AIRA: As a second-generation entrepreneur, what are some of the core values you protect over the years?

Varun Maniar: At the core, the values that have remained non-negotiable are integrity, accountability, and long-term thinking. We built the business on trust—trust with clients, employees, and partners—and that remains our strongest currency even today. Equally important is a culture of execution excellence. In our line of work, commitments matter, timelines matter, and quality cannot be compromised. As the business has grown, my focus has been on institutionalizing these values so they don’t remain individual-dependent but become part of how Electromech operates every day.

AIRA: What are some of the challenges you have faced while scaling the business?

Varun Maniar: Scaling a technical services business brings a unique set of challenges. One of the biggest has been building depth in leadership and specialized talent while maintaining consistency in execution across projects. Another challenge is working capital management in a fast-growing environment, especially when project sizes increase and timelines get tighter. We’ve had to put robust systems and controls in place early, invest in technology, and become far more process-driven to ensure growth does not come at the cost of discipline.

AIRA: You made early bets on Data Centers. What was the thought process?

Varun Maniar: The decision was driven by a combination of market visibility and internal capability assessment. We could see early on that data centers were becoming mission-critical infrastructure, and from an EIL perspective, data centers are highly technical, execution-intensive projects that require deep coordination across electrical, mechanical, and networking services—exactly where our strengths lie. Entering early allowed us to build domain expertise, understand client expectations, and create repeatable delivery models before the sector became crowded.

AIRA: How did you get the organization to move around with the strategy?

Varun Maniar: Alignment starts with clarity and communication. We spent time explaining the “why” behind the shift—not just to senior leadership but across project teams. Simultaneously, we backed the strategy with investments in training, hiring specialized talent, and upgrading systems to meet data center standards. Importantly, we didn’t abandon our existing businesses overnight. We allowed the transition to be phased, ensuring confidence within the organization while steadily building a strong data center pipeline.

AIRA: You made the transition from a high-profile finance career abroad to joining the, some would say “old economy family business”? What was the turning point?

Varun Maniar: After studying and working abroad for over a decade, particularly in high-intensity finance roles, I reached a point where I wanted to build something tangible and long-lasting in India. While the exposure to global markets and institutional discipline was invaluable, I realized that remaining at a Bloomberg desk did not give me the same sense of ownership or purpose as building a business from the ground up. Electromech presented a unique opportunity. It had a strong foundation, trusted relationships, and technical credibility, but it was also ready for transformation. I saw the potential to professionalize operations, bring in stronger financial discipline, and reposition the company for high-growth sectors. What some may call an “old economy” business, I saw as a platform that could be reimagined for the new economy—and over the last decade, that belief has translated into nearly 30x growth.

AIRA: Looking ahead, what is your next milestone and how are you preparing the organization for that?

Varun Maniar: Our immediate milestone is reaching ₹1,000 crore in revenue, but more importantly, doing so in a sustainable and institutionally strong manner. Preparation for this phase goes beyond topline growth. We are deploying investor capital to expand into the UAE and broader GCC markets, where demand for mission-critical infrastructure is accelerating. Internally, we are focused on building leadership depth through senior talent hires, strengthening governance, and investing in systems and processes that can support scale. Alongside our strong data center business, we are also scaling our electronics and solar verticals to create a more diversified and resilient growth engine. The objective is to build an organization that is not just larger, but structurally stronger and future-ready.

AIRA: What is the one policy change you would advocate to ensure a favourable environment for SMEs?

Varun Maniar: India today imports far too little capital while exporting a disproportionate amount of its talent. At the same time, SMEs are developing innovative and scalable business models that can effectively absorb both capital and skilled talent if the ecosystem allows it. Policy measures that improve margins for SMEs—whether through easier access to affordable capital, faster payment cycles, or reduced compliance friction—would make a meaningful difference. Supporting SMEs more actively would not only drive economic growth but also help retain talent within the country by creating strong, competitive enterprises.

AIRA: What would be your advice to other SME owners that are looking to scale the business?

Varun Maniar: Scaling requires more than ambition—it requires clarity and discipline. SME owners must ensure that day-to-day operations are robust and aligned with a clearly articulated long-term vision. Without this alignment, growth can quickly become chaotic. I would strongly advise investing early in building a strong leadership team and developing a clear product offering or USP that differentiates the business. When people, processes, and positioning are in place, capital can be deployed far more effectively, allowing the business to scale efficiently and sustainably over time.