Sanjiv mehta biography template pdf

By decentralising decision-making, he has made it easier for Hindustan Unilever to operate with the speed and swiftness of his smaller rivals. After studying law I vectored towards journalism by accident and it's the only job I've done since. It's a job that has taken me on a private jet to Jaisalmer - where I wrote India's first feature on fractional ownership of business jets - to the badlands of west UP where India's sugar economy is inextricably now tied to politics.

I'm a big fan of new business models and crafty entrepreneurs.

Sanjiv Mehta is an India-born British

Fortunately for me, there are plenty of those in Asia at the moment. The chairman and managing director of HUL was pushing through the biggest decentralisation of decision-making the company had seen. The only points of discussion were the valuation and the final clearance to do the deal. Today Patanjali rarely features in the questions.

Mehta has steered the company through demonetisation and the introduction of the Goods and Services Tax. At the same time rural demand cratered on account of the monsoon failing in and The reduction in oil prices and benign food inflation were tailwinds. So while sales rose by 5. To get a sense of how vast HUL has become one needs to consider that its profits are now more than the sales of rivals Marico, Dabur and Godrej Consumer Products.

The most important development had been the trebling of rural direct distribution reach, which allowed HUL to reap rich rewards with increased rural spending on consumer products. The new consuming class had emerged. Clearly Mehta had a tough act to follow in keeping this juggernaut rolling. He also spent his first days travelling the length and breadth of the country visiting customers, dealers and talking to analysts and the competition to form his own impression of the company.