Ramesh C Jain : Envisioning The Future Of Automotive & Aesthetics
Ramesh C Jain
Chairman
With a B.Tech (Honors) in Mechanical Engineering from IIT Kharagpur and a Master’s in Industrial Management from Cranfield University, UK, where he was honored with the Society of British Aerospace Companies Award, Ramesh C Jain laid the groundwork for a professional life defined by excellence. His early years at Hindustan Aeronautics Ltd.,
working on the Anglo-French Jaguar aircraft program, instilled a deep respect for technology transfer and collaboration. This was followed by a transformative tenure of more than 25 years with the Eicher Group, where he rose to Group Vice Chairman, leading portfolio restructuring, modernizing manufacturing, and pioneering customer-centric product development.
His career is also marked by successful turnarounds, most notably reviving Ramon & Demm, a sick gear manufacturing company, through people-centric strategies and labor innovation and achieved Non-Surgical Transformation using some innovative strategies in Marketing & Sales, Supply Chain Management, and New Product Development.
Later, as an advisor and board member across diverse industries, Jain brought strategic foresight not only to corporations but also to national policy initiatives.
At SJS Enterprises, where he assumed leadership before the company’s IPO, Jain has guided its expansion from ₹250 crore revenue in FY21 to approximately ₹750 crore revenue in FY25, delivering over 30 percent CAGR, strong margins, and robust governance practices.
SJS over the years has transformed its business model and become a very resilient company that even during the COVID-19 year FY22, SJS outperformed the underlying auto industry growth.
The two acquisitions of SJS Decoplast in FY22 and Walter Pack India in FY24 enabled the Company to diversify its business and reduce concentration risk in terms of segment, products, customers.
What strategies do you consider most vital for building a resilient organization?
Resilience is about how a company adapts, grows, and delivers consistently even in uncertain conditions. In my experience, resilience rests on a few essential principles. Strong leadership and governance provide vision, ethical conduct, and agility through decentralized
decision-making. Financial discipline ensures stability, with cash reserves, prudent capital allocation, and diversified revenue streams acting as safe guards.
Technology adoption empowers data driven decisions, digital agility, and cyber security readiness. Equally important is a people-first approach that invests in well-being, continuous upskilling, and inclusive growth, since people form the first line of resilience.
Diversified supply chains add redundancy and visibility, while customer focus ensures innovation and long-term trust. Finally, a commitment to sustainability strengthens reputation and risk management.
At SJS, these principles of diversi -fication, collaborating and working with customers as their partners, building a unique design-to-delivery model have driven growth even in challenging times; for instance, in FY21 when the auto industry contracted by 14.1 percent, we grew 16.4 percent, underscoring the power of strategy, culture, and execution.
Which skills and qualities do you consider essential for industry leaders to achieve success in this field?
Successful leaders blend foresight with adaptability, combining clear vision with the agility to anticipate and respond to change. Equally vital are people centric qualities such as empathy, emotional intelligence, and the ability to empower teams. At SJS, I have seen how certain traits make a lasting difference. Proactive risk management allows leaders to identify challenges early and mitigate them before they escalate.
Diversification across customers, products, and geographies builds resilience against dependency. Visionary thinking helps spot trends in areas like premium aesthetics or digital clusters and positions companies to innovate ahead of time.
Finally, empowering people through ESOPs, continuous training, and inclusive growth ensures employees are truly invested. In essence, leaders must inspire, adapt, and build strong teams that thrive even in uncertainty.
How do you view collaboration between industry leaders, government bodies, and organizations as a crucial strategy for tackling today’s challenges?
Collaboration among industry, government, and institutions is essential for addressing complex challenges. Industry contributes innovation and execution, government provides policy direction, and institutions bring expertise and grassroots knowledge. Together, these create solutions that are both scalable and sustainable.
Throughout my career, I have engaged with platforms like CII, ACMA, SIAM, TMA, UNIDO, and FAO, which play a vital role in shaping policy and sharing best practices.
At SJS, apart from collaboration with government and industry leading authorities, trust-based partnerships with suppliers and customers have been central to consistent growth, proving that resilience is built on ecosystems of cooperation.
What significant trends do you see shaping the industry in the next 5–10 years?
Technology adoption empowers data driven decisions, digital agility, and cyber security readiness. Equally important is a people-first approach that invests in well-being, continuous upskilling, and inclusive growth, since people form the first line of resilience.
Diversified supply chains add redundancy and visibility, while customer focus ensures innovation and long-term trust. Finally, a commitment to sustainability strengthens reputation and risk management.
At SJS, these principles of diversi -fication, collaborating and working with customers as their partners, building a unique design-to-delivery model have driven growth even in challenging times; for instance, in FY21 when the auto industry contracted by 14.1 percent, we grew 16.4 percent, underscoring the power of strategy, culture, and execution.
My advice to future leaders is to first build them selves with curiosity, resilience, and vision before building their companies
Which skills and qualities do you consider essential for industry leaders to achieve success in this field?
Successful leaders blend foresight with adaptability, combining clear vision with the agility to anticipate and respond to change. Equally vital are people centric qualities such as empathy, emotional intelligence, and the ability to empower teams. At SJS, I have seen how certain traits make a lasting difference. Proactive risk management allows leaders to identify challenges early and mitigate them before they escalate.
Diversification across customers, products, and geographies builds resilience against dependency. Visionary thinking helps spot trends in areas like premium aesthetics or digital clusters and positions companies to innovate ahead of time.
Finally, empowering people through ESOPs, continuous training, and inclusive growth ensures employees are truly invested. In essence, leaders must inspire, adapt, and build strong teams that thrive even in uncertainty.
How do you view collaboration between industry leaders, government bodies, and organizations as a crucial strategy for tackling today’s challenges?
Collaboration among industry, government, and institutions is essential for addressing complex challenges. Industry contributes innovation and execution, government provides policy direction, and institutions bring expertise and grassroots knowledge. Together, these create solutions that are both scalable and sustainable.
Throughout my career, I have engaged with platforms like CII, ACMA, SIAM, TMA, UNIDO, and FAO, which play a vital role in shaping policy and sharing best practices.
At SJS, apart from collaboration with government and industry leading authorities, trust-based partnerships with suppliers and customers have been central to consistent growth, proving that resilience is built on ecosystems of cooperation.
What significant trends do you see shaping the industry in the next 5–10 years?
Over the next decade, I believe the automotive and manufacturing industry will be redefined by several powerful shifts. Electrification will continue to accelerate, with electric vehicles and alternative powertrains reshaping supply chains and product portfolios. Industry 4.0 technologies such as AI, robotics, and digital twins, will transform traditional factories into smart, connected eco -systems.
Sustainability will no longer be optional; practices like circular economy models, lightweight materials, and energy -efficient production will be key to staying competitive. At the same time, workforce transformation will be critical, as automation drives the need for reskilling and fosters a culture of continuous innovation.
In the decorative aesthetics segment, where SJS plays a leadership role, I see customers demanding premium features that enhance the perceived value of vehicles. Solutions such as cover glass for infotainment systems, advanced IMD/IML technologies and illuminated logos are just the starting point. Companies that anticipate these trends and invest early in building the right capabilities will secure a meaningful first-mover advantage.
What new and emerging tech-driven solutions do you envision becoming main stream?
I see digitization continuing to gain momentum, with vehicles integrating far more advanced digital features and safety technologies. The ongoing transition from internal combustion engines to electric vehicles will also create opportunities for solutions that serve both segments. For us at SJS, this translates into strengthening our capabilities in areas such as digital clusters, In-Mould Electronics (IME), advanced aesthetics, and premium design features that resonate with the next wave of consumer expectations.
Given your extensive professional experience, what guidance would you offer to aspiring industry leaders?
My advice to future leaders is to first build themselves with curiosity, resilience, and vision before building their companies. True leadership places people at the center, treating employees as partners in growth and leading with integrity, where values create lasting success. Boldness must be balanced with prudence, embracing technology and sustainability to stay future-ready. Beyond profit, leaders should build purpose, inspire trust, and remain humble, enabling others to excel, which is the ultimate mark of leadership.
•Hobbies: Enjoys playing golf, watching historical films, and reading.
•Favorite Cuisine: Has a taste for Italian and Pan-Asian dishes.
•Favorite Book: Good to Great by Jim Collins, a work that has significantly shaped his perspective on leadership and strategy.
•Favorite Travel Destinations: Finds joy in both mountains and beaches, choosing based on the moment and mood.
•Awards & Recognition: Throughout his career, he has had the privilege of leading companies that have earned notable accolades. Most recently, SJS received recognition from ACMA for excellence in manufacturing, NPD, and ESG, as well as from ICSI for exemplary governance practices. SJS was also honored with a Certificate of Appreciation from the Institute of Company Secretaries of India (ICSI) for fostering a culture of good governance.
Sustainability will no longer be optional; practices like circular economy models, lightweight materials, and energy -efficient production will be key to staying competitive. At the same time, workforce transformation will be critical, as automation drives the need for reskilling and fosters a culture of continuous innovation.
In the decorative aesthetics segment, where SJS plays a leadership role, I see customers demanding premium features that enhance the perceived value of vehicles. Solutions such as cover glass for infotainment systems, advanced IMD/IML technologies and illuminated logos are just the starting point. Companies that anticipate these trends and invest early in building the right capabilities will secure a meaningful first-mover advantage.
What new and emerging tech-driven solutions do you envision becoming main stream?
I see digitization continuing to gain momentum, with vehicles integrating far more advanced digital features and safety technologies. The ongoing transition from internal combustion engines to electric vehicles will also create opportunities for solutions that serve both segments. For us at SJS, this translates into strengthening our capabilities in areas such as digital clusters, In-Mould Electronics (IME), advanced aesthetics, and premium design features that resonate with the next wave of consumer expectations.
Given your extensive professional experience, what guidance would you offer to aspiring industry leaders?
My advice to future leaders is to first build themselves with curiosity, resilience, and vision before building their companies. True leadership places people at the center, treating employees as partners in growth and leading with integrity, where values create lasting success. Boldness must be balanced with prudence, embracing technology and sustainability to stay future-ready. Beyond profit, leaders should build purpose, inspire trust, and remain humble, enabling others to excel, which is the ultimate mark of leadership.
•Hobbies: Enjoys playing golf, watching historical films, and reading.
•Favorite Cuisine: Has a taste for Italian and Pan-Asian dishes.
•Favorite Book: Good to Great by Jim Collins, a work that has significantly shaped his perspective on leadership and strategy.
•Favorite Travel Destinations: Finds joy in both mountains and beaches, choosing based on the moment and mood.
•Awards & Recognition: Throughout his career, he has had the privilege of leading companies that have earned notable accolades. Most recently, SJS received recognition from ACMA for excellence in manufacturing, NPD, and ESG, as well as from ICSI for exemplary governance practices. SJS was also honored with a Certificate of Appreciation from the Institute of Company Secretaries of India (ICSI) for fostering a culture of good governance.