Leadership
Three people, and the arc of the business.
Sara did not start as a mill. It started as a textile trading company, and the decision to build and run the plant at Nalagarh was taken by people who were already in the business. Two of the three below have been here for that whole arc.
The people
D P Singh
Chairman
Chairman of the Sara Group. His answer to what he would want a buyer to know is below, in his own words.
S M Dwivedi
Chief Executive
Thirty-three years at Sara, and he began as a quality control manager. The company he joined was a textile trading business; he took it over, and when the decision was made to integrate backwards into manufacturing he became Chief Executive of the whole of it. He has run it since.
Which is worth saying plainly: the person who runs this company learned it at the inspection table.
Deepit Singh
Managing Director
We keep investing in the plant and in the systems that run it. A mill managed on SAP can tell a buyer where an order actually is, rather than where it ought to be — and over a long programme that turns out to be what being a reliable partner means.
D P Singh · Chairman
The Sara Group has always been built on long relationships. Some of the partners and the employees who started out with us are still with us, many years later — and that is the part of this business I would want a buyer to know first.
A relationship with a buyer is not something to be won. It is something to be built, and then held on to: the longer it runs, the better it works for both sides. Where there is something we can do to make it firmer, we do it.
We have never seen it as a zero-sum game. We are invested in our buyers’ success, because ours is made of it.