I spent fifteen years in manufacturing engineering — two at Cummins, thirteen at Apple — and a good part of that time setting up manufacturing operations in India and building the systems it took to make products to the standard those products demanded. What I saw on those floors is the reason this company exists.
The desire to work hard was never missing. What was often missing was the meticulousness a job demands, the habit of solving a problem rather than simply getting past it, and the instinct to own an outcome completely. I came to believe that this wasn't a problem of ability. It was a problem of systems, culture and training. When people are given a clear standard, the tools to reach it, and the expectation to own the result, the quality of what they produce is remarkable.
Those were exactly the things my career instilled in me — some through leaders I was lucky to work under, and some simply through the way I'm wired. And I kept noticing, in the everyday objects I picked up, that the same quality was absent from the things we make for ourselves.
I can't change a whole country. But I can build a company that demonstrates what attention to detail in design and manufacturing can look like — and help the people and manufacturers we work with build to that same standard. I believe in equipment and products made here, by people here, to a standard that needs no apology.
In ten years, I want Truwo to be a household name — and a source of pride for India for the quality of what it makes. That's the plan.
