A commissioned mine was not able to produce more than half a million tons for almost ten years and the task was to do a million tons. He was given the challenge, and with his team was fortunate to turn it around in 1999.

In fact, the same set of people who achieved a million tons, could achieve one and a half million the next year, and two and half in the following year.

In 1992, as a 20-year-old German plant broke down, the Group decided to buy a second-hand Spanish plant. He went to Spain, lived there despite not knowing the language as the plant was dismantled, came back and helped in setting it up here. The most challenging part was being a commerce graduate, he did not know a thing about the technical aspects of the project.

But that experience made him an engineer, and down the line, helped him manage a portfolio of businesses which included operations - production, maintenance, and HR.

Leadership in sustainable development has always been the philosophy of the Baldota Group. Under Shrenik’s able leadership, this green approach towards mother earth translated into setting up of seven wind farms in four states of India with a total installed generation capacity of ~250 MW.

Although the numbers speak about the progress in business, his compass of growth is how many people, the business can support. So, the business now can take care of 2,000 people, that means 2,000 families, and approximately 8,000 people. That is how he measures his success and achievement.