Leading with Purpose and Precision : Kumaresan Rajendran

Kumaresan Rajendran, Chairman and Managing Director, SNF India, on driving growth, innovation, and people-centric leadership in a rapidly changing industrial landscape

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With over three decades of cross-industry and cross-border experience, Kumaresan Rajendran has built a distinguished career shaped by strategic foresight, operational excellence, and people-first leadership. As the Chairman and Managing Director of SNF India, he has been instrumental in positioning the company as one of the largest and most trusted production hubs within the global SNF Group. Under his stewardship, SNF India has achieved significant milestones — from large-scale capacity expansions to creating a culture of safety, sustainability, and continuous improvement.

In this candid conversation with Corporate World, Kumaresan Rajendran shares insights on his leadership journey, the evolution of the company, and his vision for building an agile, innovative, and globally aligned organisation.

Q. With over 30 years of experience across industries and geographies, how has your leadership philosophy evolved in navigating today’s fast-changing business environment?

Having worked for over 30 years across multiple industries and geographies, my leadership philosophy has evolved from managing operations to inspiring transformation. Earlier, success meant achieving targets; today, it is about creating a culture where people are empowered to deliver excellence. The pace of change demands agility, empathy, and foresight. I believe in leading by example — being accessible, transparent, and fostering trust. At SNF India, we have built a performance-driven culture grounded in safety, customer focus, people development, and growth. The ability to adapt without losing core values has been central to my leadership approach in navigating today’s dynamic business landscape.

Q. How do you balance strategic vision with day-to-day execution, ensuring that teams stay aligned with long-term goals?

Balancing vision with execution requires clarity of purpose and strong communication. At SNF India, our long-term goals — sustainability, customer satisfaction, and operational excellence — are translated into actionable plans for every department. I ensure alignment through regular reviews, cross-functional meetings, and clear KPIs. While strategy provides direction, daily execution ensures momentum. Empowering managers to take ownership, yet holding them accountable, bridges the gap between planning and performance. I encourage open dialogue so teams understand why we do something, not just how. This alignment of vision and execution has been key to SNF India’s consistent growth.

Q. How do you approach building a multi-geography business ecosystem — what are the essentials for achieving consistency across diverse markets?

Building a successful multi-geography business demands consistency in values, flexibility in approach, and strong local leadership. At SNF, our global philosophy of ‘Customer First’ is uniform, but our execution adapts to local realities. The essentials lie in having robust systems, knowledge sharing, and a collaborative mindset. We maintain global standards in quality, safety, and ethics while empowering regional teams to innovate based on market dynamics. Regular global connect meetings and shared best practices ensure alignment across geographies. This combination of standardised processes and decentralised decision-making has enabled SNF India to thrive in a diverse and evolving market.

Q. What were some of the key milestones that shaped SNF India’s journey from its early days to becoming one of the largest production sites within the SNF Group?

SNF India began with a vision to support the country’s growing demand for water treatment and allied polymer applications. Over the years, strategic investments in technology, infrastructure, and people have shaped our journey. Establishing one of the largest manufacturing facilities in the SNF Group was a major milestone.

Continuous expansion in product lines — from water treatment to mining, textiles, and construction — reinforced our market leadership. The ₹500 crore expansion plan to double our capacity marks another defining chapter. Our unwavering focus on safety, customer trust, and employee development has been instrumental in positioning SNF India as a global benchmark.

Q. With over 300 employees, SNF India has built a strong and diverse workforce. How do you cultivate a culture of innovation and continuous improvement within your teams?

At SNF India, innovation is not limited to R&D — it’s a mindset embedded in everyday work. We cultivate it through open communication, continuous learning, and empowerment. Every employee, whether on the shop floor or in management, is encouraged to question, suggest, and improve. We invest in capability development and cross-functional collaboration to strengthen creative thinking.

Recognising contributions and celebrating achievements fosters ownership. Continuous improvement is driven by our ‘People and Growth’ philosophy — developing talent, adopting new technologies, and streamlining processes. This inclusive culture of trust and accountability has been vital in sustaining SNF India’s competitiveness and excellence.

Q. What are some of the upcoming projects or expansion plans that SNF India is focusing on?

SNF India is currently focused on its major expansion project of ₹500 crores to double production capacity, reinforcing our commitment to ‘Make in India’ and supporting growing domestic and export demand. This includes enhancing infrastructure, automation, and sustainable manufacturing practices. We are also strengthening our presence across customer segments — water treatment, construction chemicals, and mining — with advanced product formulations.

Another focus is on digital transformation and people capability enhancement to prepare for future challenges. Our aim is to make SNF India not only the largest but also the most efficient and environmentally responsible production hub within