Rahul Chaudhry Tata

Rahul Chaudhry

Apartment 404, Block 21 MG Road, Gurugram 122 002.
India +91 92121 14000 (Mobile), +91 124 2355667 (Home)

Rahul_Chaudhry@iCloud corn

DOB: 15th November 1960

Profile

  • Senior Management-Executive with an experience of over 33 years in India, UK, Singapore, Netherlands in the telecom and defence sectors. Before moving into TATA Group worked with AT&T, Motorola and British Telecom.
  • Till June 2018 was Chief Executive Officer at Strategic Engineering Division (SED) of Tata Power Co. Ltd (since —15 years) with P&L responsibility. In addition to delivering 15-20% EBIDTA, increased the Addressable Market from Rs 100Cr to Rs 7,00,000Cr
  • Multinational & Indian experience in Technology, Project Management, Business Development, Mergers & Acquisitions, Operations, Corporate Governance & Strategic Partnership.

Expertise

  • P&L and Performance Improvement
  • Turning around a loss making entity (in fact was tasked to close down SED) to a Profit making one
  • Building, from scratch, a Broadband Telecom Company and making it EBITDA positive in 18 months
  • Ability to       understand        complex
    Customer / Govt Buying process
  • Understanding efficacy of technology solutions in business — Driving a Product Mindset through Frugal Innovation & maximize Govt Support
  • Uncovering win win situations
  • Managing business for growth & Long term Value Creation

 

The Tata Power Company Limited, Mumbai, India

August 2001 to October 2005 — CEO Tata Power Broadband August 2002 to  July 2018      — CEO Tata Power SED

In 2001,  joined Tata Power, then prime funding vehicles for Tata Group’s Telecom play. I had both strategic & operational responsibilities in Tata Power’s Telecom thrust. Lead the team (with BCG as consultants) that developed Tata Power’s wholesale Voice & Data business plan with national & international long distance. Subsequent to Tata Group’s acquisition of VSNL (Feb 2002), Tata Power Broadband’s National Long Distance plans were implemented through VSNL. Till October 2005, Tata Power Broadband’s business was managed for profitability and valuation for eventual merger with VSNL. This 100% subsidiary of Tata Power with an equity of Rs 70 Cr was valued at Rs 239 Cr & moved to VSNL on 31st Oct 2005 giving Tata Power a multiplier of over three on its investment in four years.

In August 2002,  was also given an additional responsibility of Tata Power’s Strategic Electronics Division (SED), a business focused on Defence with a 35 year history of losses and a turnover of Rs 12 Crores. As an interesting fact,  was initially asked to look at closing down this division given the M&A background. However,  took the challenge of turning this division around and in 2007, Tata Power SED secured seven most comprehensive Defence Production licenses and emerged as one of the two (other being L&T) private sector Defence Prime contractors with an order backlog of Rs 300 Cr (including India’s first Private Sector Defence Prime order for a weapon System – Pinaka, an event significant enough to be reported by `The Economist’ magazine. Also led the shortlisting of Tata Power SED in 8 out of 12 possible RUR (Raksha Udyog Ratna) categories, putting SED in the same league as L&T which was nearly ten times larger.

In the next 5 years, i.e. 2007 till 2012; SED was put on a Self Sustaining growth path (revenue CAGR 55% pa) with capability building for Systems Design, Engineering and Testing. We achieved CMMI level 5 for “System & Engineering” and “Software”, AS 9100 for Aerospace Production and an NABL accredited test setup at our factory in Electronics City Bangalore including EMI/EMC facility. Won two Global Defence bids and were down selected for Rs 20,000 Cr “Make” Project TCS (Tactical Communication System) in a consortium with L&T and HCL. In this journey over last 15 years I have doubled SED’s revenue every 3 years and deliver EBITA of 10-15% pa despite stagnation in the Industry for nearly a decade.

Since 2013, encouraged by the new GEC set up by the-then Tata Group Chairman Mr. Cyrus Mistry, Tata Power SED embarked upon a Rs 1500 Cr expansion plan in a phased manner with new facilities being planned at Vemagal (near Kolar in Karnakata), Bangalore Airport SEZ and Faridabad to target an addressable Defense market of Rs 700,000 Cr over next 10 years. I was instrumental in pushing the risk mitigation strategy of leveraging all possible Government support i.e. DeitY Schemes, MPSIPs Capital & R&D subsidy, TDP loan scheme, Govt. of Karnataka VAT/GST interest-free loan schemes and 35(2AB) R&D IT benefits for SED that will result in over Rs 1,000 Cr of Govt. Subsidies by 2022.

Over 115 products & subsystems have been developed with control on “IP” in India by team SED together with development partner ecosystem and academia. This received a boost through recent GFR changes to support “Make in India” specifically in the areas of secure communication, data in transit & data at rest security, Optronics, Border Management, Railways and Smart / Secure City.

During the course of leading Tata Power SED, was nominated (in 2005) by Raksha Mantri to the Dr Vijay Kelkar led Committee on Private Sector participation in Defence. Was  Co-Chairman of the National Committee on Defence for FICCI for ten years.  Currently The Chairman of FICCI’s National Committee on Home Land Security. Also,the Chairman of DIIA (Defence Innovators & Industry Association) and have substantially contributed to June 2017 changes in the GFR to support indigenous product procurement (with 50% value addition) in Govt. procurements to support “Make in India”.

British Telecommunications plc. London, United Kingdom

October 1999 to July 2001 —

Program Director m-Commerce & International UMTS

 

Was a Key member of BT’s team working on the next generation (3G & 2.5G) mobile opportunities.  Responsibilities included identifying and developing partnerships for key e-Commerce and m-Commerce enablers and led the BT team developing W PKI (Security & Digital Signatures), Digital Signatures, e-Wallet and developing internal & external partnerships for and B2C/ B2B applications.

Earlier, as part of the International UMTS team, in 1999  was responsible for multi market 2.5G capabilities.  led, from conception to implementation, a GPRS roaming project for ‘Advance Alliance’ of BT and AT&T and their respective JV’s like SmarTone in Hong Kong and Far Eastone in Taiwan. The successful trials were appreciated by partners and attracted favorable Global press coverage. It was a pioneering effort to deliver  Data roaming across three continents, developing customer care process for data roaming and inter-operator billing capabilitie with an objective of making data roaming as simple as voice roaming.

British Telecommunications Asia Pacific and India

March 95 to September 99 —

Project & Alliance Director, Mobile Asia Pacific

 

Dual responsibility for Business Development (Strategy, Mergers and Acquisition) along with Alliance Management i.e. managing relationships with partners. My major accomplishments at BT have been:

  • Key contributor to BT Mobile’s Asia Pacific Investment Strategy. Prime responsibility for developing strategies for ASEAN and Indian Sub Continent.
  • Led teams on the following projects in Asia Pacific:
  • Acquisition of equity in Bharti Cellular Ltd., New Delhi, 1996 — This was the first mobile investment by BT in Asia and hence required rigorous analysis to back investment recommendation.
  • StarHub Mobile Bid, Singapore, 1997-98 — Led the BT team along with representatives from Singapore Power, Singapore Technologies and NTT. This included a 3G license.
  • Led Due Diligence teams for acquisition targets in Hong Kong, Taiwan and China.
  • Involved in briefing BT directors on operational issues of the Joint Venture and participating as an alternate director on the board of Bharti Cellular.

Motorola Singapore Pte Limited

April 1993 to February 1995 — Head of Operations

I was responsible for directing the country sales & implementation strategy for Cellular Infrastructure Group. This involved understanding operator consortium profile, their needs and making recommendations for pricing. The role also managed technical support to the mobile operator’s on network planning, interconnect and other regulatory issues. Was also responsible for managing public relations activities with the media and industry associations in India.

Under my tenure, Motorola sold 75% of all GSM Mobile infrastructure to Cellular Operators when 4 Metro city initial roll out happened in 1994-95 in India.

AT&T India and AT&T Philips Telecom, Netherlands

February 1987 to March 1993 —

Strategy, Sales, Network Planning, Business Development and Project Management

 

Spent 18 months in Netherlands responsible for providing Technical Market Support for various products in Europe. Was instrumental in deploying World’s Largest International Gateway Switch an International Free Phone — 1-800 service in UK in 1988.

Department of Telecommunications, India

April 1985 to January 1987

Joined the DoT thru UPSC exam and was provided training in Network Planning, Local Loop, Transmission, Switch Planning, Optical Fiber. Thereafter, I was responsible for running telephone and telex network for a sub division (one revenue district) with 300 people reporting to me.