Started with Cable TV

My journey began in the year 1988, a pivotal moment that marked the inception of Su-kam. At that time, I embarked on my first venture, which surprisingly was not in the realm of power inverters as many may associate with the Su-kam brand today, but rather in the innovative field of Cable TV Systems. This unexpected beginning is not just an intriguing fact; it plays a crucial role in understanding the rich history of Su-kam and its evolution over the years. In those early days, Su-kam concentrated on small-scale projects that laid the foundation for what was to come. We primarily focused on the installation of Master Antenna Television (MATV) and Community Antenna Television (CATV) systems specifically tailored for hotels and apartment complexes. These systems were groundbreaking at the time, involving the intricate setup of shared antennas and VCRs capable of distributing television signals seamlessly throughout buildings. This innovative approach meant that multiple units could enjoy the same high-quality television content without the need for each household to have their own individual connections to service providers. During this period, the landscape of entertainment in India was undergoing rapid transformation. Cable television emerged as a revolutionary concept that changed how people consumed media. At that time, Video Cassette Recorders (VCRs) were quite expensive to purchase, and renting cassettes signified a recurring expense that many households sought to minimize. In stark contrast, cable TV presented an attractive, more economical solution that allowed multiple households to watch the same film using a single VCR. This was made possible through a cleverly designed cable network that distributed the signal efficiently, thus opening up a new realm of possibilities for entertainment consumption. Recognizing and capitalizing on this exciting market opportunity, I made a strategic decision to transition Su-kam into the cable TV business. This pivotal shift involved the manufacturing of essential components that included amplifiers, modulators, and directional couplers. This transformation marked my entry into the world of small-scale manufacturing, providing an avenue through which we could not only support our services but also stimulate local industry. To execute this transition effectively, I assembled a dedicated and skilled team committed to producing these vital parts. Together, we worked tirelessly to install cable TV systems for local providers, ensuring that we delivered high-quality services to our clients while fostering growth within the sector. This initial venture into cable television was not just an entrepreneurial journey for me; it was the beginning of a broader vision that would eventually expand into the widely recognized company Su-kam is today.

My Su-kam Awakening: Embracing Entrepreneurship

This section chronicles my early entrepreneurial journey, which was not only brimming with ambition but also characterized by a relentless pursuit of technological advancements that would shape my future endeavors. Throughout these formative years, I encountered numerous pivotal experiences that marked significant milestones in my career trajectory. Here are some key highlights that illustrate the breadth of my journey:

Exhibition Exposure: From the very beginnings of my career, I recognized the immense value in participating in industry exhibitions. I actively sought out opportunities to engage in events both domestically and internationally, including significant exhibitions in locations like Hong Kong and Singapore. These platforms provided me with invaluable exposure to the latest industry trends, as well as networking opportunities that were crucial in forging connections with other industry professionals and potential partners.

A Rare Find: A particularly formative moment occurred at a 1992 exhibition, where fate smiled upon me as I had the chance to acquire a Spectrum Analyzer, an essential tool for my work, at a substantially discounted price. However, the process of securing its release from customs soon turned into a bureaucratic nightmare. Navigating through layers of red tape and incurring hefty duties posed a significant challenge, testing my resolve and resourcefulness in the face of adversity.

Investing in the Future: Despite the exorbitant cost of procuring high-quality equipment, I made the strategic decision to invest in an Anritsu Spectrum Analyzer which was my second spectrum analyser. I firmly believed that prioritizing quality control over immediate financial benefits would yield long-term advantages in my business operations. This investment was a testament to my commitment to excellence, underscoring my determination to equip myself with the best tools available in the market.

Distribution Network and Brand Building: My venture into the broadcasting domain began to take shape when I secured distributorship for Echostar’s satellite receivers. This partnership was not merely a business arrangement; it opened significant doors for me within the broadcasting network, notably with Doordarshan. My responsibilities included supplying a variety of materials and establishing a robust Dish Antenna network across various Air Force and Army stations, which bolstered my standing as a reliable distributor in the industry.

Independent Operator Aspirations: Alongside my distribution efforts, I also embarked on an independent journey by running my own cable TV business at Subroto Park Air Force Station. This role allowed me to manage subscriptions and cultivate a local brand that thrived on positive referrals from satisfied customers. Building a reputation in this market taught me invaluable lessons about customer service and the importance of community engagement.

Shifting Landscape: The 1990s ushered in a transformative era in the cable TV landscape, marked by the entrance of major players like City Cable. These established entities favored imported hardware, which led to a significant shift in the industry dynamics. Smaller, local manufacturers, including those I had previously collaborated with, found themselves struggling to compete against these larger corporations, prompting me to reassess my business strategies.

Digital Dream: The increasing demand for technological upgrades became tangible during this period, prompting me to seek collaboration with a Canadian tech company to develop an innovative digital compression set-top box. Despite pouring significant investments into this ambitious project, I regrettably encountered insurmountable challenges due to the inexperience of the startup team involved. This setback was disheartening but served as a crucial lesson in the importance of experience and expertise in executing technological innovations.

Reflecting on these experiences, even though the venture ultimately did not succeed, it reinforced my unwavering commitment to continuous technological innovation. This relentless drive for “Technology, Technology, Technology” became the defining mantra of my early years as an entrepreneur. As I look back today, with the benefit of accumulated experience and maturity, I recognize that while my perspective has evolved, the importance of staying ahead of the curve in technology and innovation remains as paramount as ever.

Echostar satellite receiver distribution in Su-kam

The Accidental Inventor: Su-kam’s Journey

In 1998, a personal encounter with a malfunctioning inverter not only sparked my interest in the industry but also ignited a passion for understanding the underlying technology that powers these essential devices. Frustrated with the subpar performance I experienced and the lack of technical knowledge displayed by the service technicians I had consulted, I made a decisive choice to delve deeper into inverter technology and its intricacies. This was not merely a technical challenge; it was a journey that would reshape my career and understanding of electrical systems. Upon disassembling my inverter, I was surprised and somewhat disappointed to find that its design was incredibly rudimentary, characterized by a single-sided printed circuit board (PCB) and dated transistor-based technology that seemed inadequate for modern applications. My background in manufacturing sophisticated PCBs for satellite receivers shone a light on what I believed to be a significant opportunity in the inverter market, which was seemingly plagued by unreliable and outdated products that failed to meet the rising demands of consumers. Seizing this opportunity, I embarked on a new venture that involved extensive experimentation with inverters that utilized advanced MOSFET technology. This was a groundbreaking shift away from the traditional transistor-based designs that dominated the market at the time. Through diligent research and development, I stumbled upon inverters that were being used in recreational vehicles throughout the Western world. These innovative devices were specifically designed for off-grid applications and boasted advantages such as double-sided PCBs and the implementation of MOSFET technology, which I recognized as a promising avenue for significant innovation and improvement in inverter performance. Thus, I found myself at the forefront of a technological transformation that had the potential to alter the future landscape of inverter technology, paving the way for more reliable, efficient, and sophisticated energy solutions.

RV van fitted with Inverter

Kolkata dominated the early inverter market, with transistor-based circuits being the standard. However, I recognized the limitations of this technology and sought to innovate.

Our initial inverter design was a modular board, similar to a computer motherboard, allowing for easy repairs and upgrades. Developing a stable and functional model required extensive experimentation and iteration over two years. We faced numerous challenges, including frequent MOSFET failures and excessive noise. Through perseverance and continuous refinement, we addressed these issues and created a more reliable inverter.

A key breakthrough was the development of robust protection circuitry to safeguard the inverter from heavy loads and inrush currents. This feature, previously lacking in existing inverters, significantly enhanced durability and user safety.

Compared to transistor-based inverters, our MOSFET-based design offered several advantages. It was more compact, operated on a single battery (reducing installation and maintenance complexity), and provided more precise battery charging control.

Additionally, we introduced a distinctive black chassis, defying conventional market preferences for brighter colors. This unconventional choice ultimately became an industry standard, demonstrating our ability to challenge norms and set new trends.

First Inverter look designed by Su-kam by Mr. Kunwer Sachdev

This is the first Brochure we designed and the First Newspaper News coverage of our Product

First Inverter catalogue designed by Su-kam in the Inverter industry by Mr Kunwer Sachdev

First Inverter look designed by Su-kam by Mr. Kunwer Sachdev

First newspaper news of Su-kam Inverter

First newspaper cutting of Su-kam

Recognizing the great potential of our inverters, we started by testing them in small installations at friends’ homes and some cable TV locations. These early projects helped us understand how our technology worked in real life and allowed us to get direct feedback from users. From these discussions, we found areas for improvement, which helped us refine our product to better meet customer needs. As we became more confident in our inverters, I decided to close my cable TV business in 2000. This was a major turning point for me, as I believed the inverters offered better growth opportunities and fit my long-term business vision. Even though mentors advised me to keep the cable business for steady income, I chose to sell my equipment to someone passionate about the technology. This decision showed the difference between the skills needed for manufacturing and those for sales and distribution, emphasizing the importance of matching one’s skills with business needs. With a clear focus on building the inverter business, I invested in advanced power electronics testing equipment to boost our development. I also looked for talented individuals who could significantly help us, choosing to mentor less experienced people in the industry rather than hiring industry veterans. Looking back, I attribute much of my success to our innovative technology and my ability to connect with people personally and motivate them. Through my experiences, I’ve learned to value those who show a strong work ethic and promote a culture of teamwork and continuous learning. While I’ve made mistakes, they have been crucial lessons that strengthened my commitment to improvement and adaptability in facing challenges. Working closely with diverse teams across research and development (R&D), manufacturing, sales, service, purchasing, and marketing has expanded my understanding of various perspectives and work styles. I’ve noticed many professionals prefer to stick to their specialties and resist changes in their roles. Luckily, my experiences have allowed me to learn from many knowledgeable people, which has improved my skills. A major highlight in my journey was when a respected article about Su-kam was published in The Times of India. This recognition brought immense joy not just to me but also to my dedicated team and supportive friends. It marked a significant uplift in our company’s visibility and credibility, opening doors for new opportunities and further growth.

Initial Selling of Inverters

Establishing a distribution network for inverters was initially challenging. To overcome this, I formed a team of telemarketers who contacted potential customers using the Yellow Pages directory. I also targeted existing cable TV dealers and customers, leveraging my existing network.

Direct sales to consumers proved profitable, allowing us to control installation and maintenance. After successfully deploying 500 inverters, I gained confidence in our technology and began focusing on building a distribution network.

The primary goal was to partner with existing inverter and battery manufacturers as they possessed the technical expertise to repair our products. However, convincing these manufacturers to become distributors was not easy. I visited them, demonstrating the product’s features and highlighting its unique selling points: single battery operation, MOSFET technology, compact size, and modular design.

These features were groundbreaking, attracting attention and inspiring competitors to copy our model. However, our continuous innovation and commitment to quality ensured we stayed ahead of the curve. I oversaw customer complaints, analyzing the root causes and implementing corrective measures to improve our product and processes. This meticulous approach allowed us to refine our testing parameters and document best practices.

Second inverter model

I adopted the practice of naming our inverter models, which led to some becoming well-known. However, I missed an opportunity to create independent brands for these models, separating them from the Su-kam umbrella. This approach would have enhanced brand differentiation and reduced confusion among consumers.

Additionally, our focus on model names overshadowed the broader brand and product categories, creating challenges for consumers and hindering effective marketing.

One notable innovation was introducing a digital display, a first in the industry. This feature provided users with a clear overview of all inverter functions. At a time when LCDs were a rarity in inverters, our achievement was significant.

Electronic generator by Su-kam

Setting up the R&D

Recognizing the importance of innovation, I established a small R&D centre. Over time, this team expanded as we invested in testing equipment and dedicated resources to technological advancement. However, building a capable R&D team proved challenging, as finding experienced engineers who could independently develop new products was scarce.

I encountered resistance to experimentation and failure within the Indian engineering culture, where job security often took precedence over innovation. I worked diligently to foster a mindset that embraced risk-taking and learning from mistakes.

While I successfully created a culture of innovation and product development, I regret failing to instil a sense of ownership in the R&D team. Many engineers lacked pride in their creations and struggled to see the impact of their work, which hindered their motivation and potential.

Leadership and team dynamics were additional challenges within the R&D department. Finding a suitable leader was difficult, and I often found myself taking on managerial responsibilities. Despite efforts to hire and train new talent, many left due to a lack of strong leadership and a culture of nepotism.

My experience in R&D taught me valuable lessons, including the importance of continuous learning, fostering a collaborative environment, and addressing the challenges of managing experienced engineers. I observed firsthand how a fear of change and a focus on maintaining one’s position can hinder both individual and organizational growth.

One notable example of my approach to innovation was addressing a customer complaint about inverter overload. Introducing a multi-stage overload protection system gave customers more flexibility and control, preventing accidental shutdowns.

Through my experiences, I realized that many engineers lose their drive and curiosity once they achieve job security. They may become complacent, neglecting personal growth and failing to adapt to changing technologies. For instance, an engineer who relied on outdated Assembly language programming hindered the team’s progress and created challenges for new engineers.

In India, a prevalent challenge is the tendency of individuals to hoard knowledge and avoid sharing information. This mindset creates silos and hinders collaboration. Overcoming these cultural barriers is essential for building effective R&D teams.

My journey in R&D has equipped me with valuable insights into technology development, team management, and overcoming organizational challenges. These experiences will be invaluable as I continue to lead and innovate in the future.

Books written Kunwer Sachdev

Porus Munshi’s book, “Making Breakthrough Innovation Happen,” challenged me with insightful questions about fostering R&D and innovation at the time. Initially, my understanding of innovation was limited. However, through this experience and my dedication to building a culture of innovation in India, I’ve become a more well-rounded individual. I’ve also honed my interpersonal skills, which will be valuable when I write my book on fostering innovation within organizations. Innovation, I’ve learned, transcends R&D, permeating every aspect of life. It’s all about shifting mindsets and embracing change – the only constant. Notably, three different authors have included a chapter about me in their books, reflecting how my knowledge, experience, and perspective have evolved. As I continue to learn and grow, I wouldn’t be surprised if an entire book is dedicated to my experiences in the future.

I still remember that the efforts put in by the VVDN founders to collaborate with us were phenomenal. They are the founders of a company called VVDN, and they visited my RnD and wanted to collaborate with us on many projects. I was also interested in doing the same, but in our RnD, the culture of collaboration needed to be added, and today, VVDN has become such a big company.

Innovation Drives Success: The Chic Inverter Story

Following our successful market penetration in 2002, we strategically increased pricing by introducing subtle aesthetic and functional enhancements, solidifying our brand’s position in the market.

A pivotal moment in our product development was the creation of the plastic inverter. Inspired by customer complaints about the safety hazards of metal inverters, particularly in damp conditions, we decided to design a safer alternative.

Overcoming initial scepticism from our R&D team, we developed a plastic inverter that could withstand the high temperatures generated by the internal circuitry. By incorporating a temperature sensor and making necessary circuit modifications, we ensured the inverter’s safety and reliability.

The GE plastic division played a crucial role in providing the innovative PC ABS material, which was relatively new to the Indian market. We named the product “Chic,” a term associated with beauty and appeal, reflecting our confidence in its design.

The launch of the Chic inverter was a resounding success, marking a turning point in the industry. The product’s innovative design and attractive name contributed to its popularity, demonstrating the power of effective branding.”

Chic inverter model by Su-kam idea of Mr. Kunwer Sachdev

First plastic Inverter by Su-kam

Whenever I created any product or model, I always gave a name to it. So I made a lot of model names, and a few of the models acted as brands in themselves. This Chic Inverter became such a big hit inverter model that India Today gave us an innovation award. It was said to be the decade’s innovation in India. We launched this Inverter in 2003; most customers have used it for over 20 years.

Now another situation arrived: plastic granules were being imported from outside India, and metal was becoming very cheap. It was getting out of our hands, and margins were shrinking, so we wanted to shift to metal which became a challenge as our identity became plastic InverterInverter.

In 2003, I started working on a plastic inverter called Chic. It took one year for me to develop that model with the help of the international company GE Plastics. After many designs and changes, we made a superior-grade plastic that could withstand 120 degrees Celsius.

Here I want to mention another fact, when we launched this product, one of our competitors found the exact look inverter in Plastic by copying our design, which started burning into the market. He got a bad name, and later on, we filed a case against them in court, and we lost as they proved in court that we filed the design patent after launching the product, which was the first lesson learnt by me in the Intellectual Property rights as this was my first direct fight on IP.

Inverter – FairyQUEen: A Journey of Ambition and Lessons Learned Building on the notable success and positive reception of our Chic inverter model, we proudly transitioned into the realm of creative innovation with the introduction of the FairyQueen model. This unique inverter was artistically designed to resemble a locomotive engine, infusing a sense of nostalgia and charm into the modern home environment. The FairyQueen was not merely a functional appliance; it was intended to be a stylish and visually appealing addition, particularly aimed at enhancing the aesthetics of bedrooms and personal spaces, making them not just functional but also delightful places of relaxation and inspiration. However, despite our best efforts involving extensive testing, rigorous validation, and meticulous planning, the launch of the FairyQueen encountered a significant hurdle: packaging issues. This unforeseen oversight in the packaging design and execution led to numerous damaged products during shipment. Consequently, these incidents resulted in a palpable loss of customer confidence and trust in our brand. What was meant to be a triumphant entry into the market turned unexpectedly sour, serving as a stark reminder to our team about the paramount importance of meticulous attention to detail across all facets of product development, particularly in the face of prior successes. While the FairyQueen’s innovative design and aesthetic appeal were undoubtedly striking and would have set new standards in the market, the unfortunate packaging flaw became an insurmountable obstacle that overshadowed its launch. This model’s failure proved to be a significant setback for our company, yet it simultaneously offered valuable insights and lessons regarding risk management. We learned the critical importance of comprehensive quality control processes and the vital role that effective packaging plays in ensuring customer satisfaction and the overall success of a product. As we move forward, this experience will serve as a foundational pillar guiding our approach to future launches, as we aim to harmoniously blend innovation with dependability in our product offerings.

Beautiful Fairy Queen Inverter in the image and also Point of Sales I made in the year 2004 as all thePoint of Sales POS were being imported at that time, and I wanted to make it in India and sell it at a cost-effective pricing with Indian customized features and sold more than 100 pieces but somehow couldn’t make it a success.

Revolutionizing Inverters: India’s First Sinewave Technology

Our initial inverters generated a square wave output, causing a bothersome humming noise in appliances and reducing their lifespan. Determined to offer a better solution, I embarked on a challenging journey to develop India’s first sinewave inverter.

Initially, we faced internal resistance. However, by creating two R&D teams and offering equal rewards, we sparked healthy competition. One team, led by a newly hired engineer, built a prototype using DSP technology. While this version had limitations, it paved the way. Through collaboration and perseverance, the existing team developed a more reliable single-battery sinewave inverter based on a standard microcontroller within a year.

Marketing this innovative product presented another hurdle. Dealers weren’t familiar with sinewave technology. To bridge this gap, I organized dealer meetings, personally demonstrating the benefits using testing equipment. This hands-on approach, combined with the significant achievement of creating the first indigenous sinewave inverter, resonated with dealers.

Building on Innovation and Risk-Taking

This success fueled our export ambitions, as China lagged behind in this technology at the time. Looking back, I realize my natural tendency to embrace risk and explore new avenues. While many in India were risk-averse, I thrived on pushing boundaries. This passion for innovation became the cornerstone of my work, shaping not just our inverters but also my personal life.

Small UPS for Desktop Computers

“We pioneered the development of compact UPS systems specifically designed for computers. Our early models, introduced around 2003, offered extended backup times, catering to the growing demand for reliable power solutions. We were also the first in India to produce pure sinewave UPS, a significant technological advancement.

However, despite our innovative contributions, we faced challenges in establishing a distinct distribution channel for UPS products. This oversight limited our market penetration, preventing us from receiving the recognition we deserved for our technological achievements.”

In 2004, I ventured into a new market by developing domestic point-of-sale (POS) systems. This was a departure from the imported models dominating the market at the time. While successfully selling over 100 units, I ultimately faced challenges in scaling the business.

The lack of a dedicated sales, service, and R&D team proved to be a significant obstacle. This experience taught me valuable lessons about the importance of focused business strategies and specialized teams for long-term success.”

A Tale of Innovation: Our Solar Home Lighting Journey

Inspired by the widespread adoption of Chinese solar home lighting systems abroad, I sought to create a superior alternative. Upon returning to India, I presented my R&D team with a sample and challenged them to develop a more reliable and feature-rich system.

We successfully designed a product with multiple lights, a radio, and mobile phone charging capabilities. However, the initial design lacked aesthetic appeal. Through iterative design and development, we eventually created a visually appealing and functional product.

Despite our technological advancements, market challenges hindered our success. The ecosystem of suppliers was not conducive to innovation, and the company faced significant development costs. Additionally, internal factors, such as a lack of alignment between sales and marketing teams and a focus on individual advancement rather than company goals, hampered our efforts to promote the product effectively.

While the solar home lighting system had the potential to establish India as a leader in this field, its commercialization was hindered by these obstacles.”

Birth of Home UPS

I championed the development of innovative technologies, including the groundbreaking Home UPS. Launched in 2005, this product revolutionized the industry by offering seamless switchover between grid power and backup, ensuring uninterrupted operation of computers and TVs.

Despite facing challenges related to material costs and internal resistance, I persisted with the Home UPS project. We addressed cost concerns by introducing a new model with a metal chassis and plastic front while maintaining our premium positioning.

To further differentiate the Home UPS, we implemented a unique feature that allowed users to select between computer and standard load modes. This innovative technology and a strategic reduction in sales tax positioned the Home UPS as a compelling alternative to traditional inverters.

Despite initial scepticism from competitors, the Home UPS’s superior performance and benefits quickly gained traction. Within a year, the industry adopted the term “Home UPS” to describe similar products, acknowledging Su-Kam’s pioneering role.

The Home UPS became a defining moment in Su-Kam’s history, demonstrating our ability to drive industry change through innovation and strategic thinking.”

Innovation with LED indications

Our initial LED indicators were fundamental, but we envisioned leveraging inverter technology for a more informative display. Inspired by aviation technology, we developed a cost-effective solution that displayed charging and battery status. One day, I was travelling to Mumbai from Delhi, and it sparked in my mind why not use this kind of image in our Inverters and UPS. I started working on the ways with my RnD team, and we developed a prototype for this kind of display, making it very cost-effective.

This innovation quickly became an industry standard as competitors imitated our approach. As that time I did not got this design patented so every one in the industry copied that idea and it became the industry norm.

While we faced challenges in perfecting certain technologies, our focus on quality and reliability established Su-Kam as a trusted brand. Our products’ durability and low maintenance requirements, while initially frustrating dealers who relied on after-market services, ultimately solidified our reputation.”

Power guard for homes and offices

I spearheaded the development of a revolutionary power protection device designed to replace traditional stabilizers. This innovative product offered superior protection against voltage surges, dips, and fluctuations, safeguarding valuable home and office appliances.

We successfully introduced this technology to the market, creating significant demand both domestically and internationally. Recognizing the growing need for advanced power protection in urban areas, we also developed a Wi-Fi-enabled Power Guard. However, despite its potential, this product failed to gain traction due to market conditions and timing.

The Power Guard, designed to protect against voltage variations and spikes, was ahead of its time. As power quality improved in many cities, the immediate need for such a device diminished. Nevertheless, we offered two models—a compact 6-amp version for smaller appliances and a 16-amp model for air conditioners—to cater to diverse customer needs.”

Designing of high-capacity inverters

The success of our small inverters disrupted the market for small generators. To capitalize on this momentum, we embarked on a challenging journey to develop high-capacity inverters.

Lacking existing models or blueprints, we turned to our online UPS technology for inspiration. Despite difficulties in acquiring IGBT components, we successfully designed and built a 5KVA IGBT-based inverter.

Scaling up to higher capacities presented new challenges, particularly in terms of battery management and installation complexity. The sheer size and weight of these inverters, coupled with the need for frequent battery maintenance, made installation difficult for traditional dealers.

To address these issues, we established a dedicated service team to handle installation and maintenance. However, training dealers proved challenging, as many lacked the necessary expertise. The complexities of installing high-capacity inverters often lead to conflicts between dealers and customers.

Despite these obstacles, we continued to develop higher-capacity inverters, focusing on improving efficiency and reliability. While I was unable to complete certain projects during my time at Su-Kam, our innovations laid the groundwork for future advancements in the inverter market.”

Battery Equalization for Lead Acid Batteries and called BMS for Lead Acid Battery

Our Battery Management System (BMS) was a pioneering solution for the inverter UPS industry. Developed in 2005, it addressed the common problem of battery bank imbalance, significantly reducing battery life.

I initially recognized this issue when testing inverters at my home. Despite using four high-quality batteries, I experienced premature failures due to mismatched battery ages. This led us to develop the BMS, which ensures equalized charging and discharging, prolonging battery life.

While the BMS was initially met with scepticism, particularly among dealers who preferred using single batteries, its benefits became evident. We successfully implemented the BMS in various applications, including golf carts and telecom towers, demonstrating its effectiveness in managing diverse battery types.”

Power On Wheels demo Truck for showing high capacity Inverter.

To showcase our advanced inverter technology, we created a mobile demonstration unit: the Power On Wheels truck. Despite logistical challenges, including a heavy battery bank and limited truck capacity, we successfully used this platform to promote our inverters across India.

While the Power On Wheels truck served as a valuable marketing tool, it faced operational difficulties, such as frequent battery failures. These issues hindered our ability to consistently demonstrate the inverter’s capabilities, limiting its effectiveness in attracting generator sellers.

Despite these setbacks, the Power On Wheels truck played a significant role in raising brand awareness and informing the market about the potential of large-scale inverters.”

Touch Screen PCU

Our pioneering touchscreen solar PCU, a groundbreaking innovation at the time, was unfortunately hindered by a critical software flaw. Despite significant investment and external expertise, this oversight prevented the product from achieving its full potential.

The touchscreen interface, a feature that would have revolutionized the industry, was compromised by the software issue. While we successfully developed and deployed a limited number of units, the product’s overall performance was hindered.

This setback was particularly disappointing given the potential for international market penetration. The touchscreen technology, as demonstrated by the success of Apple products, had the power to transform the industry. Unfortunately, our failure to address the software issue prevented us from capitalizing on this opportunity.”

Matrix Inbuilt Inverter

We designed an Inverter with a builtin SMF battery and this model was very heavy as it had 150AH SMF battery was built in and transportation was a challenge and batteries didn’t last long.

Tractor Inverter

Collaborating with Escorts Tractors, we developed a specialized inverter designed to integrate seamlessly with their tractors. This innovative solution aimed to address the critical issue of power shortages in rural areas.

The inverter, engineered to withstand harsh environmental conditions, was IP67 compliant and capable of operating in dusty and muddy environments. By connecting the tractor’s battery to the inverter, farmers could access reliable power for their homes and fields, even in remote locations.

This groundbreaking technology offered farmers a convenient and sustainable power source, empowering them to overcome the challenges of limited grid access.

Lauch Of Automotive batteries

Automotive batteries

Our innovative automotive battery range, developed over a year, successfully penetrated the market. However, we encountered significant challenges in providing adequate after-sales service.

The service team, comprised of a mix of experienced and inexperienced personnel, struggled with internal conflicts and a lack of leadership. These issues, coupled with outdated systems and processes, hindered our ability to deliver effective service.

The decline in service quality negatively impacted our brand reputation and customer satisfaction. Despite our technological advancements, the failure to provide reliable service ultimately limited the long-term success of our automotive battery business.”

Automate Truck and Tractor Brochure

Telecom inverter

Our telecom inverter, designed to replace generators in tower installations, offered a promising solution. However, the project was ultimately hindered by the poor quality of SMF batteries manufactured at our Baddi facility.

Despite the inverter’s potential, the unreliable batteries limited its effectiveness. This setback represents a missed opportunity to establish a strong presence in the telecom market.”

The Easyday stores power backup, a joint venture between Bharti and Walmart.

Our custom-designed inverters for Walmart stores integrated seamlessly with generators to provide reliable backup power. Despite the project’s success, we faced challenges in executing it due to a lack of dedicated project teams.

The Walmart project, which required innovative solutions to space constraints, showcased our ability to deliver tailored power solutions. However, internal coordination issues, exacerbated by my frequent travels, hindered the project’s completion. Despite efforts to revive it, the project was ultimately abandoned, leading to a loss of reputation and missed opportunities.”

Electroscopie for comparison of two UPS/Solar products

Due to industry perceptions, our superior technology often went unrecognized. To address this, we developed a comprehensive comparison tool that would objectively demonstrate the benefits of our products.

Despite the technical challenges of creating and deploying this tool, we successfully developed a device capable of showcasing performance metrics across various parameters. However, we faced additional obstacles in training our sales and service teams on its effective use.

While the comparison tool had the potential to revolutionize the industry, particularly in the context of home appliances, its ultimate impact was limited due to internal challenges and missed opportunities.”

Solar water Pumping System

Our innovative solar water pumping solutions aim to address the energy consumption challenges faced by rural areas. We were on the verge of completing a versatile system that could operate on both AC and DC power, eliminating the need for batteries in certain scenarios. Additionally, the system was designed to feed excess solar energy back into the grid

Unfortunately, the development of this promising technology was cut short by the NCLT proceedings.”

Battery Water Topping Kit

“I developed a battery water topping kit to address the safety and maintenance challenges associated with traditional battery filling methods. This innovative tool aimed to eliminate the risks of acid spills and streamline the process.

Despite significant investment and development efforts, the battery water topping kit failed to gain traction in the market. This setback can be attributed to various factors, including ineffective marketing and a lack of awareness among consumers.”

Water Topping Kit Brochure

Online UPS

“As early as 2006, we pioneered the development of online UPS systems. While we achieved significant success with our traditional galvanic isolation technology, the market was shifting towards higher-efficiency, lightweight high-frequency inverters. Our double-conversion technology, while reliable, was less efficient than the triple-conversion solutions offered by international competitors. Despite our continuous efforts, the demand for our traditional online UPS models waned, as the market increasingly favored the more advanced high-frequency technology.”

technology for selling so we kept selling in small numbers in Su-kam. We could have improved the technology as per the changing times, but we were not able to do the same.

Investment from Reliance and Tamesk

A significant turning point for Su-Kam came in 2005 when we secured a $10 million investment from Reliance Power Fund. This substantial funding, unprecedented in the inverter industry at the time, marked a shift in investor perception towards Indian manufacturing companies. The dot-com bubble had created a favorable climate for investments in promising ventures, and Su-Kam’s strong brand and potential for growth made it an attractive target.”

At that time, investors told me to go and acquire one US company in the same space.

I went with one of the investor team members to the US. I saw a US company functioning for the first time and realized that we are good in certain aspects but must improve in other areas. I got a lot of sample documents to help me create better standards in the organization, especially in the RnD.

Our deal didn’t mature, but my learning was tremendous as I got so much exposure to how the Western world thinks and functions. It always helped me, and I kept learning things from the people I made friends with during my visit.

Solar PCU for Offgrid Solar application

We were the first company in India to produce solar electronics and solar batteries in India and made a lot of good products and sold them to dealers and distributors and created a brand to be a solar company. As there was continuous development happening so we worked with various state govts to create the specifications of the projects like TEDA, UPNEDA, and other state govts along with the MNRE which was under central govt trusted our company to give them the innovative products required by different state govts.Also made solar charge controllers for different capacities using PWM and MPPT technology before any one else could make it in India but somehow we couldn’t make it successful in India offgrid solar systems as showing savings to the customer with Lead Acid battery was not possible. Still most of the companies are selling these systems in India with a lot of dissatisfaction of the customer where customers want to save the money.

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These systems were developed by us 10 years back for various State Govt projects and that time the requirement was for increasing the back up through solar and in PCU the battery is charged through Solar and discharged when the back up is required so the battery life comes in to the picture and the solar power is stored in to the battery and than utilized from the battery only and in this process battery cycle is reduced. As it’s the Lead Acid battery can give you limited no of cycles and maintenance of Lead Acid battery is another headache.

So this technology is useless in the present timing for the Indian conditions as the power has improved in most of the areas and customer want to save the power bill through the solar system which is not possible by this technology.

SMD based- Inverter and UPS PCBs

Recognizing the future trends in electronics, I foresaw the shift towards SMD technology. Despite initial skepticism and rumors about its unreliability, I was convinced that SMD technology would revolutionize the inverter industry.

We successfully transitioned our products to SMD technology, resulting in improved reliability and cost-effectiveness. While domestic competitors initially resisted this change, the market eventually embraced SMD as the standard.

Our early adoption of SMD technology not only enhanced our domestic competitiveness but also positioned us for international success. By offering superior products with advanced technology, we challenged the perception of Indian manufacturing capabilities and gained a competitive edge in the global market.”

Aluminum Transformer Design for inverters and UPS

“The introduction of aluminum transformers marked another significant milestone for Su-Kam. Recognizing the industry shift towards aluminum technology, we developed our own transformer designs that incorporated both copper and aluminum.

This innovative approach, which enhanced transformer efficiency and durability, was met with resistance from competitors who spread misinformation. Despite these challenges, the industry eventually embraced aluminum transformers, acknowledging their superior performance.

We further differentiated our products by introducing a unique battery terminal design that eliminated the need for soldering. This innovative approach improved reliability and reduced manufacturing costs, setting a new standard for the industry.

Automatic testing Jigs for Testing of complete Product Range

“I envisioned automating the testing process for our products, encompassing PCBs, transformers, and final inverters/UPS units. Despite years of effort and investment in a dedicated R&D team, this project ultimately stalled due to a lack of cross-functional collaboration and a focus on product development over implementation.

While our R&D team successfully designed the testing jigs, the transition to production proved challenging. The lack of ownership and alignment between R&D and other departments led to delays and inconsistencies. This hindered our ability to launch new products and effectively market them to dealers and distributors.

The testing jigs, which could have significantly improved efficiency and quality control, were underutilized due to various factors, including a lack of training and inadequate validation. This missed opportunity highlights the importance of a holistic approach to product development, encompassing design, testing, and implementation.”

Our affordable 100VA inverter with an integrated SMF battery was designed to cater to the needs of low-income individuals and small businesses. Priced below ₹1,500, this product gained significant popularity in India and international markets.

Despite its success, the inverter was limited by the relatively short lifespan of its SMF battery, which often failed within a year or two. This challenge hindered the product’s long-term viability, particularly in regions where replacement batteries were difficult to obtain.”

Sales Ka Bazigar TV program based on hunt for sales people without the MBA degree

I conceived and produced ‘Sales ka Bazigar,’ a successful talent show aired on ETV. This show played a pivotal role in enhancing Su-Kam’s brand recognition in the North Indian states.

I personally scouted for talented individuals at various exhibitions and events, ensuring a diverse and engaging pool of contestants. The show’s popularity attracted significant sponsorship from major brands.

‘Sales ka Bazigar’ not only showcased exceptional sales talent but also provided valuable exposure and networking opportunities for participants.”

Elevating Corporate Governance: Su-Kam’s Board

I strengthened Su-Kam’s corporate governance by establishing a distinguished board of directors. Mr S. B. Ganguly, former chairman of Exide, and Mr Biplab Majumdar, MD and chairman of ABB India, were instrumental additions.

These board meetings proved to be invaluable learning experiences. I gained firsthand knowledge of conducting effective board meetings and the critical role of internal audits. Interacting with such accomplished leaders provided invaluable insights that continue shaping my business approach.

Looking back, I recognize the exceptional opportunities for growth and learning that have been bestowed upon me.”

Battery Tester for Testing of the Lead Acid battery

To address the widespread issue of substandard batteries, we developed BatteryScopie, a comprehensive battery testing instrument. This innovative device, designed to work with a computer, accurately assesses battery health, capacity, and performance.

BatteryScopie offers a valuable solution for both battery manufacturers and distributors, who often struggle to evaluate battery quality and remaining capacity. By providing precise data, BatteryScopie empowers users to make informed decisions and reduce the risk of purchasing defective batteries.

While the BatteryScopie was a promising development, its full potential was hindered by other commitments and resource constraints. Despite its potential to revolutionize the battery testing industry, the project ultimately remained incomplete.”

Designing tubular batteries for SolarSu-Kam stands as a significant milestone in the evolution of renewable energy solutions. As a pioneer in the development of solar tubular batteries, SolarSu-Kam has consistently focused on enhancing the performance of energy storage systems by offering products that deliver superior cycle life and impressive discharge capabilities. This commitment to innovation has positioned us as leaders in the solar energy industry. Recognizing the unique requirements of solar off-grid systems, which often demand reliability and efficiency, we took an additional leap forward by introducing gel batteries into our product lineup. Our gel battery technology not only provided an alternative solution but also demonstrated promising results in terms of performance and longevity. However, despite these advancements, our journey to scale up the production of these gel batteries faced significant challenges. The need for specialized machinery, which is essential for manufacturing gel batteries at scale, proved to be a major hurdle. Due to resource constraints and limited access to the necessary technology, we found ourselves unable to fully commercialize this innovative product. This experience has highlighted the complexities of scaling cutting-edge technology in a rapidly evolving market, yet we remain steadfast in our dedication to overcoming these challenges in the pursuit of sustainable energy solutions.

I undertook the ambitious task of developing the Gel battery, which proved to be a formidable challenge given that I was working within the constraints of the same factory. This endeavor required a high level of dedication and focus, as I was particularly determined to ensure the success of the Gel battery project. I personally oversaw the research and development (R&D) phases, diligently supervising the installation and testing of several prototype batteries to gauge their performance and viability. The outcomes of these initial tests were quite promising, providing a glimmer of hope for the future of this innovative product. However, the process of manufacturing the Gel battery diverged significantly from our existing production methods. This difference necessitated the acquisition of specialized machinery, which, regrettably, I did not have the opportunity to invest in at the time. Consequently, this limitation hindered our ability to scale up production effectively. Moreover, within the company, there is a concerning absence of individuals who can recount the detailed history of these numerous developments and innovations. As a result, many of our product ideas never reached the launch stage, disappearing into obscurity. The Gel battery, in particular, stands as a testament to this phenomenon, as it was one of the notable products that ultimately did not make it to market. The potential of the Gel battery remains a point of unfulfilled promise in our portfolio, which also includes the accompanying Hawk Gel Tubular Battery Brochure that highlights this innovative, yet unrealized, creation.

IoT-based Inverters and UPS:

Su-Kam has encountered significant challenges that have resulted in missed opportunities in the rapidly evolving fields of IoT and battery testing. These challenges have primarily stemmed from a combination of difficulties in fostering effective research and development (R&D) collaborations, as well as obstacles in successful market penetration. Our ambitious efforts to innovate and create cutting-edge products, such as Bluetooth-enabled inverters and home Uninterruptible Power Supplies (UPS), along with a highly anticipated battery equalizer, have not progressed as anticipated. Both internal organizational issues and external market dynamics have proven to be major hurdles that have hindered our progress.

Despite our hard work in establishing a successful YouTube channel, which has allowed us to engage with our audience and showcase our innovative approach, we have still faced considerable difficulties in bringing our novel products to market. A significant factor contributing to these challenges has been the absence of a robust and self-sustaining R&D culture within our organization. Moreover, we have struggled with effectively training and motivating our teams to push the boundaries of innovation, which has further compounded our setbacks.

On a more positive note, our grid-feed technology project has seen some level of achievement; however, this success has unfortunately been overshadowed by the overwhelming dominance of Chinese manufacturers in the global market. Their competitiveness and established presence have made it increasingly difficult for us to carve out our own niche. Additionally, the seismic shift towards grid-tied solar systems has further diminished the relevance of off-grid solutions, making it a challenge for us to align our product offerings with contemporary market needs.

In summary, while we have made strides in certain aspects of our operations, the convergence of these multifaceted challenges has limited our ability to fully capitalize on the opportunities presented by IoT technologies and battery testing advancements. Moving forward, it is crucial for us to realign our strategies and enhance our R&D capabilities to better position ourselves in a market that is growing increasingly competitive and intricate.

Filing of Technology and Design Patents

“Su-Kam’s commitment to innovation led to filing numerous technology patents, resulting in six granted patents during my tenure. Our pioneering development of sine wave technology in 2002 played a crucial role in transforming the inverter industry.

Despite the clear advantages of sine wave technology, including reduced noise and improved appliance compatibility, market resistance persisted. Competitors facing higher failure rates with their square wave inverters actively promoted the outdated technology.

While we successfully dominated the export market with our superior sine wave inverters, domestic competition remained fierce. The misconception that square wave technology was more reliable hindered our efforts to transition the Indian market fully.”

international Joint Ventures

During my tenure, I tried to do a lot of joint ventures, but somehow my luck would have it not a single joint venture work out, so I would like to put on record for the same. Each joint venture has a story, but I will try to be crisp and short on this. I will write more on each joint venture in detail once I get time.

First was to tie up with GE Power to sell their UPS in India
Joint venture with Israel company Gamatronic to manufacture Online UPS in India
Trojan Battery USA, which is one of the largest Lead Acid battery manufacturers and specializes in the Golf Cart batteries.

https://economictimes.indiatimes.com/industry/cons-products/durables/su-kam-plans-joint-venture-with-us-based-trojan-for-batteries/articleshow/26801743.cms?from=mdr

4. Kohler Generators of USA, and you can see the picture of Mr David

Kohler, who was in India to meet me personally and wanted to invest in Su-kam then.

Emerging technologies USA for making E rickshaw motors and DC Generators in India

Employees Training and Motivation Activities

Employee Meets and Training

“Su-Kam prioritized employee development through comprehensive training programs. We conducted regular training sessions, both in-house and at external venues, covering technical skills, sales techniques, and motivational topics.

Annual events like ‘Manthan’ fostered camaraderie, team building, and strategic planning. These gatherings brought together employees from all departments and locations, promoting unity and shared purpose.

Employee Engagement and Retention is a crucial aspect of any successful organization, and at Su-Kam, we have long recognized the importance of fostering a strong sense of community among our employees. One of the most cherished traditions we uphold is the hosting of employee family parties. These events have proven to be immensely popular, serving as a platform for employees to come together, not just as colleagues, but as part of an extended family. By organizing these gatherings, we aim to foster a genuine sense of camaraderie that transcends the typical workplace dynamics, thereby strengthening the bonds among employees and their families. Creating a welcoming and inclusive environment where all employees feel valued and appreciated is our priority. We firmly believe that such an environment significantly enhances job satisfaction and plays a pivotal role in employee retention. The dedicated efforts of the company towards employee well-being and engagement are clearly reflected in our focus on promoting a balanced work-life integration, alongside our continuous organization of various social events. These initiatives are designed not only to elevate workplace morale but also to contribute positively to a thriving and productive work culture. At Su-Kam, we understand that happy employees are our greatest assets. By prioritizing engagement initiatives like family parties, casual get-togethers, and team-building activities, we cultivate a workplace atmosphere that encourages collaboration, creativity, and mutual respect. In turn, these efforts lead to higher levels of employee satisfaction and loyalty, which ultimately results in improved retention rates. Through our ongoing commitment to enhancing employee engagement, we reaffirm our belief that a motivated and connected workforce is integral to our shared success. We are proud to invest in the happiness and well-being of our employees, as it is this very investment that yields lasting benefits for both our team and the overall health of our organization.

Sports Week and Family Day: Su-Kam’s annual Sports Week was an eagerly awaited and highly anticipated event that brought together employees from various departments to engage in friendly competition and camaraderie. This exciting occasion not only showcased a wide array of sports and activities but also served as a platform for employees to bond over shared interests, thereby fostering a positive work environment and significantly boosting overall morale. From exhilarating team sports like football and cricket to individual challenges such as running and swimming, the event catered to diverse interests and abilities, ensuring that everyone had a chance to participate and enjoy. In addition to the athletic events, Family Day played a pivotal role in enhancing employee engagement and loyalty within the company. By organizing family-oriented activities, we created an opportunity for employees to share their workplace experience with their loved ones, further solidifying their connection to the organization. This aspect of the event was specially designed to create a welcoming and inclusive atmosphere, where families could come together to enjoy games, food, and entertainment in a relaxed setting. Through these initiatives, we successfully fostered a sense of community within the company, where employees felt valued and appreciated not just for their work contributions but as integral members of the Su-Kam family. The combined effects of Sports Week and Family Day not only contributed to higher employee satisfaction but also helped to build stronger relationships among team members, which in turn translates into better collaboration and productivity in the workplace.

Employee Education and Development: I dedicated significant time and effort to training employees across various levels, with a particular emphasis on areas such as technical sales, marketing, and customer service. I firmly believed that empowering our team members through knowledge and skills was essential for driving overall business success and fostering a culture of continuous improvement. This investment in employee education not only enhanced individual capabilities but also strengthened team dynamics and collaboration. Furthermore, dealer education emerged as another crucial focus of our strategy. By providing comprehensive training programs tailored specifically for our dealers, we aimed to equip them with the in-depth knowledge and skills needed to effectively promote, demonstrate, and sell our products to the end customers. This initiative included a series of workshops, online courses, and hands-on training sessions that were designed to address the specific challenges and opportunities faced by our dealers. By prioritizing this investment in dealer education, we were able to significantly reduce misunderstandings regarding product features and benefits, ultimately leading to improved communication between dealers and customers. As a result, we witnessed a notable increase in customer satisfaction, as well as an enhancement in the overall performance of our dealer network. This holistic approach to education and training became a cornerstone of our business strategy, ensuring that all stakeholders were aligned and fully equipped to contribute to our shared goals.

Training of Dealers and Distributors through Dealer Meets I initiated a comprehensive nationwide dealer training initiative, undertaking the significant task of conducting over 1,000 meetings across various regions of India. Each of these sessions was characterized by meticulous planning and seamless professional execution, with the primary aim of equipping our dealers with the extensive knowledge and essential skills needed to effectively promote, sell, and support Su-Kam products in their respective markets. These training sessions not only provided a platform for learning but also fostered an environment of collaboration and interaction among dealers, creating a community that is well-informed and aligned with our company’s goals. My commitment to training and education was not confined solely to our internal teams; I recognized the importance of extending this initiative to include workshops for dealers from multinational companies as well. In these workshops, I shared my expertise in various critical areas such as sales strategies, distribution best practices, and deep product knowledge. This effort raised the bar for dealer training standards in the industry and significantly enhanced the capabilities of our distribution partners. This recognition and respect I garnered throughout these interactions solidified my reputation as a thought leader and key influencer within the industry, further enhancing the stature of our brand. Creating a robust and efficient distribution network is an area of expertise where I could easily write an entire book. When I started my career with this endeavor as a small company aiming to make a mark, I took the initiative to personally recruit dealers who believed in our vision. Through diligent effort, I implemented a multitude of innovative strategies that allowed us to establish a solid distribution presence in every nook and corner of India. Each strategy was designed to nurture dealer relationships while ensuring that we could reach consumers effectively. It is my dream to one day compile my experiences, lessons learned, and best practices into a comprehensive book on building a successful distribution network, one that can serve as a valuable resource for future entrepreneurs looking to navigate the complexities of this vital aspect of business.

Focus on Branding Branding has undeniably played a pivotal role in the remarkable success of Su-Kam. The deliberate and strategic branding approach we adopted not only enhanced our visibility in the marketplace but also positively impacted the perception of our brand among consumers and industry stakeholders alike. Our service vans, adorned with the distinct Su-Kam branding, served a dual purpose—they not only provided practical benefits in terms of accessibility and service delivery but also significantly bolstered our brand image in the minds of our customers. This carefully curated branding initiative was instrumental in aligning our visual identity with the quality and reliability that Su-Kam represents in the industry. Moreover, a well-executed targeted advertising campaign effectively challenged and transformed the prevailing perception that Su-Kam was solely a provider of small inverters. By strategically showcasing our diverse product range, we successfully repositioned the brand in the minds of our audience, emphasizing that we are a versatile solution provider catering to a variety of power needs. This repositioning was crucial in expanding our market reach and attracting a broader customer base. My attention to detail regarding branding efforts was unwavering; I ensured that Su-Kam signage was prominently displayed in strategic locations across India, creating a consistent and recognizable brand presence. This commitment to visibility was not just about physical banners and advertisements but about solidifying our brand recognition and establishing Su-Kam as a trusted industry leader in the minds of consumers. Reflecting back, I vividly recall the impactful car rally we organized in Banaras, where 100 cars proudly displayed Su-Kam branding. The sheer sight of these vehicles created a striking brand image in the minds of passersby and left a lasting impression that resonated with the local community. On another occasion, during one of my visits to Srinagar, I observed that the traditional Shikaras were in a state of disrepair and required additional funds to sustain their presence. Seizing the opportunity, I took the initiative to convert all the Shikaras to feature Su-Kam branding. Interestingly, in the years that followed, I noticed Airtel and other corporate entities adopting similar branding strategies, which highlighted the effectiveness of our approach in Kashmir and allowed them to capitalize on Shikara branding in a significant way. Furthermore, our employee and dealer meets were executed on a grand scale, with thorough branding integrated into each event. Whenever we rented a venue for these meetings, the hotel was transformed with visual branding elements that ensured anyone visiting would be aware that a significant Su-Kam event was underway. This level of branding left a mark on attendees, embedding the Su-Kam name in their consciousness and showcasing our commitment to professionalism and industry leadership. I have also made strategic moves in our advertising efforts. For instance, I initiated a bold newspaper advertisement proclaiming, ‘Running 3 Air Conditioners on a 10KVA Inverter’. Despite pushback from my team, who suggested we focus on advertising for smaller inverters that were performing well at that time, I remained steadfast in my vision. I understood that the long-term benefits of positioning our brand in this manner would pay off. To my satisfaction, two years later, one of my competitors began using the same slogan, which filled me with pride, as it validated my strategies and vision for Su-Kam. One of the challenges I consistently faced was a lack of understanding from my employees at the outset of our new initiatives. However, as time progressed, they began to recognize the tangible benefits of our branding efforts and the foresight behind each innovative idea. I engaged with numerous advertising companies throughout the journey, finding only a handful that presented simple yet effective ideas. Many others were eager to showcase grand concepts, which, unfortunately, seldom translated into effective action. After much experience, I recognized that finding the right advertising agency and assembling a team of skilled marketing professionals was perhaps the most formidable challenge of my career, and it continued to be a recurring theme throughout our branding efforts. While advertising firms often dazzled us with their pitches, the reality of their executions revealed a discrepancy in their promised capabilities and actual performance. Nonetheless, each step of this branding journey has contributed to what I believe will be a lasting legacy for Su-Kam—a brand that stands the test of time.

Creation of Export business from India

Export business

When I started the export business from India than there was a craze of foreign goods in India, and we used to think in India that India can export garments and handicrafts and outside India there was a same image and software industry was just coming and didn’t create any impact at that time and we were importing most of the electronics from outside and there was no question that India can export Electronics. In my industry there was no one who could dare to dream of exports. Today most of the big companies are exporting because of my initial efforts and creating a brand for India.

The first export to SriLankan in 2003 and export which we did and it was the first export for our company, and the papers made to export were wrong by our Inverter department as no one knew what documents to make and what is the importance of Inverter, but anyhow we started exports with SriLankan and after that, I focused my energies on exports, and we made a small team and personally went to countries like Nigeria and Kenya in the first phase, and it was a horrible experience to start with as Nigerians was a tough country and I carried the Inverter with me while traveling for the first time so I was not allowed to release the Inverter which I brought with me, and the corruption level was very high at that time, but somehow I clicked with one person who had a position in Nigeria and he installed my Inverter with a car battery and that’s how the Journey started in Nigeria where the person made a lot of money by selling inverters directly to the customer, and he was getting the inverters through the Air route rather than sea route and the quantity was small but he was getting good margins and demand started increasing slowly and he didn’t have money to order for a container and then so many people began asking for distributor ship and we made one strong party as our distributor and went personally to visit 4 states in Nigeria with him and travelling inside the Nigeria was tough and the planes were poorly managed and the way people boarded the plane is like people board the buses in small city and accessible for all so it was a very different experience for me but people gave me so much of respect being the inverter manufacturer from India. Slowly, we started with other countries as well, and the team consisted of service guys who supported the distributors in installation, training, and repairs, as sending them back for repairs was impossible.
Once we started exporting, we learned much about quality standards, packaging, etc., as the product couldn’t return for repairs. Once the product failed, the brand’s reputation and the distributors suffered. Lots of complaints were there initially, and we realized there were better ways to do it, so we sent people to each country with a service background and asked them to stay there for an extended period. That worked well for distributors and us. Buses branding for employees and how I learned all good and bad experiences.

Tried hard to sell UPS to take on the foreign players.

Participation in International Exhibitions Our journey in the realm of international exhibitions began with a vision to expand our brand presence beyond the borders of India. We understood early on that consistent participation in these global showcases was crucial for establishing our identity in the international market. As a result, we made it a priority to take part in these exhibitions every year, a commitment that has gradually paid off. In the initial stages, I personally attended each and every exhibition, immersing myself in the experience and directly representing our brand. This hands-on approach allowed me to understand the nuances of international marketing and networking. However, as our operations grew, I recognized the need to delegate this responsibility to ensure that we could maintain our presence without compromising on other areas of our business. I entrusted this vital role to our export head, who had been meticulously mentored by me within the company. This decision not only empowered my team but also allowed us to develop a sustainable model for international representation. Each exhibition we participated in has its own unique story and lessons learned, which I look forward to sharing in detail in the future. For the time being, I want to highlight some of the images captured during these events. In those pictures, you will find glimpses of the distributor showrooms we created, showcasing our products and branding efforts. Additionally, we organized and sponsored several events in various countries, collaborating with local distributors to enhance our visibility and foster relationships. These initiatives reflect our commitment to building a robust international presence and the strategic partnerships we have formed along the way.

Social Media Use for Branding, Advertisement, and Enhanced Communication Social Media has emerged as a powerful tool, and leveraging it for a company’s advantage proved to be one of my most significant successes, especially during a time when its potential for business had yet to be fully realized. My strategic approach included utilizing Google Location services and Google’s platform to upload engaging videos that showcased both my office and factory operations. This innovative method allowed me to represent my business on Google without the necessity of having a formal Google page and, remarkably, without incurring any cost. To further amplify our reach, I took deliberate steps to encourage all of my factories to document and share images and videos of the innovative products and inventions they were developing. Every factory was equipped with a Google location, ensuring that photographs and video content were consistently uploaded. However, the most challenging aspect of this initiative was disseminating knowledge within the organization. Many employees initially struggled to understand how to effectively apply these tools for branding and promotional purposes. The marketing department faced repeated setbacks, revealing that the necessary processes and guidelines were not in place. This gap highlighted the urgent need for me to develop comprehensive strategies to oversee and guide my team effectively. Despite facing continuous obstacles, my commitment to progress did not waver. We utilized a Facebook page at a time when few could envision its potential for commercial applications. I actively encouraged our dealers and distributors to share pictures of their completed projects, fostering a culture of engagement and collaboration. Additionally, we made it a priority to post important updates and information about our company on this platform regularly. The response was overwhelmingly positive; it quickly became a vital resource for our dealer and distributor community, both within India and internationally. This social media initiative transformed into a valuable medium for exchanging information, ideas, and promotional content, enhancing our branding and advertising efforts significantly. Through persistent efforts and a willingness to adapt, we turned what was once an underutilized tool into a cornerstone of our communication strategy, paving the way for innovative engagement with our audience and stakeholders.

I was the first to create a YouTube channel named Su-kam Solar, and today, its videos have reached a million views. I left Su-kam in 2018, and at that time, there were more than 1 lakh followers. Nobody thought at that time that digital media would take over print and television, but I knew it, and I was ahead of my time.

Su-Kam Solar brand creation

We launched a new brand identity, Su-Kam Solar, to differentiate our solar products. This rebranding initiative included a new logo, website, and product designs featuring a distinctive yellow colour scheme.

The visual changes were instrumental in shifting Su-Kam’s perception from an inverter brand to a comprehensive solar solutions provider. Our competitors quickly recognized the effectiveness of this strategy and began incorporating similar elements into their branding.

This demonstrates Su-Kam’s influence on the industry and our ability to set trends. Our commitment to innovation and branding has solidified our position as a leader in the solar market.”

On one of my visits to Srinagar, I saw that Shikaras were in bad shape and needed more money to cover them shikaris adequately. I converted all the Shikaras to Su-kam. Later on, I realized that Airtlel and other companies followed the same strategy, and they overtook Shikara branding in Kashmir in a big way. The employee meets, and dealer meets branding was done on a big scale. If we used to hire a hotel for any meeting, then that hotel was full of branding, and anyone visiting that hotel would know that some big event was happening and the brand was itched in the minds of people.

Unique Trolley design for big Inverter Installations

We designed one trolley that can be combined to look like a single trolley in Plastic. But, unfortunately, the batteries seemed very shabby when we were installing our 10,20KVA inverters.
The trolley bank could be converted to look like single trolley banks in Plastic, and one could add as many as possible so that when batteries are kept, they look good as one stack. This project was done with one of my vendors Bhurji Electronics whose owner took a lot of interest in designing and manufacturing the trolley. And many changes were done over a while, but my team still needs to sell that in sizable nos.

Developed tread Mill in year. 2003

The treadmill that I endeavored to create was not merely a product; it represented the culmination of my aspirations for innovation within the Indian market, which I proudly branded as a “Made In India” treadmill. Back in the year 2004, I made the bold decision to venture into the realm of fitness equipment manufacturing, embarking on this journey at a time when the landscape was predominantly dominated by imported treadmills sourced from various countries across the globe. It was upon reflecting on this scenario that a thought struck me with remarkable clarity: why not develop our very own indigenous treadmill? After all, we possessed a wealth of knowledge and expertise in the realm of power electronics, a field in which we had garnered substantial experience and proficiency over the years. While the intricacies of electronics themselves posed no significant difficulty for us, the real challenge lay in constructing a sturdy and reliable framework for the treadmill. This structural integrity was not only crucial for the treadmill’s performance but also paramount to its long-term durability and user safety. As a result, we found ourselves in need of collaboration with outsourced companies that specialized in manufacturing these components, which ultimately proved to be a substantial hurdle that we had to navigate in our efforts. Our mission extended well beyond the mere act of manufacturing; we aspired to participate in a broader narrative of economic transformation, aimed at transitioning India from being an import-dependent nation to one that actively exports its high-quality products to the global market. We firmly believed that with our capabilities and understanding of local needs, we could produce treadmills that were not only more affordable but also uniquely tailored to meet the diverse preferences of our consumers. In doing so, we hoped to significantly enhance the appeal and credibility of the “Make in India” initiative, championing the cause of homegrown manufacturing. As I embarked on this entrepreneurial journey, my initial steps involved reaching out to numerous vendors in search of the right materials, designs, and components necessary to bring our ambitious vision to life. However, despite the evident and growing demand for such a product in the market, we encountered multiple obstacles in our path toward achieving a mechanically sound treadmill. The intricate interplay between the treadmill’s belt and its mechanical components was of utmost importance to its overall performance, and we faced significant issues in this regard that continually hindered our progress. At this juncture, I find myself currently engaged in the process of searching for images of the prototypes we developed during those early days. Once I locate these photographs, I fully intend to upload them for your reference, as they will provide invaluable context to this narrative. The journey of entrepreneurship is often portrayed through the lens of success stories and triumphs; however, I feel it is essential to highlight that the reality encompasses an array of trials and tribulations. Like many entrepreneurs, I faced my share of setbacks that are seldom documented or shared with others, adding layers of complexity to the narrative of my journey. As I began to pen down my experiences, I found myself deeply immersed in reflection—a process so engrossing that I occasionally lost track of time, forgetting even to eat, with my sole focus being on capturing the essence of my 30-year journey in building my venture, Su-Kam. Whenever I stumbled upon old photographs or files from my earlier projects, it occurred to me that I had, indeed, created this product and contributed meaningfully to its continuous evolution over the years. While I could delve into detailed narratives about every development and challenge we undertook, sharing inspirational stories of innovation and perseverance, my current priority remains focused on completing this overarching narrative first. The act of writing this account has transformed into an exhilarating endeavor for me, far beyond what I initially anticipated. I have taken the initiative to learn how to write and design using WordPress, creating this page and its content myself, which adds a layer of personal fulfillment to this endeavor. The satisfaction I derive from crafting this narrative at this stage is profoundly rewarding, reinforcing my belief in the value of sharing authentic experiences within the entrepreneurial sphere.

The Making of the Grand Corporate Office The Su-Kam Corporate Office: A Dream Realized I had the unique opportunity to oversee the construction of Su-Kam’s corporate headquarters in the thriving city of Gurugram. This state-of-the-art facility was designed to accommodate over 200 employees, providing an innovative and inspiring environment that fostered creativity and collaboration. From the initial blueprint stage to the final touches, I played an integral role in ensuring that every element of the building reflected the values and vision of our company. Despite the immense amount of time, effort, and resources that were dedicated to this project, we faced several challenges that led to delays in completion. Issues related to interior design and construction proved to be more complex than anticipated, and there were moments of frustration as we navigated these obstacles. However, my determination to see the project through fueled my commitment. The corporate office, with a modern canteen that serves fresh meals and comfortable workspaces designed for productivity and well-being, quickly became a source of pride for me. We aimed to create not just an office, but a community where employees could thrive and feel inspired every day. Tragically, unforeseen circumstances overshadowed this monumental project, ultimately leading to my departure from the company. This was a significant emotional setback for me, as I had invested so much into bringing the vision of this building to life. The thought of not being part of the team that would continue to work in a place I had helped create was difficult to accept. Though the sadness lingered, I recognized that sometimes life takes unexpected turns, and I resolved to move forward, carrying the lessons learned with me. At the heart of the building is the grand reception area, beautifully designed to welcome visitors with elegance and sophistication. This entrance not only serves as the first impression of our company but also embodies the spirit of innovation and welcoming that we strive for in everything we do. I take great pride in knowing that this reception, along with the rest of the corporate office, stands as a testament to hard work, vision, and tenacity, embodying the dreams and aspirations that led to its creation.

The expansion of Su-Kam, a prominent player in the energy solutions sector, represented a transformative chapter in the company’s growth trajectory, marked by the ambitious endeavor of constructing six state-of-the-art factories strategically scattered across the diverse and vibrant landscape of India. I was honored to have played an instrumental role in this large-scale initiative, tasked with personally overseeing the intricate, multi-faceted construction processes of these cutting-edge facilities. Among the sites, two expansive factories emerged in Gurugram, a fast-growing economic hub reflecting India’s urban dynamism, and another four took shape in Baddi, a region renowned for its industrial vitality and burgeoning manufacturing capabilities. The sheer magnitude, complexity, and stakes attached to these projects demanded nothing less than meticulous planning, unwavering dedication, and innovative problem-solving—qualities I had to constantly harness to steer these undertakings to successful completion. The construction journey was by no means straightforward. The scale of the factories required rigorous attention to detail, including extensive resource allocation, precise timeline management, and seamless coordination across multiple parties. This coordination involved navigating intricate interactions with government agencies to obtain approvals and clearances, collaborating with seasoned architects and engineers to translate ambitious visions into tangible structures, and liaising with dedicated contractors to ensure operational efficiency on the ground. Each factory was more than a simple project; it became a testament to the symbiosis of collective expertise, sheer determination, and shared goals. Notably, one of the most challenging ventures we undertook was the construction of the SMF battery factory situated in the relatively remote and infrastructurally sparse region of Katha. While this site offered strategic advantages for manufacturing expansion, its isolation and lack of developed infrastructure posed formidable challenges. We encountered unexpected obstacles, including repetitive construction delays triggered by adverse local interferences ranging from political roadblocks to supply chain complications. Each delay represented a potential risk to the project timeline and budget, adding layers of stress and urgency to the endeavor. However, despite these setbacks, I remained steadfast in my commitment to supervising every aspect, ensuring adherence to standards and timelines. This unwavering determination proved invaluable in facilitating the project’s eventual completion. The successful establishment of the Katha facility not only underscored Su-Kam’s operational capabilities but also bolstered the company’s reputation for overcoming adversity with resolve and ingenuity. The factory now stands as a pivotal node in our production network, reflecting both our aspirations and resilience. Looking back on my journey thus far, the experience of managing the construction and operational launch of multiple factories represents a monumental milestone in my professional narrative, albeit one that came with significant personal sacrifices. The relentless pace of these projects required frequent travel, continuous oversight, and deep immersion into the minutiae of construction details, all of which left me with limited opportunities to focus on other important aspects of life. Balancing professional aspirations against personal well-being proved challenging, as the relentless pursuit of project completion often overshadowed moments of reprieve and reflection. Moreover, these experiences illuminated the layers of complexity associated with managing such vast facilities beyond their construction. Operational hurdles like labor disputes, infrastructure bottlenecks, and productivity issues constituted daily realities that required constant vigilance and problem-solving. For instance, the Su-Kam factory in Katha, despite its modern design and integration of cutting-edge technology, faced numerous operational challenges. Local political interference added another layer of complexity, creating obstacles that hampered attempts to streamline workflows and maximize productivity. Through these trials, one core lesson emerged—the undeniable importance of effective management systems and robust organizational frameworks as prerequisites for operational success. A noticeable gap in the strength of Human Resources processes, coupled with reliance on outdated administrative methods, directly contributed to inefficiencies and employee dissatisfaction across various levels of operation. These shortcomings offered critical insights into areas requiring immediate attention and long-term improvement. Specifically, investing in stronger HR foundations, modernized operational systems, and proactive planning mechanisms could significantly bolster productivity while enriching employee experiences. This realization served as a pivotal moment in my career, underscoring the need for integrative strategies that harmonize workforce satisfaction with organizational milestones. Moving forward, ensuring any future endeavors are guided by comprehensive, adaptable frameworks will remain a cornerstone of my professional approach, enabling resilience and success amidst inevitable challenges.

The Solar Projects

I started the Solar project division, where we were one of the pioneer companies to install megawatt projects. I got selected people who didn’t have any solar background, as solar was non-existent then, and started bidding for projects. So we initially got the SECI first phase 2 MW allocation for installing Solar projects and started installing Solar projects one by one.

Su-Kam played a pioneering role in the Indian solar industry, executing several large-scale projects, including the Punjab Engineering College and the Chennai Metro. These projects presented unique challenges, such as shadowing issues and project scope changes, which we overcame through perseverance and adaptability.

While working on the IFFCO headquarters project, we encountered a setback involving theft of project materials. Despite this incident, we successfully completed the installation and gained valuable insights into project management and security protocols.

Our expertise in solar installations for commercial and industrial applications, including car sheds, positioned Su-Kam as a trusted partner in the Solar Industry.

SBI Academy Gurgaon has a training facility for the SBI, and we solarized the whole building and saved the electricity bill almost 70% of the consumption University. We made a car park as a solar shed and utilized the Energy to reduce the power bill in the University. And it shielded the car parking and multiple uses of the space. Another project we did at Rani Polymers where we proved to them that electricity saving could reduce the bill and this power is genuinely cheaper than Utility Power. When we were installing these projects, there were hardly any prominent players, and we got a lot of experience. We kept increasing the team and training the people as hardly any people were in the solar project field.

And solar Energy is stored in the same batteries, and the output is standard for the load as this was around a coastal area, so

we were supplied by a Pune supplier. The rest were provided by us in 2010, and we made a standard Electronics wind energy.

One could get bioenergy through solar and wind both. This project is working even today as we reached the experience of running wind and solar together, and we also tried one of these projects in India.

I duplicated this project at my farmhouse as well, where there was a windmill was windmill and solar. Both were working as I see this as the future of many countries, including India.

I visited this site personally for this project and was very proud to execute this project outside India.

This was the Up govt project called Lohia Vikas, where we installed DC systems. There was no light in these houses, and the light was provided through the DC system having a capacity of 100 watts, and this had the facility to run one fan and two lights and mobile charging facility. Making the DC system for this project was a big challenge as it was time bound. We designed the product in time and was approved by the approving agency, executed the project almost in time and installed it in different remote villages of the UP. We made teams who could go and install it remotely, and we also tried to outsource the project to two agencies. Still, we had a bad experience as they were very slow, and in some cases, our material used to get stolen, as getting the project done and getting out the money was another challenge we faced. This project has caused us a loss to the company. There were five years of maintenance, and our service people made money by claiming batteries from the company and other stuff. Handling engineers remotely was stressful as the management was done correctly. As the company increased, the HR department remained unstable as whoever became the HR head; performance was significantly below average. I can say that company was growing quite haphazardly. We could not create systems and processes as my involvement in RnD sales and marketing was the highest. I thought anyone could see the HR, which was a big mistake as my interest in finance was also missing, so the company’s finances were also very loose.

Arunachal Pradesh was the first north East solar project done of 600KW grid feed, and this was our very successful project in the Northeast as we did several projects in the Northeast covering all seven states.

This is the Assam Rifles Grid project, where we installed it in 7 different locations in the Northeast. It was done in a joint venture of REIL, a Rajasthan State Govt company, and 100 and 150 Kw off-grid solar projects were done. The REIL and the rest batteries supplied by the solar panels and Electronics were provided and installed by us. We designed the remote monitoring system as well for these seven projects. So this was a very successful project where we installed these systems. There was a massive benefit to the Assam Rifles as taking the diesel to these far-flung areas was very tough and costly. So we made this system successful, where they hardly used diesel generators after installing the solar off-grid system. We got two distributors also during the installation of these projects in the Northeast.

The Mini-Grid 250KW project at UP had three installations done by us, which was very challenging as there was no electricity in that area. State Govt connected 5 to 6 villages through this 250KW project, and the execution of this project was a tremendous task as we had to distribute the power. Power was free for people, and everyone wanted more and more power. They installed the new fans and lights in their homes and were given only a 100 W connection for each home. We had put the load controllers for that purpose, but people came to know of that. They made direct connections, and all the pumps for irrigation purposes were running on this. People kept increasing the pumps, and the battery bank was installed for three days of backup in case no solar was available. The batteries started giving us problems as this system was overloaded, and controlling the people in that area was next to impossible. Villagers had fights with our people daily, and no staff was ready to stay there as this project we were to maintain for five years, so we kept struggling as our people kept changing at the site, and all three areas had significant issues with maintenance. We were the early people to learn to install the off-grid Mini project in India. Other projects also came along similar lines, but we didn’t bid for them.

We made a unique solar panel trolley for the Indian army and a movable Inverter truck so that Army can open the Solar panels anywhere while travelling, get solar power, and run the equipment. this project took more than 1 year to make ready, and Army officials are here to inspect the system in the below pictures.

Solar Project Division

Su-Kam was a pioneer in the development of DC-based solar inverters, offering a more efficient and cost-effective solution compared to traditional AC systems. We successfully implemented these inverters in various projects, including a significant deployment for low-income homes in Uttar Pradesh.

While the DC inverter technology was a breakthrough, challenges in government payments and intense competition from other solar companies contributed to Su-Kam’s financial difficulties. The lack of understanding regarding the reasons for our financial struggles led to an unfair assessment and ultimately contributed to our bankruptcy.

I advocate for a more nuanced approach to evaluating struggling companies, considering factors beyond financial performance. A system that encourages rehabilitation and supports entrepreneurship could have prevented unnecessary liquidation.”

Solar Projects Brochure

The major Decision to convert Service Employees to Outsourcing of Services for the Company

Su-Kam’s service department faced significant challenges, including high turnover, inefficiency, and fraud. Despite our efforts to address these issues through training and development, we were unable to create a sustainable and high-performing service team.

To overcome these obstacles, we implemented a groundbreaking strategy: outsourcing our entire service function. By offering incentives and support to our existing service engineers, we encouraged them to become independent service providers.

This innovative approach not only reduced our operational costs but also fostered a more competitive service market. The success of this model inspired other companies to follow suit, demonstrating its effectiveness in improving service quality and efficiency.”

Personal Front affected the Company.

Personal Front
The personal challenges I faced, including my divorce and the emotional turmoil that followed, significantly impacted my ability to lead the company. My absence from the day-to-day operations allowed internal conflicts and mismanagement to escalate. The company’s financial struggles were compounded by my ex-wife’s harmful tactics to undermine the business. These actions eroded employee morale, damaged stakeholder relationships, and ultimately contributed to the company’s decline and bankruptcy. The experience taught me valuable lessons about the importance of maintaining a strong leadership presence and addressing internal issues proactively. Despite the setbacks, I remained resilient and focused on rebuilding my life and career

My personal life after the divorce was a period of immense challenge. The legal proceedings spanned seven years and took an emotional toll. However, a new chapter began with my marriage to Khushboo in 2016.

While I strived to save Su-Kam from bankruptcy, it wasn’t meant to be. The company’s closure in 2018 coincided with the birth of my twins, presenting a bittersweet turn of events. The financial strain was significant, as I had never diversified my investments.

Rising from the Ashes

Despite the hardships, Khushboo’s unwavering support and entrepreneurial spirit proved invaluable. In 2019, with the help of former Su-Kam employees, she established Su-svastika. This venture addressed the grievances of distributors, suppliers, and employees left in the lurch by Su-Kam’s closure.

Lessons Learned and a New Vision

Su-svastika is built on the foundation of what I learned from Su-Kam. Key changes include:

Automated Product Testing: Eliminating human error through advanced computer-based testing.
Cloud-Based Data Management: Real-time data tracking for improved quality control and customer service.
Fresh Leadership: A team free from past industry baggage, fostering a new direction and culture.
Focus on Future Technologies: Investing in Lithium-ion batteries and Battery Energy Storage Systems, anticipating the shift away from lead-acid technology.

Su-svastika represents a new beginning, built on lessons learned and a commitment to innovation. With a strong team and a focus on customer satisfaction, I am confident in the company’s future success.

What’s cooking in a farmhouse factory

“Su-svastika’s leadership team comprises fresh talent, free from the baggage of Su-Kam’s past. This deliberate choice reflects our commitment to a new approach and a focus on innovation.

Automation is a cornerstone of our operations. By investing in advanced testing equipment and software, we have reduced our reliance on human intervention and standardized our quality control processes.

Our vision for the future includes integrating IoT technology into our products. We are developing innovative solutions that enable remote monitoring and control via Bluetooth, Wi-Fi, or GSM platforms. This user-friendly interface will simplify product management for our customers.

Additionally, we are developing a comprehensive testing platform for our energy storage systems (ESS). This tool will empower dealers and distributors to assess product performance without requiring specialized equipment. By providing a seamless user experience and valuable insights, we aim to differentiate Su-svastika in the market.”

This is the 125KVA Energy Storage system we have installed at our factory, and the Diesel Generator is installed at the back of this. We hardly use our Generator as the diesel bill has come down from 1.75 lac to Rs5,000 only, and the saving is so much that within the next 2.5 to 3 years the cost is out, As this charges in 3 hours and ready to give back up in case of intermittent power cuts which is the case in Gurgaon. We are developing 500 KVA Energy Storage Systems for big factories with Lithium battery LifePo4-based technology.

This is our Automatic test set-up on which our UPS and Solar Hybrid UPS are being tested. Then the printer gives the QR code, and there is no engineer-driven testing. Each product is tested on Power Analyser as the testing set-up has Power Analyser for the measurements.

In Su-kam, throughout my entire career, we never got ten patents granted. Within three years of filing technology patents, we received 10 out of 60 technology patents filed by us. All these patents are related to Lithium batteries, Solar and EV technologies associated patents.