Gurdeep Singh Matharu: ‘Motivating Teams Requires a Tailored Approach’

In an interview with Corporate World, Gurdeep Singh Matharu, Vice President, Alltech Industries, talks about fostering a culture of continuous improvement.

With over two decades of dynamic industry experience, Gurdeep Singh Matharu has journeyed from a humble beginning as a Service Engineer Trainee at Larsen & Toubro to his current leadership role as Vice President at Alltech Industries. A firm believer in lifelong learning, he has continuously evolved—earning an MBA and a Doctorate in Management Studies while gaining hands-on experience across prestigious organisations such as Atlas Copco, Greaves Cotton, and Ammann Apollo.

Known for his empathetic leadership and strategic foresight, Matharu places equal emphasis on financial prudence and people-centric management. His leadership philosophy is grounded in integrity, empowerment, and innovation—principles that have driven both team motivation and organisational success. Under his stewardship, Alltech has expanded its global footprint to over 30 countries, becoming a symbol of Indian engineering excellence.

In an interview with Corporate World, Matharu talks about celebrating growth, embracing challenges, and fostering a culture of continuous improvement.

Q. Give us an overview of your professional journey and how your experiences have shaped your unique leadership approach?

Twenty-three years ago, I took my first step into the industry as a Service Engineer Trainee at Larsen & Toubro Limited, Chandigarh, in the earth-moving equipment division — it was the first time I had stepped outside the comfort of home. Over time, I was fortunate to receive valuable opportunities to work across different roles and organisations, each with increasing responsibilities and in various locations. These opportunities provided me with exceptional platforms to grow and understand diverse challenges, opportunities, and the mindset required for each position.

Additionally, I had the privilege of working under various highly skilled mentors, each with their unique qualities, skills, and strengths. This guidance greatly accelerated my learning process. From this experience, I developed a clear understanding that while each position demands a different mindset and skill set, there are common qualities required for success—passion, accountability, a strong desire to learn, and empathy. Above all, integrity and loyalty are non-negotiable.

Q.   From starting as a Service Engineer trainee to now holding the position of Vice President, your career trajectory is truly impressive. What were some of the defining challenges and pivotal learning experiences that shaped your journey?

I started as a Service Engineer, transitioned to Sales, pursued an MBA, and later earned a Doctorate in Management Studies, which prepared me for senior roles. I’ve been fortunate to work with prestigious organisations like Atlas Copco, Greaves Cotton, L&T, Ammann Apollo, and now at Alltech India. These experiences provided invaluable on-the-job training, enabling me to enhance my skills. I’m grateful to my managers for empowering me to work independently and execute my ideas.

At Atlas Copco, I embraced the core values of ‘Interaction, Commitment and Innovation’. I regularly engaged with stakeholders to stay updated on business needs. I set SMART goals and encouraged innovation at all levels—helping the team improve efficiency, work Satisfaction and reduce errors. This approach allowed me to foster strong coordination across departments, including Sales, Marketing, R&D, Finance, Production, and Vendor Development.

I firmly believe in the adage, "Learning has no end", and the more I learn, the more I realise how little I know. This mindset has fuelled my continuous learning throughout my career.

Q.   In your role as Vice President, what strategies do you employ to maintain a balance between innovation, client satisfaction, and the financial health of the business?

In any organisation, leaders must manage two balance sheets: financial and manpower. Throughout my career, I have been more inclined toward managing the manpower balance sheet because a motivated and strong team naturally drives customer satisfaction. A happy team, supported by the right working environment, fosters innovation in all aspects.

When a team is motivated, they can be challenged to achieve higher goals by actively participating in crucial strategies and their implementation. This, in turn, ensures the organisation's financial health remains positive and on a growth trajectory.

Regular open meetings, performance-driven incentives, appreciation, periodic training, and employee engagement programs at various levels not only boost motivation but also drive sustainable growth, customer-centric solutions, and a sense of ownership and accountability among employees. As a team member, I believe in setting small milestones, ensuring their completion, and celebrating every achievement to build momentum and reinforce success.

We actively gather client feedback, adapt to evolving market demands, and leverage cutting-edge technologies to drive efficiency. This balanced approach allows us to innovate while maintaining financial stability, ensuring we consistently deliver exceptional value to our clients.

Q.   How do you ensure that your team remains motivated and aligned with the company’s vision?

Internal communication is crucial to a company's growth—faster communication fosters transparency, accelerates progress, and enhances satisfaction for employees, stakeholders, and customers.

From my experience, the best solutions often come from those closest to the problem. That’s why we empower team members to speak up, participate in problem-solving, and take the lead, rewarding them accordingly. We also cultivate a work environment where mistakes can be acknowledged without hesitation, encouraging continuous learning.

Motivating teams requires a tailored approach—whether through rewards, recognition, participation, or accountability. As a leader, selecting the right method based on the team and task is key. Informal meetings with working teams have been a game changer, allowing senior management to listen to ideas in a relaxed setting and implement valuable insights after review. By fostering a positive, growth-driven culture, I ensure that teams remain motivated, engaged, and aligned with our vision.

Q.   Alltech has established a strong global presence. What strategies have been key in expanding the company’s footprint and ensuring success across such diverse markets?

It gives us immense pride when our customers in the export market refer to us as an “Indian Multinational,” a recognition earned through over 750 installations across more than 30 countries.

Over the years, I’ve come to believe that while money is a universal language, trust is even more powerful. At Alltech, our greatest strength lies in our visionary Directors and their active involvement in day-to-day operations. We go beyond simply supplying equipment; we deeply understand project requirements and offer solutions based not only on capital investment but also on life cycle costs. In overseas markets, we provide not just equipment but also trained manpower and O&M contracts—creating a win-win scenario where customers are assured of quality and productivity, while our team gains international exposure and competitive remuneration. We’ve built strong communication channels between our head office and global sites, supported by an efficient logistics system.

Our greatest reward is repeat business, a true testament to customer satisfaction. Backed by a robust R&D team, we deliver country- and client-specific solutions, including advanced mobile batch mix plants, containerized asphalt plants, and state-of-the-art bitumen processing technologies.

Q.   Looking at the future, what are your next big goals for Alltech Industries, and how do you envision the company’s role in shaping the future of road construction and infrastructure globally?

Alltech is committed to leading the way in sustainable infrastructure solutions by focusing on eco-friendly products and long-term sustainability. Soon, we will transition from a private limited to a limited company, giving us greater wings to grow while increasing our accountability.

Our goal is to expand into key global emerging markets and provide cost-saving solutions that enhance customer profitability. Aligned with the vision of our government, we strive to be a flag bearer of the ‘Make in India’ initiative, establishing ourselves as a true Indian multinational.

Driven by our commitment to excellence, we deliver rugged, robust, and reliable solutions that redefine the future of road construction. By combining efficiency with sustainability, we are positioning Alltech as an emerging industry leader.

With a growing international footprint, we have established key contact points across Africa, the Middle East, South East Asia, and North East Asia, including Alltech Australia, strengthening our global presence.

Q.   Finally, what drives you to keep learning, improving, and leading? How do you stay motivated and inspire others to do the same within your organisation?

Today, we operate in a VUCA world, requiring agility and adaptability. The immense opportunities, both in India and globally, serve as our biggest motivation. Alltech, though a young player in the road construction equipment market, has introduced cutting-edge solutions like micro-surfacing machines, mobile batch mix plants, emulsion plants, and PMB & CRMB plants. Yet, many milestones remain ahead.

Continuous improvement and innovation drive us. We are actively working on certifications and process enhancements with third-party experts to align with global standards, aiming to match European and American multinationals in a shorter span.

For me, setting milestones and celebrating achievements is a key motivator. A team that celebrates success together cultivates a winning attitude, embraces challenges, and remains driven. At the same time, every team member must reflect on their journey—how they have grown in their career, personal development, and skillset—and set clear goals for the future. Our collective growth defines Alltech’s success.

Home Page : https://www.thecorporate.world/

Linkedin: https://www.linkedin.com/in/gurdeep-singh-matharu-8a7a9934/

Website : https://alltech-group.com/