* What made you choose logistics—a lesser-known path for engineers—as your career focus, and what continues to inspire you in this field?
It started like a Cultivating Curiosity in the Fields. In the agricultural heartlands of India, my early years were shaped by the mechanical rhythm of tractors, pumps and engines. That environment ignited a deep fascination with how things worked, naturally guiding me toward mechanical engineering. Upon graduating, I faced a career-defining choice: pursue a conventional role at a sugar factory or venture into the largely untapped world of heavy transport logistics.
I chose the latter - not because it was popular, but because I saw its future potential. As a Heavy Transport Engineer, I tackled oversized cargoes across unforgiving terrain, often devising transport solutions where no routes existed. Each operation was a puzzle - one that demanded both technical depth and creative problem-solving.
What began as executional work - AutoCAD drawings, route surveys, saddle designs, stowage plans - soon evolved into something deeper: a passion for breaking down complexity, building systems and orchestrating safe, reliable logistics operations.
*Looking back at your early career, what was the most defining moment that shaped your approach to leadership in logistics?
* handled multiple projects across India, the Middle East, Far East Asia, Americas, and the UK. My most defining moment came during the MG3 Melaka Project in Malaysia; I think it’s in 2008.
* still vividly remember that project - a turning point in my professional journey. At a critical moment, my senior colleague unexpectedly took on a new assignment, and the role of Logistics Manager was entrusted to me. I wasn’t fully prepared, but I made a conscious decision to take the risk with courage and commitment, telling myself, “If not now, then never.”
The stakes were high, timelines tight and, thrown into the deep end, I travelled to Malaysia, quickly immersing myself in understanding local logistics requirements and engaging with local experts. With the project already underway and little time to spare, I had to swiftly develop and execute a logistics plan. The intense time pressure I experienced taught me invaluable lessons—how to remain focused under extreme stress, prioritise tasks effectively, and rally both internal and external resources toward the common goal: delivering on time, within budget, and with uncompromised safety.
This experience not only strengthened my capability to lead in high-pressure environments but also shaped my approach to logistics leadership - grounded in adaptability, decisive action and purposeful collaboration. It marked my transition from operational execution to strategic leadership.
*Can you describe a moment when a major setback turned into a breakthrough in your logistics career?
With that strong base, I ventured into entrepreneurship, founding Big Cargo India, where I applied my expertise in heavy lift and logistics to support critical infrastructure - oil refineries, metro rail and industrial projects. Contributing to India’s nation-building efforts gave me a sense of pride and purpose that went beyond business. However, after 2.5 years running the company, at some moments I felt exhausted managing operations, finance, people and running behind sales targets, the gap between risk and rewards, and tough competition. That was the defining moment I started thinking to focus on something that brings me joy, felt a growing desire to step onto a global stage - to test myself in cross-cultural environments and lead diverse teams through complex challenges. That opportunity came when I joined Fluor, a Fortune 500 multinational, where I was given the platform to demonstrate my leadership capabilities and logistics expertise at a global level.
* How has working in cross-cultural teams across continents influenced your leadership style and communication approach?
At Fluor, in 2019, I came across a once-in-a-lifetime opportunity: LNG Canada - the largest and most complex project I’ve ever worked on. This wasn’t just about equipment - it was about global collaboration with logistics teams located in Canada, USA, Philippines, China, Japan and India, and suppliers based across the globe, and moving million freight tons of equipment & materials cross continent USA, Europe, India to China, and then shipping mega modules from China to Canada. Working with culturally diverse teams across continents toward a shared mission showed me the power of purpose. Building a plant for clean LNG wasn’t just a logistics milestone - it was a contribution to a more sustainable world.
Perhaps the biggest learning has been the importance of alignment, empathy and vision. Whether leading a small team or driving global strategies, I’ve learned that success lies in uniting people under a shared purpose - and giving them the belief that they are building something bigger than themselves.
*How do you see the role of logistics evolving in the EPC and infrastructure sectors over the next decade?
Over the next decade, logistics in the EPC and infrastructure sectors will evolve from a traditional operational role into a core strategic enabler of project success. With increasing scale, complexity and global footprint, early-stage logistics planning will directly influence project feasibility and EPC bidding strategies. As the Global Functional Owner for Project Logistics, I see digital transformation playing a pivotal role - through AI, IoT and digital twins - enabling predictive logistics that offers real-time visibility, data-driven decision-making and proactive risk mitigation. Additionally, the growing use of modularisation and prefabrication in EPC projects will require highly coordinated logistics solutions, making logistics an integral part of engineering and project execution from day one.
Simultaneously, sustainability and resilience are becoming central to logistics strategy. With growing expectations from clients and regulatory bodies, we are transitioning toward greener logistics models - leveraging multimodal transport, carbon tracking and low-emission solutions. The geopolitical volatility and supply chain disruptions we’ve seen in recent years demand a shift to more resilient frameworks focused on near-shoring, multi-sourcing and supply chain agility. This changing landscape calls for a new generation of logistics leaders - professionals with hybrid competencies in digital tools, commercial thinking and global collaboration. In this future, logistics will not only support project delivery but define its success, driving cost efficiency, schedule certainty, and environmental stewardship across every region we operate in.
* What are the biggest gaps you observe today in project logistics execution, and how can organisations overcome them?
India’s infrastructure growth story is ambitious, but project logistics remains a critical gap.
One of the key challenges in India’s project execution is the late integration of logistics strategy into project planning. This often leads to delays, cost overruns and last-minute improvisations - worsened by regulatory bottlenecks and infrastructure limitations. A stark example is the Mumbai-Ahmedabad High-Speed Rail project, which continues to face setbacks due to land acquisition delays, fragmented clearances, and logistical hurdles in moving oversized, specialised equipment.
To bridge these gaps, organisations must adopt a proactive, strategy-led logistics approach. Embedding logistics experts from the FEED stage, investing in digital tools, establishing Logistics Centers of Excellence (LCoEs), and collaborating closely with authorities can significantly improve outcomes. Upskilling teams and partnering with specialised logistics providers will further ensure safe, efficient and cost-effective project delivery.
Logistics is no longer a backend activity, it’s a strategic lever for on-time and sustainable infrastructure execution.
*What are the top three emerging trends you believe will redefine project logistics in the next 5-10 years?
The top three emerging trends that I believe will redefine project logistics in the next 5-10 years are (1) Digitalisation & data-driven logistics - the integration of AI, IoT and digital twins will enable predictive logistics; (2) Rise of Modular Construction will lead to demands in the areas of Module Shipping & Transport, emergence of more modular fabrication yards in coastal areas; (3) Emerging India as digitally enabled, locally rooted, and globally agile. With rising global interest in India’s “Make in India” and PLI schemes, sectors like capital goods, shipbuilding, defence equipment & Industrial Oil and Gas infrastructure are finding fertile ground. Dedicated Industrial corridors and defence parks are being built. This move not only reduces dependency on traditional hubs like China but also demands a new era of project logistics – one that is digitally enabled, locally rooted, and global agile.
* How can technology practically enhance logistics planning and risk management in large-scale projects?
Technology is revolutionising project logistics by making it smarter, faster and more reliable. AI, digital twins and IoT enable predictive planning, real-time tracking and dynamic route optimisation. Drone surveys improve terrain analysis and site access planning, while GPS-enabled systems enhance the accuracy of heavy lift erections and module installations, ensuring safer and more precise execution. Blockchain technology adds a new layer of trust and transparency by securing documentation, automating contract triggers, and ensuring tamper-proof records across the supply chain. Combined with digital permit platforms and automated workflows, these tools transform logistics into a strategic enabler of efficiency, compliance and risk mitigation in large-scale projects.
* What role does logistics play in aligning mega projects with sustainability and ESG goals?
There are many areas where logistics plays a role in sustainability and ESG, like smart route planning, shifting mode of transport e.g. rail/sea over road, and fuel-efficient transport to reduce carbon footprint. However, I would like to focus on SDG Goal No. 8 Decent Work and Economic Growth – Logistics plays a role in creating large-scale employment opportunity towards this SDG goal, especially in remote or developing regions where mega projects are often executed. From skilled roles like transport planners, crane operators and heavy haul engineers to semi-skilled and unskilled jobs such as riggers, drivers, loaders and warehouse workers, the logistics value chain generates a diverse range of livelihoods. Additionally, by engaging local vendors, transporters and support services, logistics stimulates regional economic activity and helps build long-term community partnerships. When managed responsibly, logistics becomes a key driver of inclusive growth, ensuring that the economic benefits of large-scale projects extend well beyond the project site.
* What challenges do you see in talent development within the logistics function, and how can the industry better prepare future leaders?
Talent development in Project logistics faces key challenges such as a limited pipeline of professionals with digital, strategic and sustainability-focused skills. Many are trained in traditional execution but lack exposure to emerging technologies, global compliance, and end-to-end project logistics thinking and its unique skill sets like Overall project logistics Strategy creation, accurate cost estimate, technical knowhow in deeper sense, heavy lifts shipping and transport planning & execution.
To prepare future leaders, the industry must invest in structured development programs, cross-functional exposure and mentorship. Logistics should be repositioned as a strategic, high-impact career path—supported by digital training, leadership tracks, and greater visibility of success stories that inspire the next generation.
* What message would you like to share with today’s logistics professionals and young talent entering the project logistics space?
My advice to today’s professionals and young talent is: To those navigating the evolving world of project logistics, this path is more than moving freight, it’s a journey of purpose and possibility.
In the quiet hours of planning and the chaos of execution, logistics reveals its true nature - not just as a function, but as a force that connects ambition with reality. As you step into this space, have the courage to lead without always knowing the outcome, take risks when the path is unclear, and be vulnerable enough to learn, unlearn, and grow.
Because in logistics, as in life, what matters most isn’t just the delivery of goods - but the transformation that happens along the way.
You may think you are just delivering cargoes just to build a supply chain. But in reality, you are building legacies – projects that shape industries, empower economics, and stand the test of time.