Heavy Engineering, Automotive, Chemicals, Metal & Mining, Cement, Agronomy etc.
Prior to joining Amrop, Nilajit led consulting practices in organizations like Rockwell, EY, and Grant Thornton. He also provided leadership to the technology function of a leading automotive component manufacturing organization; driving key technology enabled transformation decisions and technology projects to deliver business outcomes.
Nilajit, a Partner at Amrop, anchors the Industrial practice. He aids manufacturing and industrial firms in securing adept business leaders aligned with strategy and operations. His advisory role extends to C-suite profiles, advising CEOs and COOs on organizational design and talent analytics for Industry 4.0 and tech-enabled transformation. He excels in sculpting role contours and talent ecosystems for specialized roles including CTOs, CDOs, Analytics/IIoT leaders, and Blockchain experts. An Economics graduate with an MBA from MDI Gurgaon, Nilajit's journey at Amrop signifies his dedication to propelling business success through strategic leadership and organizational optimization.
Residing in Gurgaon with his wife, family, and two beloved dogs, he finds fulfillment in both personal and intellectual pursuits. Outside of his work and family commitments, he immerses himself in the world of knowledge, indulging in readings on diverse subjects such as civilization, technology, and archaeology. This voracious appetite for learning underscores his multifaceted nature, complementing his dedicated professional role.
"Digital and Technology will be the life force behind success of manufacturing companies. Manufacturing sectors adopted technology much earlier than banking and retail, while today banking and retail has move ahead in tech adoption, whereas sectors like Chemical, Metal, Heavy engineering, Tire are still lagging. To make that transition, one needs to move away from a team/person driving digital/technology in organizations i.e. CDO, CTO etc. but garnering a culture of conviction and ability for adoption amongst the business and functional leadership. This would require relooking at the organization structure, shaping the right KPIs, planning the success effectively and hiring new blood of leadership, who can usher in the change. As a branch in a banyan tree can create ruffles but not sway the whole tree.“