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Okaya EV recently re-branded itself to OPG Mobility.Anshul Gupta, Managing Director of OPG Mobility, shares the company’s vision for its EV business, which includes e-2Ws, 3Ws, battery packs, powertrain components and EV chargers. We also discuss the recent rebranding to create a distinct identity for the EV business, separate from the battery-centric Okaya brand.
What was the thought behind the recent rebranding from Okaya EV to OPG Mobility?
Over the years, as we built our EV business and its ecosystem, we realized that the brand needed to connect with end consumers in the automotive segment while also distinguishing itself from our parent brand, Okaya, which is well-known for batteries and has a strong presence in the industry.
While Okaya’s reputation helped attract customers, positioning an independent automotive brand under the same name proved challenging.
To address this, we strategically created two distinct brands under the OPG flagship – Ferrato as a dedicated 2W brand and OPGOTTO for 3Ws. These brands have separate distribution networks, unique product lines, and a well-defined roadmap.
Okaya, as a battery brand, will continue its independent journey.
When you first entered the EV space, what kind of synergies from your legacy businesses helped drive your progress?
As a group, we have been in the electronics industry for a long time—Microtek is now a 38-year-old company. Along with electronics, we have also been involved in various IT ventures and are well known for our battery business, particularly lead-acid batteries. We started the lithium battery business back in 2016-17, even before the EV revolution had truly begun.
Microtek dealt with AC-to-DC conversion—just like inverters for lead-acid batteries—and it was the right time for us to explore the EV charging station space. From there, we moved toward the transition from lead-acid to lithium-ion batteries, which was happening gradually. Our experience in batteries proved invaluable.
EVs are primarily about batteries, with electronics and software playing significant roles and mechanical components making up the rest. Since our group had expertise in all these areas—IT, batteries, mechanical, and electronics—venturing into EVs in 2019 made perfect sense.
It also helped that we had in-house talent from our existing businesses, which we combined with market expertise to develop a product line after two years of research and development. Our commitment to LFP chemistry defined our scooter strategy, making us one of the first companies to introduce LFP battery based scooters with dual-battery options and multiple kilowatt-hour variants within the same model.
You offer charging solutions and EV batteries, along with your vehicles in the 2W and 3W segment. What is your overall vision for the e-mobility business as a group?
We aim to leverage our ecosystem to lower the TCO for Indian consumers and the markets we are targeting, ensuring sustainable growth and greater market penetration.
Our e-mobility business is structured into five key areas: two-wheelers, three-wheelers, EV components, EV charging, and energy storage.
The two-wheeler, three-wheeler, and component businesses naturally complement each other.
The EV charging products also cater to the four-wheeler, truck, and bus sectors—areas where we have no plans to manufacture vehicles. Our focus is on highway EV chargers. Additionally, we are working with stakeholders to deploy AC chargers for home and community charging. There is increasing demand from North America, the Middle East, and Southeast Asia, and we plan to capitalize on exports in the coming years.
We are concentrating on battery-based energy storage systems, including battery-plus-UPS and battery-plus-inverter solutions for commercial, industrial, and residential applications. Since 2018, we have been deploying and testing energy storage solutions. Now, the priority is to scale these businesses aggressively.
With component manufacturing facilities, EV assembly lines for three-wheelers and their parts, and an increasingly stable industry framework—especially with government support for CCS2 and AC Type 2 chargers—the foundation is strong. The next phase is about scaling our operations to make a lasting impact.
When you mention the EV components business, apart from batteries, what other components are you currently offering?
In the L2 category, we manufacture motors, controllers, TFTs, and speedometers—both TFT-based and analog-segmented versions. Additionally, we produce wire harnesses, frames, and plastic parts. Among these, we have opened up certain components to the market, including batteries, chargers, motors, and controllers. We are also in discussions with strategic partners for plastic molding and painting, as we have our own paint shop, along with frame manufacturing.
For the L3 segment, we are involved in battery manufacturing, motor, controllers, chargers, and frames. The core powertrain components are available for other OEMs and the aftermarket. While we have yet to fully localize these components at our own facility, we are currently working with third-party manufacturers. As of now, we are focused on battery chargers, but we plan to expand into motor controllers as well.
Our EV component business is open to supplying to other OEMs. We have batteries for both 2Ws and 3Ws, along with distribution and aftermarket solutions. Initially, our focus was on refining battery designs, leveraging insights from having 60,000 to 70,000 scooters (including low-speed) and over 20,000 lithium-ion batteries for 3Ws on the road. Now that we have successfully optimized our batteries for both 2Ws and 3Ws, we have reopened our offerings to the market.
For different e-mobility businesses, where are your manufacturing facilities located?
Our manufacturing operations are spread across 45 acres in Himachal Pradesh.
One of our main plants, covering 15 to 18 acres, focuses on components such as powertrain systems, lithium-ion batteries, energy storage batteries, and EV chargers. This facility operates on a ‘plant within a plant’ concept, with dedicated teams and subject matter experts managing different manufacturing zones.
Our two-wheeler vehicle assembly unit is about two kilometres away.
Around five km from the component plant, we have another facility dedicated to frame manufacturing. This fully robotic plant produces scooter frames and e-rickshaw frames, including coating processes.
Our fourth location houses plastic parts manufacturing and the paint shop.
We are also in the process of establishing a fifth unit for three-wheeler manufacturing. We are considering shifting this segment from Himachal to locations like Uttar Pradesh, Rajasthan, or Haryana to optimize logistics costs and improve margins. Currently, our three-wheelers are manufactured in Himachal within our main component facility.
What is the overall team strength for your e-mobility business across all segments?
We have 489 employees on our payroll. If we include contractual workers as well, our total workforce ranges between 800 to 1,000. We also operate an overseas R&D unit, which is included in this count.
Could you talk about the level of localization? What are key import dependencies?
We have applied for a patent registration for our design for EV chargers. We have supplied nearly 1000 DC chargers to the market. The total count of our chargers in the market is neatly 3,500 units, all designed in-house, including components, control cards, and boards. PCBs are sourced from India, and mounting is done in-house with our assembly line. Some strategic components, such as microcontrollers, are sourced externally. Our localization level exceeds 85%, with the only remaining dependencies being rectifiers and screens as per the PMP guidelines. The charging guns have been localized as well.
For the 2W segment, we have achieved over 84% localization, excluding the cells. This is due to the in-house moulding of frames, plastic parts, motors, controllers, and other key components. The entire motor manufacturing process, from winding to assembly, is done in-house for BLDC motors, while mid-drive motor winding is planned for localization as volumes scale up. Controllers are manufactured internally, while some chargers are sourced from Indian partners meeting the PM E-drive scheme qualifications.
For the 3W segment, most components are localized. Cells are imported, but chargers, motors, and controllers are either manufactured in-house or sourced from Indian partners. Only for e-rickshaw, certain parts are imported directly, other that than, all parts are domestically sourced.
How was the year 2024 for you, and what numbers do you expect for this year?
Last calendar year, 2024, we saw a decline in numbers for the two-wheeler category, both in high-speed and low-speed segments. We have been actively working on identified areas to rebuild and scale our volumes.
To revive two-wheeler sales, we have made strategic changes in how communication, marketing, and retail operations function and distribution strategies. Strengthening relationships with dealerships is key, so we are engaging with them directly, ensuring their concerns are addressed. We have already started seeing results—our retail numbers for high-speed and low-speed two-wheelers doubled in February compared to the previous month.
For three-wheelers, we officially began retail operations just two months ago after a trial phase to test dealership viability. Now, dealerships are achieving returns on investment.
Unlike our rapid expansion in the two-wheeler business—where sales didn’t always meet expectations—we are following a phased approach for three-wheelers. This year’s key focus is ensuring profitability for our distribution partners while maintaining an optimal total cost of ownership for the end consumer.
In terms of overall numbers, last year was not as encouraging as the previous one. However, our goal for this year is to scale up significantly, attract investments, and onboard a financial partner to infuse capital into the business. We have clear applications for these funds and aim to grow the business towards an IPO route in the future.
With respect to your plans to scale the distribution network, what kind of on-ground presence are you targeting?
In the two-wheeler space, we currently have around 300 network partners, and our goal is to scale this up to approximately 550. When it comes to deeper market penetration, including sub-dealers, the average ratio is about 4 per main dealer. This means the total touchpoints should be between 1,800 to 2,000, including the sub-dealer network. Our first priority remains ensuring the viability of our existing dealerships. Some are already profitable, while others need additional guidance, which we are actively offering.
For three-wheelers, we have set a target of establishing around 190 principal dealership partners in the L3 and L5 segments.
New Delhi: Showcasing India’s growing role in the global supply chain, exports of auto components have shown robust growth in the past couple of years. Also, major exports destinations for motorcycle parts are Germany, Bangladesh, the US, the UK, the UAE, Brazil, Turkey, Sri Lanka and others.
This highlights India’s increasing global market presence and reduced dependence on imports. According to industry experts, India’s auto component industry can target $100 billion in exports, as global original equipment manufacturers (OEMs) reassess their supply chains and manufacturing strategies, presenting India with an optimal opportunity to establish itself as a top global destination.
The auto component exports reached $21.2 billion in FY24, marking a significant turnaround from a $2.5 billion deficit in FY19 to a $300 million surplus.
In just a few years, shopping has undergone a revolution. With digital options exploding in number, it’s increasingly important for small businesses to take advantage of technology to keep up in the market. This starts with a full embrace of the digital world — and the features people love about it. Rather than seeing the digital and physical as separate, it’s time to focus on integrating them.
Retail digital signage is an effective tool to blend the digital world with the brick-and-mortar environment and create a more seamless journey for customers. The latest generations, such as Samsung displays, can do far more than just flash static ads. When matched with loyalty programs, content management systems, geolocation and other digital assets, they can achieve the frictionless, personalized experience that shoppers have come to expect today. This drives engagement, boosts loyalty and increases return on investment (ROI).
Here’s how digital displays can help small business retailers thrive.
Personalized shopping experiences that drive sales
As data-driven marketing becomes more sophisticated, shoppers expect high levels of convenience and personalization. That goes for small businesses, too. Retailers that step up to meet these expectations by supplying data-driven, personalized offers are seeing growth in basket size, upsells and ROI. This requires not just the hardware but also the software. In-store digital signage with a robust and dynamic content management system (CMS) is the key to success.
How digitizing retail experiences boosts ROI
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Samsung VXT, an innovative, cloud-based CMS, enables small businesses to easily create, schedule, manage and monitor content specifically for digital signage, improving outcomes. For example, with VXT Canvas, retailers can create custom content tailored to specific brands, promotions, events and even weather to drive sales. Software partner Sprinklr offers yet another platform to do the same on Samsung displays. Another feature shows the displays connected to each event and the success or failure of each screen, helping managers assess performance and strategy.
The graphic element adds more options to make a visual impact and target attention. In addition to thousands of fonts, templates and preloaded images, users can upload their retail media and VXT Art (sold separately) to apply more than 10,000 pieces of content from world-class art museums and galleries — often an ideal pairing for luxury brands.
Batteries Plus, a consumer electronics chain, offers an example of how digital signage integrated with VXT can enhance ROI. The company uses Samsung 4K UHD LED displays as “silent salespeople” to promote products triggered by real-time weather alerts.
Self-service capabilities for faster transactions
In retail, fast, frictionless transactions are the goal, which helps explain why so many consumers prefer self-serve technologies. In fact, Salesforce’s 2024 State of the AI Connected Customer report shows that 61% prefer self-service for simple issues. Its State of Service report shows the impact of self-service on success, with 80% of high-performing service organizations providing a self-service option. These perspectives make digital kiosks a particularly powerful upselling and cross-selling tool.
Samsung Kiosk allows businesses to implement self-serve technology quickly and easily. The intuitive, interactive kiosk boasts an all-in-one ordering and payment system that accepts cash, credit cards and contactless solutions such as barcodes, QR codes and near-field communication for digital wallets.
For restaurants in particular, Samsung Kiosk can come preinstalled with GRUBBRR proprietary restaurant management software, or other menu platforms like Bite, PAR or Nanonation. Using AI and machine learning, the system knows how to daypart and feature more popular or profitable items higher on the digital menu board. As at Batteries Plus, restaurants can connect products with weather events, promoting soup or hot chocolate on a cold day and ice cream and slushies on a scorching one. Self-checkouts also never forget to upsell, which increases profit-building activity and ROI. And partners like PopID simplify ordering and make transactions even smoother with easy kiosk login.
Lucrative loyalty programs
Another way retailers can increase wallet share is by integrating in-store technologies with lucrative loyalty programs. That pays off quickly. Research from the 2024 Achieving Customer Amazement study noted that 81% of customers prefer companies offering personalized experiences. That perception of improved customer service significantly impacts business, as the same report noted that 85% of customers will go out of their way to go to a company with better customer service.
The personalization that Samsung digital displays and software enables transfers to loyalty programs. When customers feel like a business knows them and understands their purchasing patterns, they will likely stay loyal to that business. Samsung Kiosk partners with loyalty programs like Punchh to help achieve this through consumer data collection. Using these insights, brands can create and deploy customized, hyper-personalized loyalty campaigns that convert customers and increase basket sizes.
Fast adaptation to customer and market needs
Digital signage allows retailers to adapt messaging and promotions in real time to customer behavior, inventory levels, emerging trends, market shifts and other variables. For example, restaurants can quickly add and remove items from menu boards. During the holidays, stores could also customize displays to feature the season’s trending gifts.
Speed is essential, too, and a key benefit of Samsung displays. Businesses can change content quickly and easily, be it updating pricing, displaying new products or promoting limited-time offers. Additionally, interactive digital displays can provide customers with valuable extra information that just might inspire conversion. This could include product details, reviews and recommendations.
One novel way retailers can respond to customer and market needs is through traffic analysis. By incorporating solutions like FastSensor, which leverages AI and heat mapping to gather and analyze foot traffic data, retailers can quickly adapt to customer needs by managing queues and determining which in-store marketing messages work — and which don’t.
Samsung Kiosk models perfectly complement this. The kiosks come in three installation types — floor stand, countertop, and wall-mounting — which allow them to fit into a wider range of spaces within the traffic flow. Their sleek, modular, space-saving design and gray-white color blend in with practically any aesthetic, too.
The digital future of retail
As the retail landscape evolves, businesses that embrace small business technology will be able to provide enhanced customer experiences and reap the ROI rewards of digital transformation. The tangible returns on investment in cost savings, revenue growth and customer engagement make a compelling case for retailers to make Samsung displays and end-to-end solutions an integral part of their business strategy.
Exports of auto compnents from India see robust growth in last 2-3 yearsPixabay
Showcasing India’s growing role in the global supply chain, exports of auto components have shown robust growth in the past couple of years.
Also, major exports destinations for motorcycle parts are Germany, Bangladesh, the US, the UK, the UAE, Brazil, Turkey, Sri Lanka and others.
This highlights India’s increasing global market presence and reduced dependence on imports.
According to industry experts, India’s auto component industry can target $100 billion in exports, as global original equipment manufacturers (OEMs) reassess their supply chains and manufacturing strategies, presenting India with an optimal opportunity to establish itself as a top global destination.
The auto component exports reached $21.2 billion in FY24, marking a significant turnaround from a $2.5 billion deficit in FY19 to a $300 million surplus.
According to the latest report by Automotive Component Manufacturers Association of India (ACMA) and Boston Consulting Group (BCG), India can potentially add another $40-60 billion in incremental exports by prioritising 11 product families, with focus on US and Europe markets.
Exports of auto components from India see robust growth in last 2-3 yearsIANS
Notably, capitalising on emerging EV and electronic value chain through localisation today, India can look to tap into additional $15-20 billion exports in components such as battery management systems, telematics units, instrument clusters and ABS.
Global OEMs are major customers of India’s auto component industry, accounting for 20-30 per cent of exports.
In the German market, which is predominantly influenced by Eastern European suppliers, India emerges as a cost-effective alternative, offering components at prices up to 15 per cent lower.
In the US market, which is current dominated by imports from Mexico and China, Mexico offers components at 2-5 per cent lower prices due to reduced logistics and tariff costs. Conversely, Chinese components are 20-25 per cent more expensive compared to India, largely because of additional tariffs.
EKA Mobility, a provider of electric mobility solutions backed by Mitsui & Co., Ltd. (Japan) and VDL Groep (Netherlands), has partnered with KPIT Technologies and Bharat Petroleum Corporation Limited (BPCL) to introduce a 9-meter hydrogen fuel cell bus at Cochin International Airport (CIAL), Kochi.
The hydrogen fuel cell bus, designed for over 30 passengers, will operate at CIAL as part of a Proof of Concept (PoC) project with a three-year operational period. The bus was showcased at the Global Hydrogen & Renewable Energy Summit held in Kochi on March 12 and 13.
Under this collaboration, EKA Mobility integrated KPIT’s hydrogen fuel cell technology into its 9-meter electric bus, while BPCL developed the hydrogen generation, dispensing, and refueling infrastructure in Kochi. This initiative includes both vehicle deployment and the establishment of necessary hydrogen infrastructure to support operations.
Dr. Sudhir Mehta, Founder & CEO of EKA Mobility, expressed enthusiasm for the project, stating: “At EKA Mobility, we are devoted to pioneering clean energy solutions for sustainable urban transportation. The introduction of our hydrogen fuel cell bus in Kochi highlights our commitment to innovation and sustainable mobility. With our strong equity alliances and engagement with BPCL and KPIT, we seek to speed India’s transition to hydrogen-powered public transportation.”
Mr. Kishor Patil, Co-founder, MD and CEO of KPIT Technologies, said, “Building sustainable solutions by reimagining mobility is at the heart of KPITs vision. We have been persistently working on Hydrogen Fuel Cell technology and other green solutions. We are pleased to be technology partners in this collaboration with EKA Mobility and BPCL, where we come together as an ecosystem around Hydrogen Fuel Cell powered buses to power net zero ambitions of large infrastructure projects in Kerala”
This initiative is part of Kerala’s plan to reduce carbon emissions and assess the feasibility of hydrogen-powered commercial transportation. The project will test the use of hydrogen fuel cell buses in India and examine the potential for investment in hydrogen infrastructure. It will also provide insights for policy discussions on the expansion of hydrogen-based mobility solutions.
DUBAI: “Like every other field, there is fierce competition in business today. It is easy to step into business, but difficult to survive and succeed for a long time. Business can’t be done for a chance, leisure, or for charity- and profit should be the only goal to run it. Hence entrepreneurs should do every hard work without hesitation and compete with a ‘kill or be killed’ instinct.” This was the advice recently given by Masala King Dr. Dhananjay Datar, CMD, Adil Group of Super Stores, UAE, to the aspiring Maharashtrian entrepreneurs who were on a business tour to Dubai.
Datar was speaking at an event titled Dubai Business Conclave 2025 organized by Aakar Digi 9 news channel and Trizon corporate services. The event took place at India Club’s Utsav Hall and was attended by many established and renowned businessmen of Dubai. Prabhakar Suryavanshi, the founder of Digi 9, who arranged this tour to acquaint the Marathi entrepreneurs with the opportunities in businesses and markets of Dubai, facilitated a dialogue with Mr. Datar and others during the event.
Datar said, “When I first stepped into Dubai, 40 years ago, there definitely was competition, but not as fierce as it is today. Nowadays, entrepreneurs across the world are pouring in here to take advantage of the tax-free market and ease-of-doing business policy. In such a highly competitive atmosphere, outshining the competitors is necessary for survival. Any business should be done for profit only. We can survive by keeping the profit margin reasonable and simultaneously retaining our customers. Business means patience. Hence, those who impatiently chase instant profit, hardly make any fortune.”
He further said, “No doubt, Dubai is an attractive global business hub, but you have to adhere to the laws and customs here. New aspirants in business have to imbibe perseverance. A new business is just like a newborn baby. An infant takes at least 3 years to walk, talk, and eat on their own. Likewise, a business also starts earning on its own, if you patiently maintain and feed it for the first 1000 days. Maharashtrian youth should discard their traditional mentality to shy away from businesses and daringly reach their products and services to the global market. They will surely succeed if they provide quality products and innovative services at competitive rates.”
Rahul Tulpule, Vice President, Gof ulf Maharashtra Business Forum, said, “Entrepreneurs should take into account the needs of the customers first before starting the venture. In recent years, Dubai has witnessed a huge inflow of businessmen. It shows that there is an opportunity in every sector.”
Vivek Kolhatkar, MD, BCW Insurance Consultancy, guided the audience on risk management. He advised the entrepreneurs to first study the market and trends in overseas countries before entering there. Dr. Sanjay Paithankar, who has been providing healthcare for many years in Dubai shared his experiences and Omkar Shenolikar from Quick Heal gave useful information about businesses associated with technology. The event was coordinated by Ms. Shweta Ghalwadkar.
Former Pakistan PM Imran Khan sentenced to prison in corruption case. Photo Courtesy: Sayed Z Bukhari X page
A Pakistani court on Friday sentenced former Prime Minister Imran Khan and his wife Bushra Bibi to prison after finding them guilty in a 190 million British pounds (USD 240 million) case.
Khan, a cricket legend who captained the national team to 1992 World Cup victory, was sentenced to 14 years in prison.
His wife received seven years of imprisonment.
Khan is currently lodged in jail.
Accountability Court Judge Nasir Javed Rana announced the order in a courtroom inside Rawalpindi’s Adiala Jail, where Khan has been kept for the past one year.
In addition to the prison sentences, the court imposed fines of PKR 1 million on Imran and PKR 500,000 on Bushra, reported The Express Tribune.
In case the fines are not paid, Imran would need to serve an additional six months in prison.
Bushra Bibi will have to stay in prison for three more months.
As per Dawn News report, the case alleges that Imran and Bushra obtained billions of rupees and land measuring hundreds of kanals from Bahria Town Ltd for legalising PKR 50 billion that was identified and returned to the country by the United Kingdom during the previous PTI government.
Amid tight security, the court announced the verdict, following which Bushra Bibi was arrested in the courtroom.
Calling the verdict politically motivated, PTI has announced it will challenge the conviction.
Khan was ousted from power in 2022 after a no-confidence motion was passed against him.
PTI leader Meher Bano Qureshi reacted to the development and wrote on X: “The real question here is why did Malik Riaz over pay? What favours were granted in return and when does NAB plan to pursue that case because this falls under corrupt practice.”
Search and rescue operations after the Nepal landslide. Photo courtesy: X/@NepaliArmyHQ
At least 65 people, including seven Indian nationals, are believed to be missing after two buses were swept away by a landslide in Nepal and pushed into a swollen river today, according to media reports.
The two buses carrying 65 passengers went missing in the Trishuli River in the landslides at Simaltal area along the Narayanghat-Mugling road in Chitwan district, reported myRepublica news portal, quoting officials.
Chief District Officer of Chitwan, Indradev Yadav, confirmed the incident. According to Yadav, the Kathmandu-bound Angel Deluxe bus and the Gaur-bound Ganpati Deluxe bus, coming from Kathmandu, met with the accident around 3.30am today — 24 people were onboard the bus travelling to Kathmandu; and 41 on the bus travelling to Gaur, police said.
Three of the passengers on the Ganpati Deluxe bus managed to escape after jumping out of the vehicle, The Kathmandu Post reported.
The buses were swept away in the Trishuli River. A few passengers managed to jump out. Photo courtesy: X/@NepaliArmyHQ
Details have been received of 21 passengers travelling from Birgunj to Kathmandu on the Angel Deluxe bus. According to the latest information, police have said that there were seven Indian nationals among the passengers on this bus, myRepublica reported.
Yadav said that the rescue workers had started clearing the landslide debris.
Expressing grief over the disappearance of the bus in the Trishuli River, Nepal Prime Minister Pushpa Kamal Dahal ‘Prachanda’ issued directives for immediate search and rescue operations.
आषाढ २८ गते चितवन जिल्ला, भरतपुर-२९ नारायणगढ-मुग्लिन सडक खण्डको सिमलतालमा यात्रु बाहक बसहरू पहिरोमा परेको खबर प्राप्त हुनसाथ चितवनस्थित नेपाली सेनाका गोताखोर सहित फौज खटिई अन्य सुरक्षा निकाय लगायत स्थानीयको सहयोगमा उद्धार कार्य जारी राखेको छ ।#NepaliArmy#NAinSearchNRescueOpspic.twitter.com/85jXUcsksm
“I am deeply saddened by the loss of nearly five dozen passengers and the loss of property due to floods and landslides in different parts of the country when a bus was washed away by a landslide on the Narayangadh-Muglin road section. I direct all agencies of the government, including the home administration, to search and effectively rescue the passengers,” Prachanda posted on X.
Nepal Police and Armed Police Force personnel were heading towards the incident sites for rescue operations, said Superintendent of Police Bhawesh Rimal.
Debris from landslides at various places obstructed traffic on the Narayanghat-Mugling road section.
In a separate incident, at least 11 people died in landslides and floods triggered by incessant rain in the Kaski district yesterday.
More than 1,800 people have lost their lives in a decade due to monsoon disasters. During this period, about 400 people went missing and more than 1,500 people were injured in these disasters.
Today’s organizations are always seeking ways to gain a competitive edge and make informed decisions that drive growth and innovation. In this environment, data engineering plays a crucial role, using data to unlock valuable insights and drive business success.
Data engineer Ashmin Swain has emerged as one of the people making efforts to utilize their expertise to create inventive practices that improve how organizations approach decision-making, allowing them to keep up with the trend. Swain has an impressive track record spanning over a decade and brings a wealth of expertise to the field of data engineering.
Unlocking Insights through Resilient Data Architectures
Swain’s hands-on experience in architecting advanced solutions is rooted in his insights into how ingenious data engineering can transform business decisions.
“The key to unlocking the true potential of data lies in designing robust and scalable data architectures,” Swain explains. “Optimizing data ingestion processes and standardizing analytics reporting can enable organizations to make data-driven decisions confidently.”
His work demonstrates his ability to design data infrastructures that enable efficient analysis across diverse categories and geographies. Through pioneering techniques for streamlining data pipelines and building efficient data warehouses, Swain has helped organizations unlock valuable insights and drive business growth.
“Innovative data architectures lay the foundation for transformative business intelligence,” Swain adds. “When we can harness the power of data at scale, we open up new possibilities for deviation and competitive advantage.”
Swain extends his expertise beyond the technical aspects of data engineering. He is known for his ability to align data strategies with business objectives, ensuring that the insights generated from data are accurate and actionable. “Data engineering is not just about building pipelines; it’s about creating a bridge between raw data and business value,” Swain emphasizes.
Bridging the Gap between Data and Business Strategy
One key area where Swain’s thought leadership shines is his approach to maximizing data engineering to solve complex business problems. “Data engineering is turning that data into actionable intelligence,” Swain emphasizes. Partnering with business stakeholders and understanding their unique challenges can help us develop tailored solutions that align with overarching strategic goals.”
Swain recognizes that the true value of data lies not just in its collection and storage, but in the insights and permutations it can drive. He empowers organizations to harness the full potential of their data assets by facilitating self-service analytics and creating data products that serve analytical and operational use cases.
“When we democratize access to data and provide the right tools for analysis, we enable decision-makers at all levels to make informed and timely choices. This is where data engineering truly becomes a game-changer for businesses,” Swain explains.
Swain’s deep understanding of organizations’ challenges in the digital age is rooted in his methodology for bridging the gap between data and business strategy. He recognizes that data silos, inconsistent data quality, and lack of data literacy are common barriers to effective decision-making.
“We can unlock the full potential of data-driven decision-making by breaking down silos and empowering teams with the right skills and tools,” Swain suggests.
Shaping the Future of Data-Driven Decision Making
Swain sees immense potential in integrating advanced analytics, machine learning, and AI into data engineering practices. “The future of data engineering lies in taking advantage of groundbreaking technologies to navigate market shifts, identify emerging trends, and stay ahead of the competition,” Swain predicts. “We can unlock new frontiers in business decision-making by combining the power of data with the intelligence of AI.”
Swain’s forward-thinking vision makes him a guiding force in shaping the future of data-driven decision-making. Through his leadership and hands-on experience, Swain has demonstrated how data engineering can enable businesses to make faster, more informed decisions.
Swain’s innovative approaches have empowered organizations to stay ahead in today’s progressing digital age, ultimately driving growth, innovation, and competitive advantage.
