To build credibility, you have to be at the top of your game

Meet Rohan Suryavanshi, all of 28 years old and Head, Strategy & Planning at Bhopal-based Dilip Buildcon. The young scion looks very much like a chip off the old block.
What are the changes you have implemented at the group since you took over?
Ever since I have joined, I have been focusing on moving from a family managed business to a professionally managed business. We want to be the best company in our sector in India. And to translate that vision into reality, we need the best people and the most robust systems. I have worked on improving the HR department in the company and the benefits that we offer to our employees. We also focused on training our workforce and constantly upgrading their skills. Similarly, we worked on improving the reporting and transparency within our different functions so that each department is aware in advance what is expected of them and can track it 24/7. I also focused on bringing the best specialists for different parts of the business like audit, taxation, legal, engineering and other domains.

What are the key challenges you faced and how did you overcome these?
My biggest challenge was building credibility. Only after I had built credibility, could I bring about change. To build credibility, you have to be at the top of your game and show that you are contributing uniquely. I was able to build my team’s confidence by working with and learning from them and then by suggesting changes that immediately translated to monetary savings.

What are the important projects you have supervised?
I am on the planning and strategy side. I don’t look at a particular project. I evaluate and monitor each and every project of the company.

What are the secrets to completing projects ahead of time?
What we do is now in our DNA. It’s not magic or luck but a very efficient designing of our business, built on our strengths. Firstly, a total understanding and control of the whole construction process, from bidding to handing over the project after completion. We are extremely intensive in our due diligence when we are bidding for a project, as getting the right project at the right price is very important. After we win a project, we have specialized teams that handle different aspects of the business effectively and efficiently. We do everything in-house and don’t sub-contract anything. We own all the equipment that we use and have only our employees running them. We constantly monitor our projects. All these eventually lead to completing project after project before time and winning early completion bonuses.

What is the best part of your role?
My role is to make long-term policies, which impact the future of the company. I get to set the vision of the management to the entire company. Besides this, I get to interact with the best professionals and learn from them which is a very rewarding process.

What are the pitfalls?
I don’t see any drawbacks.

What has been the turning point in your life?
Getting my MBA from The Wharton School, University of Pennsylvania was the turning point.

What is single most important training that you impart to your team?
Be honest, be upfront and be transparent. Give your 100 per cent in all that you do and don’t give up. The reason for our company’s success has been our hardworking employees.

What is the best way for you to unwind?
Sports or any kind of outdoor activity.

If not an infrastructure developer, what would you be?
I would have liked to serve the country in some way.

– Rouhan Sharma