: Himalayas
•Favorite Cuisine: South Indian
•Favorite Book: I read a mix of technical books and books related to politics