1. Describe about your Business and founders
Kevin biotech Private Limited is one of the most reputed and ambitious manufacturers & exporters of Pharmaceutical products, Hospital Consumables and Disposable Medical Equipments. We have a wide range of products from which our best selling products are Injectables, Medical Gloves and Syringes. We started our journey in early 2001 as a Pharmaceutical distributor and gradually became reputed names in the Pharmaceutical industry. Later the company was incorporated as a private limited firm in 2016. Since then, we have expanded into new horizons to the market around the world with our quality product and customer centric services.
The company then gradually became a reputed name in the pharmaceutical industry. Initially, we were only dealing in the finished pharmaceutical products. However, with the aim to expand the business, we have started our own manufacturing and distribution of hospital consumables and disposables. In the year 2016, the company was converted to a private limited firm with the help of many experts of the pharmaceutical industry. With the vision to evolve globally, we as an organization have undergone some structural changes and started focusing on global sales along with the local sales. We now have business in many countries from which one of the key geographies is Africa. With the help of dedicated and expert people working with us, we are now engaged with many partnering companies making us one of the most ambitious companies in India.
2.What is the biggest challenge of being a CEO and how do you overcome it?
Choosing partners and strategic alliances. Choosing alliance partners highlights two major concerns in the context of information technology. First, identifying IT requirements will often give the firm its first indication that it needs a technology partner. Second, facilitating alliance agreements often requires implementing integrated information systems.
Partnering with technology providers, rather than providing all technology services in-house, is often a relatively low-risk approach for the rapid-growth enterprise. However, partnerships can include long-term strategic alliances with technology vendors, system integrators and/or outsourcers, as well as short-term contracts with consultants. A recurring issue for managers is to determine how these choices will affect the organization. Taking a narrow view of IT, purely as a source of short-term cost savings and efficiencies, tends to flaw this decision-making process. A manager can expect that strategic alliances based on such advantages will be equally short-lived.
If any alliance is to be successful, there must be regular communication between the partners. The organization’s systems and information flows should be able to interface smoothly with those of its partners. Many alliances have failed because system incompatibilities have been overlooked. Managing the flow of information requires an integrated approach. That is, the systems in an organization must be able to communicate with the systems in the partner firms. To ensure this, most companies will find it necessary to empower an executive such as a Chief Information Officer to provide the leadership to implement and enforce technology policies. Establishing this connectivity can be particularly challenging for rapid-growth firms since the period during which separate systems are integrated can be very short.
This challenge I overcame by designing criterias for partner appointment and strictly following it. I have given responsibility to other managers to appoint and start business with newly appointed partners. Making the new partner contribute to our business was our priority.
3. Where do you see the company in the next five years and how will you bring about the change?
I want my company to do business in every country in African Continent in the next 5 years. For that we will identify new markets by having a good survey and with the help of our existing partners and our current sales and marketing team. We will appoint at least partners in each country and will focus to activate the partner as early as possible.
4. Did you ever feel like giving up on being a CEO and what motivated you to pull this off?
I never felt like giving up because I have successfully achieved my goals year after year. That kept me motivated till now.
5. Describe your biggest achievement
After converting the company in to a Private Limited company, within 4 years we could start our business in 8 countries.
6.From where you get the idea for business?
Since the beginning of my career I was determined to start my own business. I worked for pharma companies at different levels. That experience of failure and success helped me to do things in a better way when I started my own business.
7.What was your aim to start the company?
As every beginner, my aim was to start a company and gradually make it a big and successful company.
8.Tell us some of your failures
My biggest failure is to curtile the expenses on which I am working till date
Other failure includes not retaining some good talents.
9.What is the role of your family in your successful career?
My family supports me in many ways. When I travel, they manage themselves. They give me motivation to work hard. My kids inspire me to work harder because I don't want to get failed in front of them. I want my kids to remember their father as a good human being and a good manager.
10.What is your message to the young generations and to their parents?
My massage to young people is that you should take calculated risks in business. Always have plan B...
To their parents, do not stop your children when they want to take risks in business. Support them emotionally and financially if you can.
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