An Unique Interview with Jasraaj S. Kalra, Managing Director of Noble Group, one in every of India’s main EMS gamers within the shopper electronics and home equipment house
Jasraaj S. Kalra, Managing Director of Noble Group, shares his insights on steering one in every of India’s main EMS gamers in shopper electronics and home equipment.
On this interview, he discusses innovation, management, and the corporate’s formidable imaginative and prescient for sustainable progress.
What impressed your management method at Noble Group, and the way has it developed over time?
Jasraaj S. Kalra: My management method has been formed by two guiding principles- study earlier than you lead and construct earlier than you scale. Once I joined Noble Group in 2014, I spent my preliminary years working throughout advertising and marketing, gross sales, finance, and enterprise growth.
That have helped me perceive how each a part of the enterprise connects and the place efficiencies could be created.
Over time, my method has developed from operational focus to strategic pondering, making certain we don’t simply manufacture merchandise, however design sustainable, future-ready options. I imagine management in the present day is much less about hierarchy and extra about curiosity, empathy, and steady studying.
How has Noble Group tailored its enterprise mannequin in response to latest market volatility and shifting commerce flows?
Jasraaj S. Kalra: Manufacturing in India has change into each dynamic and demanding. The previous couple of years have proven that agility is vital to survival.
We’ve strengthened our OEM and ODM ecosystem to serve numerous clients- from international manufacturers to rising Indian producers, whereas making certain flexibility in manufacturing planning and sourcing.
We’ve additionally invested in vertical integration, from R&D and gear design to superior EMS and sub-assembly strains. This permits us to scale back import dependency, streamline lead occasions, and preserve high quality even throughout international disruptions.
On the similar time, India’s Make in India motion has created a powerful tailwind for producers like us. By aligning with this imaginative and prescient, we’ve been capable of broaden capability and retain extra worth throughout the nation.
For us, Make in India isn’t simply coverage alignment, it’s a mindset that encourages resilience, innovation, and self-reliance in each a part of our enterprise mannequin.
How is Noble Group addressing sustainability challenges in international provide chains?
Jasraaj S. Kalra: Sustainability is not elective, it’s central to the manufacturing roadmap. At Noble Group, we’re integrating sustainability at each design and manufacturing ranges. This implies optimising vitality consumption and lowering waste in moulding and meeting processes.
What are your views on the present commodity supercycle narrative? Are we getting into one, or have we handed it?
Jasraaj S. Kalra: Whereas the standard commodity supercycle pushed by international infrastructure and consumption booms could also be stabilising, I imagine we’re getting into a manufacturing supercycle. India’s progress story is being fuelled by home consumption, localisation and the federal government’s push for Make in India.
We’re seeing a structural shift from import dependency to native manufacturing, particularly in electronics and shopper durables. This sustained demand, coupled with robust coverage assist, will proceed to create alternatives for producers who can mix scale with sustainability.
What’s your long-term imaginative and prescient for Noble Group- each commercially and culturally within the Indian market?
Jasraaj S. Kalra: Our long-term imaginative and prescient is to strengthen Noble Group’s place as one in every of India’s most trusted and innovation-led manufacturing companions.
Commercially, we purpose to attain constant 20–30% progress by capability growth, technological development, and deeper localisation.
The aim is to construct large-scale, world-class manufacturing capabilities that not solely serve Indian demand but additionally make India a most well-liked vacation spot for international manufacturing.
Culturally, we’re targeted on constructing a mindset that values possession, effectivity, and innovation at each degree.
I would like our groups to see themselves as builders of India’s manufacturing future- people who find themselves not simply producing merchandise however shaping prospects. At its core, our imaginative and prescient is straightforward: to develop with objective and proceed setting new benchmarks for high quality and belief.
What recommendation would you supply to younger leaders getting into the commodities and buying and selling house in the present day?
Jasraaj S. Kalra: Begin by understanding the basics. The buying and selling and manufacturing ecosystem rewards those that mix perception with endurance. Don’t chase fast results- concentrate on constructing area information and long-term relationships.
I’d additionally say: suppose past transactions. The long run belongs to those that can create worth by innovation and digital adoption. Whether or not you’re managing provide chains or main a manufacturing facility ground, management in the present day is about resilience, adaptability, and objective.
Because the dialog with Jasraaj S. Kalra concludes, his forward-thinking method and unwavering dedication to excellence stand out. Noble Group’s journey underneath his management displays a transparent roadmap towards innovation, sustainability, and long-term worth creation in India’s dynamic electronics panorama.
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