Vivek Singhal: Seasoned Real Estate Leader With Strategic Financial Rigor
Vivek Singhal
Co-Founder & CEO
The market calls for analytical developers who can institutionalize process, leverage technology, and maintain execution discipline, refine industry norms, and lead the next wave of real estate development .
Close to three decades dedicated to growth and visionary leadership, Vivek Singhal is one such real estate veteran. Currently serving as Co-Founder and CEO of MULTIGEN INDIA, he has previously contributed to marquee organisations including DLF, Tishman Speyer, M3M India, Smart World Developers, and Bharti Realty.
Vivek has built a robust foundation, leveraging his academic qualifications, followed by an MBA from IIT Roorkee. Known for his decisive leadership style, he is acknowledged for execution excellence and ability to build scalable, high-performance organizations to build future-ready real estate platforms.
Could you share a glimpse of your pro-fessional growth story?
Coming from a family of entrepreneurs, I joined the business world long before my official career commencement. I trained as a civil engineer at NIT Surat and later earned an MBA from IIT Roorkee. I began working as a design engineer circa 1998. Later, I pursued an MBA which became the inflection point that re-defined my professional trajectory.
In 2003, I joined DLF, which marked my foray into the realestate industry. My following stint at Tishman Speyer in 2005, brought exposure and experience that accelerated my growth.
As an early hire, the learning curve was steep, leading to my appointment as one of the youngest directors.
In 2025, I launched my own investor-backed venture, MULTIGEN INDIA, envisioned as a next generation real estate development platform focused on disciplined execution, design-led thinking, and the creation of scalable, long-term value across India’s evolving urban landscape.
As An Alumnus From IIT Roorkee, What Have Been The Most Transformative Learning Experiences During
Your Time There?
There is no linear path of learning as knowledge is imparted both inside and outside the classrooms. The concept of laid-down education was highly emphasized at IIT.
Experiential knowledge forms an integral part of a proper education facility that imparts higher knowledge absorption as compared to theoretical knowledge.
The emphasis was not merely on acquiring knowledge, but on developing a disciplined way of thinking something that became the true hallmark of the IIT learning experience.
Illustrate the accessibility of faculty from your time at IIT Roorkee.
Beyond its legacy and academic credentials, IIT Roorkee distinguished itself through a culture of approach ability.
Faculty members were consistently accessible, open to discussion, and willing to challenge ideas creating an environment that sharpened logical thinking and strengthened systematic problem solving both essential traits in engineering and leadership.
I believe some capabilities are learned, while others are innate. Marketing falls into the latter category. However, areas such as finance, accounts, and organi -zational behaviour are best mastered through strong academic guidance. A few chosen educators not only made themselves accessible but also structured the curriculum in a way that made absorption natural and effective.
How have you made use of the alumni network when you were a student and after graduating?
I see alumni networks as a powerful source of shared context and connection, one that naturally supports relationship-building rather than serving as a deliberate professional tool.
Having said that, I am well aware that both my engineering and MBA communities are highly engaging. Familiarity and shared institutional backgrounds often catalyze the building of rapport, which may simplify business dealings.
Looking back, IIT Roorkee has given me friendships that I was able to cherish. I was lucky to have met people whom could trust, brainstorm with, and share ideas openly.
What is your leadership style?
Style of leadership would part as an assertive, leading an organization today means fostering agility and leading by example. What worked three years ago may no longer apply today as market dynamics, methodologies, and learnings evolve rapidly.
There is no linear path of learning as knowledge is imparted both inside and outside the classrooms. The concept of laid-down education was highly emphasized at IIT.
Experiential knowledge forms an integral part of a proper education facility that imparts higher knowledge absorption as compared to theoretical knowledge.
The emphasis was not merely on acquiring knowledge, but on developing a disciplined way of thinking something that became the true hallmark of the IIT learning experience.
Illustrate the accessibility of faculty from your time at IIT Roorkee.
Beyond its legacy and academic credentials, IIT Roorkee distinguished itself through a culture of approach ability.
Faculty members were consistently accessible, open to discussion, and willing to challenge ideas creating an environment that sharpened logical thinking and strengthened systematic problem solving both essential traits in engineering and leadership.
I believe some capabilities are learned, while others are innate. Marketing falls into the latter category. However, areas such as finance, accounts, and organi -zational behaviour are best mastered through strong academic guidance. A few chosen educators not only made themselves accessible but also structured the curriculum in a way that made absorption natural and effective.
Vivek Singhal blends strategic rigor, design insight, and disciplined execution to redefine India’s realestate future
How have you made use of the alumni network when you were a student and after graduating?
I see alumni networks as a powerful source of shared context and connection, one that naturally supports relationship-building rather than serving as a deliberate professional tool.
Having said that, I am well aware that both my engineering and MBA communities are highly engaging. Familiarity and shared institutional backgrounds often catalyze the building of rapport, which may simplify business dealings.
Looking back, IIT Roorkee has given me friendships that I was able to cherish. I was lucky to have met people whom could trust, brainstorm with, and share ideas openly.
What is your leadership style?
Style of leadership would part as an assertive, leading an organization today means fostering agility and leading by example. What worked three years ago may no longer apply today as market dynamics, methodologies, and learnings evolve rapidly.
While the core business framework remains the same, the mindset of the organizational must constantly adapt to stay relevant. Making a choice in the moment brings speed, clarity, and accountability to guide the way forward.
I focus on encouraging others to step out of their comfort zone to make things happen. My goal is to create a team of hustlers who are prepared to adapt and grow with the organization.
How do you view the integration of younger professionals into today’s work force?
I view the integration of younger professionals as a significant advantage for any organisation. They bring fresh perspectives, adaptability, and a natural comfort with evolving tools and technologies. When this energy is guided by clear processes, strong mentorship, and accountability, it creates teams that are both agile and outcome-oriented. The real opportunity lies in enabling younger talent to translate ideas into execution while learning from experience driven decision-making.
What future destination are you heading towards?
The next phase of our journey is about scale and impact. Within five years, I envision taking MULTIGEN INDIA to new heights where it is recognized as one of the top five players in both Bangalore and Hyderabad. These are the two markets where we are currently concentrating our growth and long-term investments.
What advice would you offer to upcoming leaders?
My motto in life remains to act on a timely basis as a delay in making decisions kills a company’s value. Decisions indeed can put a person on a clearer path and in most instances, this means that even though some of the decisions may go astray, they can be rectified on course. What is essential is discipline in backing a decision and making it work.
Vivek Singhal, Co-Founder & CEO, Multigen India
Vivek Singhal has established his credentials in the construction sector and fosters a vision for the future of real estate. Vivek, a Co-Founder and CEO of MULTIGEN INDIA, has studied civil engineering from NIT Surat and an MBA from IIT Roorkee. His strength lies in his rare combination of analytical, executional, and visionary skills, which help him produce positive and sustained value for all stake holders.
•Hobbies: Architectural interests
•Favourite Book: Bhagavad Gita & The Fountain head
•Favourite Travel Destination: Dubai, Krabi and Goa
•Favourite Cuisine: Home-style preference; local exploration
•Awards and Recognitions: Won the prestigious Pathfinders Award for the Most Enterprising CXO, at the 13th National Award Edition of India's largest and most credible Estate Awards 2021, hosted by Franchise India.
I focus on encouraging others to step out of their comfort zone to make things happen. My goal is to create a team of hustlers who are prepared to adapt and grow with the organization.
How do you view the integration of younger professionals into today’s work force?
I view the integration of younger professionals as a significant advantage for any organisation. They bring fresh perspectives, adaptability, and a natural comfort with evolving tools and technologies. When this energy is guided by clear processes, strong mentorship, and accountability, it creates teams that are both agile and outcome-oriented. The real opportunity lies in enabling younger talent to translate ideas into execution while learning from experience driven decision-making.
What future destination are you heading towards?
The next phase of our journey is about scale and impact. Within five years, I envision taking MULTIGEN INDIA to new heights where it is recognized as one of the top five players in both Bangalore and Hyderabad. These are the two markets where we are currently concentrating our growth and long-term investments.
What advice would you offer to upcoming leaders?
My motto in life remains to act on a timely basis as a delay in making decisions kills a company’s value. Decisions indeed can put a person on a clearer path and in most instances, this means that even though some of the decisions may go astray, they can be rectified on course. What is essential is discipline in backing a decision and making it work.
Vivek Singhal, Co-Founder & CEO, Multigen India
Vivek Singhal has established his credentials in the construction sector and fosters a vision for the future of real estate. Vivek, a Co-Founder and CEO of MULTIGEN INDIA, has studied civil engineering from NIT Surat and an MBA from IIT Roorkee. His strength lies in his rare combination of analytical, executional, and visionary skills, which help him produce positive and sustained value for all stake holders.
•Hobbies: Architectural interests
•Favourite Book: Bhagavad Gita & The Fountain head
•Favourite Travel Destination: Dubai, Krabi and Goa
•Favourite Cuisine: Home-style preference; local exploration
•Awards and Recognitions: Won the prestigious Pathfinders Award for the Most Enterprising CXO, at the 13th National Award Edition of India's largest and most credible Estate Awards 2021, hosted by Franchise India.