Nirmal Kumar Minda Managing director, NK Minda Group

He compares himself to Kabir Khan of Chak De India, the coach who binds his team together, sweeping aside petty differences and leading the underdogs to glorious heights. Nirmal Kumar Minda, too, had to grapple with the egos, likes and dislikes of various people around him. And that, at the tender age of 17, when most people play cricket or hang out with friends.

“But looking back, I have no regrets. My father was ill at the time and I, being the eldest, had to step into his shoes,” says Minda, managing director, NK Minda Group, a leading auto component manufacturer.

Minda was lucky in a way; he did not have to start the business from scratch. “There was not much to do other than putting things in shape,” he says. “Learning the ropes and gaining the trust of customers and employees were the immediate challenges.”

However, he also points out that things weren’t handed to him on a platter. “It was a rollercoaster ride. I was studying at the time and was not at all prepared to take over the family business. It was more of a compulsion for me.”

Would he have chosen to be something different had the responsibility not been thrust on him? “No, I wouldn’t,” he responds. “We were groomed to enter the business. It’s only that it was too early for me. Looking back, there are no regrets and I have thoroughly enjoyed my journey.”

Back in 1974 when Minda joined the family business, after passing out of Ram Roop Vidya Mandir in New Delhi, the company used to operate in a traditional manner. Technology was a threat. The Minda Group was rejected by one of the leading motor vehicle manufacturing companies. Things were bleak at the time; modernisation was a must.

The obstacles were in terms of getting finance, as credit was not easily available. Monopolies were the order of the day.

“Business was hard to come by, unless one had connections. There was hardly any professionalism and one had to become part of the coterie to get work,” says Minda.

He feels that his inherent leadership skills helped him steer the Minda Group from a five-person organisation to a conglomerate that has 4,000 plus employees and 19 manufacturing facilities in India as well as one in Indonesia. “I attribute my success to my education at school and college where I learnt leadership skills.” What does leadership mean to him? “The ability to build a team and a feeling of togetherness,” he replies promptly.

In 1974 the turnover of the group was Rs 7 lakh; today it is going to touch Rs 1,000 crore. “We decided to focus on quality and each failure only fuelled our determination,” says Minda. This entrepreneur has enjoyed many successes. But recognition from the Maruti Group in 1987 remains etched in his mind as the most memorable event of his life.

Minda believes in being the leader in whatever he does and sets the benchmark for others to follow. “I had never envis- aged such growth when I started out and now I want the Minda Group to be a global player.”

Honesty, commitment and timely delivery of products are his success mantras. “I want to build the group into a technological powerhouse and a mentor for other companies in the auto component sector.”

Minda neither fears nor scorns competition; he respects it. “I learnt that in business it always pays to have ethical values and show respect to your competitors.” He believes that the Indian auto industry has great potential.

“The low cost of production combined with a technically sound workforce gives us an edge over other auto manufacturing hubs in the world.”

Away from work, Minda prefers to spend time with family and friends. “My granddaughter is a great stressbuster and I try to catch up with her as much as possible. Watching old movies and listening to music are other favourite pastimes.”

Busy though he is, Minda takes out time to give back to society. “Besides being involved in a number of charitable organisations, we run an orphanage called Minda Balgram which supports 80 destitute children.” The group also has a primary school — Minda Vidhya Niketan.

Minda believes that all entrepreneurs suffer from one weakness — the inability to let go. But he will, he says, when he begins to feel that he is losing the Minda’s touch.

Based on a conversation with Devlina Ganguly in Calcutta