An Exclusive Interview with Jasraaj S. Kalra, Managing Director of Noble Group, one of India’s leading EMS players in the consumer electronics and appliances space
Jasraaj S. Kalra, Managing Director of Noble Group, shares his insights on steering one of India’s leading EMS players in consumer electronics and appliances.
In this interview, he discusses innovation, leadership, and the company’s ambitious vision for sustainable growth.
What inspired your leadership approach at Noble Group, and how has it evolved over time?
Jasraaj S. Kalra: My leadership approach has been shaped by two guiding principles- learn before you lead and build before you scale. When I joined Noble Group in 2014, I spent my initial years working across marketing, sales, finance, and business development.
That experience helped me understand how every part of the business connects and where efficiencies can be created.
Over time, my approach has evolved from operational focus to strategic thinking, ensuring we don’t just manufacture products, but design sustainable, future-ready solutions. I believe leadership today is less about hierarchy and more about curiosity, empathy, and continuous learning.
How has Noble Group adapted its business model in response to recent market volatility and shifting trade flows?
Jasraaj S. Kalra: Manufacturing in India has become both dynamic and demanding. The last few years have shown that agility is key to survival.
We’ve strengthened our OEM and ODM ecosystem to serve diverse clients- from global brands to emerging Indian manufacturers, while ensuring flexibility in production planning and sourcing.
We’ve also invested in vertical integration, from R&D and tool design to advanced EMS and sub-assembly lines. This allows us to reduce import dependency, streamline lead times, and maintain quality even during global disruptions.
At the same time, India’s Make in India movement has created a strong tailwind for manufacturers like us. By aligning with this vision, we’ve been able to expand capacity and retain more value within the country.
For us, Make in India isn’t just policy alignment, it’s a mindset that encourages resilience, innovation, and self-reliance in every part of our business model.
How is Noble Group addressing sustainability challenges in global supply chains?
Jasraaj S. Kalra: Sustainability is no longer optional, it’s central to the manufacturing roadmap. At Noble Group, we are integrating sustainability at both design and production levels. This means optimising energy consumption and reducing waste in moulding and assembly processes.
What are your views on the current commodity supercycle narrative? Are we entering one, or have we passed it?
Jasraaj S. Kalra: While the traditional commodity supercycle driven by global infrastructure and consumption booms may be stabilising, I believe we are entering a manufacturing supercycle. India’s growth story is being fuelled by domestic consumption, localisation and the government’s push for Make in India.
We’re seeing a structural shift from import dependency to local production, especially in electronics and consumer durables. This sustained demand, coupled with strong policy support, will continue to create opportunities for manufacturers who can combine scale with sustainability.
What is your long-term vision for Noble Group- both commercially and culturally in the Indian market?
Jasraaj S. Kalra: Our long-term vision is to strengthen Noble Group’s position as one of India’s most trusted and innovation-led manufacturing partners.
Commercially, we aim to achieve consistent 20–30% growth through capacity expansion, technological advancement, and deeper localisation.
The goal is to build large-scale, world-class manufacturing capabilities that not only serve Indian demand but also make India a preferred destination for global production.
Culturally, we are focused on building a mindset that values ownership, efficiency, and innovation at every level.
I want our teams to see themselves as builders of India’s manufacturing future- people who are not just producing products but shaping possibilities. At its core, our vision is simple: to grow with purpose and continue setting new benchmarks for quality and trust.
What advice would you offer to young leaders entering the commodities and trading space today?
Jasraaj S. Kalra: Start by understanding the fundamentals. The trading and manufacturing ecosystem rewards those who combine insight with patience. Don’t chase quick results- focus on building domain knowledge and long-term relationships.
I’d also say: think beyond transactions. The future belongs to those who can create value through innovation and digital adoption. Whether you’re managing supply chains or leading a factory floor, leadership today is about resilience, adaptability, and purpose.
As the conversation with Jasraaj S. Kalra concludes, his forward-thinking approach and unwavering commitment to excellence stand out. Noble Group’s journey under his leadership reflects a clear roadmap toward innovation, sustainability, and long-term value creation in India’s dynamic electronics landscape.
| Are you an
Entrepreneur or Startup? Do you have a Success Story to Share? SugerMint would like to share your success story. We cover entrepreneur Stories, Startup News, Women entrepreneur stories, and Startup stories
|
Read more Success stories of Indian entrepreneurs, Women Entrepreneurs & startups stories at SugerMint. Follow us on Twitter, Instagram, Facebook, LinkedIn