In 2006, the global economy was doing well. In India, the political and economic situation was stable. All key macroeconomic indicators reflected an economy that was in robust good health.
We have done a lot of work on cost reduction, getting ourselves lean, reducing our breakeven, reducing our fixed cost and increasing exports. All of these factors help because our export basket is not just automotive but also includes industrial products, railways and others.
It's the adventure, the adrenaline-flowing, risk-taking in outdoor activities that attracts me.
Fundamentally, we have broken our aerospace business into three parts - large parts which go into the wings and fuselage, components for jet engines, and specialised structural components for landing gear.
I have what is probably the largest big bike collection in the city: a Fat Boy, a sportser Harley Davidson and two Yamahas. All these are 1200cc-plus bikes. Riding these bikes is something I still do and some trekking as well.
We can reorient our products and business strategy because we are an agile organisation.
We are working with the power industry all over the world. We are meeting customers in aerospace and getting them to tour our plants.
You cannot make an aircraft without forged components.
We have got into Indian railways and are trying to get into the railway locomotive business in Europe and the United States.
Import and substituting imports with domestic production are a big opportunity. With a devaluation of the rupee, imports get expensive, and for Indian manufacturers, this creates a huge opportunity.