I explored the market for garment leathers and opened up the possibilities to do business. We generated trial orders and supplied leathers to Mengnu and Shouwang. Even though we ran into difficulties I continuously tried different solutions. At every block, I found a way to go forward. Now, we suggest selling the leathers locally.

I did not know the language in a region where very few people speak English. I managed on my own for over one year without a formal help and achieved the above breakthrough. I learnt Chinese in my part time and now have a good grasp of the language (including reading and writing).

The garment leather business as well as the business with Daphne was obtained when I contacted TIL, Chennai and Dewas directly for samples and prices. We could not get any garment leather samples from Hong Kong initially. The Resin Kid samples received for Daphne were not useful for winning over a new business. I had complained to you in person about these.

A fourth of this period I had to spend in George Shoe and in Nantong/Nanxun.


As I did not want to load you with another set of problems, I did not communicate with you often enough to keep you informed of difficulties. Today, you are rating me as a non-performer and consider my tenure in Shanghai as a cost to be tolerated.

After almost 6 years of working in this company I do not have a specific role in the organization. I had to make three major changes of course. (Production, Marketing, and Shanghai Office). Each time when I learn and feel confident about myself, I moved on. Therefore, I do not have any solid record to show. At the end of 2 years in Shanghai I would be required move on with a negative rating to start afresh in Dewas as you do not concur with my ideas on selling Finished Leather in Shanghai region.

I request you to take all my qualifications and experience (which I am enclosing herewith for your ready reference) into consideration before deciding about my future. I would like an assignment utilizing all these.I would like to discuss with you and Mr. Kaul together to clarify the responsibilities and expected results in the next assignment.

I did my schooling in Tamil Nadu under State Board of Education and scored 460 out of 500 in the SSLC public examination – Class X (the highest score in that year was 467 out of 500) with 100% score in Mathematics and Science. In school I learnt Hindi in my spare time for two years. I took part in the voluntary military training scheme (NCC) in school for two years. I participated in the National Integration Camp held in West Bengal, as part of a team of 5 cadets selected from 100 from our school. I won prizes in essay competitions and elocution in Tamil Language.

I Studied Mathematics, Physics, Chemisty, Biology and languages (English and Tamil) in Higher Secondary (Plus 2). I scored 89.5% in the final examination and got admission in Tamil Nadu’s premier Engineering University Anna University. The medium of instruction in school was Tamil. I learnt English as second language. I was a leader in the National Service Scheme and the President of Interact Club (school pupils’ wing of Rotary Club).

I was not good at sports or athletic activities in school or in later life.

In College apart from the academic courses (score 73%), I concentrated on expanding my knowledge horizon by reading books.

I obtained Bachelor of Technology (Leather, 4 years) degree. During these four years I completed the certificate course in German ‘Deutsch als Fremdsprache’ (2 years) held by Maxmueller Bhavan, Chennai.

I joined the Leather Finishing Unit, Dewas as a Graduate Engineer Trainee in June 1993. I undertook an induction programme lasting for 15 days getting to know each department in LFU, Footwear Division, Garment Division and Ancillaries Units. I spent one month each in Raw Material Store, DyeHouse, Crust Yard/ Finished Leather Warehouse and Finishing Yard of LFU learning their activities and gaining an overall understanding of the operations.

Even though I found this induction period without any challenging responsibility not very interesting, I resolved to learn as much as I can and did so. I generated notes on the time spent by me during this period. I worked with the workers to get feel of what they are doing by actually doing the operations with them. Throughout my working career, my approach had been to know the things by doing them. I never relied on second hand knowledge.

At the end of this period, I was not given any definite assignment. Mr. Kaul asked me to work in Sample Finishing Cell. I started finishing the sample leathers with my own hand. Even though all my dresses got spoiled by the colour solutions, I was determined to master the finishing techniques.

I was assigned to work with Mr. Sandeep Singh in a Spray Machine finishing medium size batch lots. There I learnt planning, running and maintaining the Spray Machine. After a few months Mr. Singh was transferred to the bulk production and I was given the independent charge of running the machine. Since, Mr. Singh was not comfortable in his new work he came back to the machine.

I completed the training period and got confirmed after one year. In August 1994, I was given the responsibility for the production of all black Glace Kid leathers. I worked on this for 4 months.

During my time in the finishing yard, I committed myself 100% to the job (I took only 1-day sick leave and 15 days vacation in the 17 months period without taking weekly off when the unit is working on holidays). I introduced systematic record keeping of colour matching in the PDC to reduce and eliminate inconsistency in colour from batch to batch. With my aggressive approach I reduced the throughput time of the Black leathers in the finishing yard. I was constantly worried about different problems confronting us with regard to leather quality, machine maintenance etc. I go out of conventional thinking and make up imaginative solutions for problems. Most of the times, I got the approval of Mr. Kaul by discussing the problem and available options and my analysis and recommendation. We were constantly working on improving the Black leather quality by eliminating the problems.

On occasions of crisis and urgency, I did not hesitate to work 2 days continuously without break.

When I was going will in production, Mr. Viren Mehrotra wanted to induct a Leather Technologist in Marketing. My knowledge German made me a desirable choice. Even though I resisted indications from Mr. Kaul on this regard, on discussing with Mr. VM I could not give convincing refusal and I got transferred to LFU Marketing to work with Mr. K R Radhakrishnan.

After 17 months of work I was starting from scratch in another department. Again I started doing jobs considered to be menial like releasing production memos, filing papers, typing correspondences, and preparing documents. (I had learnt typing and my speed in 30 words per minute in English). Mr. KR took me to the marketing meeting held every morning to make me understand the business. These meetings helped me in developing the overall perspective of the business as issues ranging from Raw Material purchase, chemicals planning, production planning were discussed in addition to customer correspondence and other marketing related matters.

My job in marketing department was primarily being an understudy to Mr. KR to be able to take up higher responsibilities latter. After my learning period in Marketing, I was given the additional responsibility of preparing the department for ISO 9001 certification the unit was applying for.

I typed and retyped the procedures and other documents. I spent whole nights in the office doing this work. I formulated procedures for monitoring customer complaints and monitoring delivery performance. We completed the audit without any Non Conforming Report and Mr. KR was very happy.

During this period I did not go home to visit my mother who was seriously ill nor did I visit my girl friend, who broke off (latter we got married).

At this time, the unit was going in for the improved computer system for production and commercial operations. Even after the system was put in place by the computer department, most of the user departments continue to use computer as a typewriter. I started studying the system with continued interaction with the EDP personnel (who got bugged with me sometimes). I started working on convincing Mr. KR and other marketing personnel to get rid of their manual record keeping and integrate everything in the central system to improve transparency and efficiency of order processing.

I faced a stiff resistance with arguments ranging from computers are not reliable to if we reduce all this work what will these people do? I had bitter arguments with my colleagues. Finally, I started implementing my proposed system on my own in one part of the orders. During this time a Management Student from IIM, Calcutta came and studied the marketing activities. He prepared a brilliant report exposing all the inefficiencies systematically and proposing alternative procedures. I was fully convinced with his line of reasoning and wanted to implement everything.

As the months went by, things did not become easier. Nothing seemed to change. I appealed to Mr. VM (first time in 3 years). He listened, agreed with the logic and ordered the report to be implemented in total. Mr. Kaul appointed me as the implementation leader. I took charge and implemented most of the simple proposals. By the time, I was leaving the department, the skeletal structure was in place, in course of time, and the flesh got filled in as the personnel realized the rationale of the changes.

I was also asked to streamline and Finished Leather Warehouse and Packing & Despatch activities. Mr. Sandeep Kumar’s Reengineering Report covered these too. Even though I spent considerable time on these two departments, I could not make a qualitative change in the way they operate. Integrating packing with invoicing is still not implemented, as I had to leave the department prematurely.

I attended a 2-week training programme in Tata Management Training Centre in Pune. On coming back I received orders transferring me to Tsea, Hong Kong. Mr. VM had told me that I would work in Shanghai office. My job responsibilities would be assisting Mr. Parthipan in Nantong and the commercial activities in Shanghai office. Mr. Kaul latter told me that I am not required to work in Nantong and should spend time developing business in Shanghai.

Before my departure to Hong Kong, I went through an induction programme in Mumbai, Chennai, Calcutta and Delhi. I learnt Shoe making and garment making in FWD and LGU respectively in Dewas.

I was asked to travel to Hong Kong. From there I went to Shanghai. Mr. Murali, took me to Nantong and told Nantong Soussan that I will help them to develop new products to expand their product range. I returned to Hong Kong and I was asked to go to Chennai to streamline the problems faced in leather supplies from Chennai especially Kid Suede.

Even though the time spent in Chennai exposed me to the leather trading activities, the quality problems in leather supplies continued to persist. There was confusion regarding responsibilities and procedures. At the end of 5 months period I recommended sweeping changes in the cell and send the report to Mr. Murali.

I came to Shanghai in April 1997 and began my assignment. Mr. Murali instructed me the following:

To try and develop the market for our finished leather especially garment leathers. He advised me to be patient and proceed cautiously in order to avoid loss of money.

To assist Mr. Parthipan in Nantong.

To learn Chinese.

I had following objectives in my mind;
To set up a thriving business in Shanghai and proceed to the next assignment.
On Nantong I felt that there is not long term perspective in our operation and Mr. Parthipan also did not want me there as two persons are one too much there.

As I started coming to Shanghai office, I realized that language illiteracy is going to be a big handicap for me. I must master the language first. This is the prerequisite for me to do any work in Shanghai. I contacted Jiaotong University and decided to enroll in their classes. However, the classes were conducted during the morning hours overlapping with office hours. I was prepared to work late in the evening.

Mr. Murali did not approve that and asked me to learn Chinese in my spare time. Immediately, I started learning during the weekends (4 teaching hours a week) taught by a University student (paid RMB 500 every month for 12 months).

On the work front the idea was for me to work with Mr. Chester as I can not speak Chinese. Mr. Chester is busy in his work most of the day. In the afternoons, he used to take me to some factories, where invariably we met with refusals. I was getting discouraged day by day. I want to do so many things, but am not able. Being senior to me, I met discouragement from Mr. Chester for my ideas and latter on I stopped discussing my thoughts.

We did not even have a computer in the office to write messages to customers or other organizations. I badly needed an interpreter to help me. Mr. Murali refused to buy a computer for the office.

I was asked to go to George Shoe factory in south china to solve some quality problem in the leather. I was away for three days. When I came back, I was to face Mr. Syamal Gupta who was visiting us. I got some guidelines from Mr. Murali how to speak to Mr. Gupta and what to say. He asked me to say that I go with Mr. Chester to visit shoe factories and try to sell leathers.

I made a hand written report on Shanghai based on the office files. I did not have any secondary information about Chinese economy or about the leather market in East China. Mr. Gupta started asking questions. I was answerless. Mr. Gupta made very clear that it is not acceptable that two of us work together. We shall have clearly defined separate responsibilities and he instructed Mr. Murali to put things right. I was reduced to tears.

I contacted a person who spoke to me in the metro one-month back and gave his name card. He was eager to practice his English with me. I called him up and invited for Lunch. He came. I told him my requirement. I want a person working for me part time doing interpretation and translation. Since, our company is not allowed to employ any Chinese person directly (only through FESCO, who charge over US$ 160 as service fee) I took Ms. Ning as interpreter and paid myself. As Mr. Murali had instructed me not to do anything outside the legal way, even after Mr. Murali asked me to get reimbursement of the money I spent on interpretation (about $1,800), I did not want to take the money. I bought a Personal Computer paying the whole of my July salary and kept in the office.

I started sending faxes to various shoe factories, trading companies. I collected information on trade, economy. I became a member of Shanghai CCPIT (US$ 100). We collected information on Leather garment manufacturers in the region. In the process Ms. Ning informed me that Haining is the largest garment-manufacturing center in China.

When Mr. Setna and Mr. Malgham visited Shanghai we were able to present a printed report giving some information.

When we asked for garment leather samples from Hong Kong, Mr. Goel advised me to go to the customers and obtain a sample of what they are using, then we can get samples from the tannery.

I spoke to Chennai and Dewas and obtained samples Sheep Nappa. We planned a trip to Haining and made an extensive tour covering almost all-major Garment Manufacturing Units and even many leather tanneries. At the fag end of our stay we got an order for 50,000 sqft of Sheep LNII Nappa (Value US$ 82,500). We started processing the order. Mengnu buys their leather by inspecting them in their factory and then pays for it. After long discussions and pleadings for trust in Tata reliability and credibility and good quality of our leathers, they were still hesitant. We offered that they take 10,000 sqft of Black leather and see the quality to gain confidence. Accordingly they opened L/c.

After a few days we undertook a trip to Hangzhou, to visit shoe factories there. As usual we met with no success. When we went to Shouwang Group, they placed order for 100,000 sqft of Sheep SAN Nappa (Value: US$ 186,000). They opened L/c for the fully quantity and wanted the shipments at the earliest.

Mr. Murali told me that I would be required to go back to Dewas in October as a part of certain reorganization taking place in the company. I refused and send a letter explaining the efforts I had made the results coming in. He relented.

Mengnu’s first shipment was received and they were by and large satisfied. Mr. Murali also visited Haining and satisfied himself with the business potential. He sanctioned buying computer, mobile phone for the office. Ms. Ning left. I did not get approval for recruiting anybody formally. I was asked to work in the same manner. I hired Ms. He Li. Mengnu confirmed order for a further 40,000 sqft.

Shouwang received their 20,000 sqft and were satisfied with the leathers on inspection. They placed orders for another 200,000 sqft (value: US$ 372,000).

In the meantime, Mengnu increased their order by 10,000 sqft. They received the second shipment of about 20,000 sqft, which did not have any comparison with the first shipment. They wanted to return the whole shipment back to India and cancel the balance orders.

I was travelling that time and was not available in office. Mr. Goel instructed Chennai to stop all production as the customer is canceling the order. This not only affected the production of LNII Nappa, also affected SAN supplies. When I came back to office, I visited Mengnu inspected leathers and was shocked to see the substandard material shipped. I spoke to Chennai, they asked me to settle the problem by giving some claim. I discussed with Mr. Muralil, who adviced me that if the problem is genuine we should compensate the customer.

The customer was very upset and I could not face their Director Mr. Yue with whom I discussed so much about our systems and consistency in quality. We decided to retain the customer’s goodwill and conveyed their claim for about 25%. The reaction from Mr. Murali and Mr. Goel was one of shock. They showed that the customer wants to have the leather for US$ 1.25/sqft and whether it is worth only that much.

We prolonged negotiations and finally the claim was brought down to about 12%. Even after one year Mengnu retained 10,000 sqft of leather in their warehouse.

We could not ship the balance leathers to Shouwang until the end of November. The customer faced problems in garments made from our leathers. The leather surface developed white streaks when the temperature went down. Finally, Chennai pulled up their socks and gave a delivery schedule stretching upto January 15. The customer wanted to cancel all the orders and finally agreed to take the balance of the first order, which we have already processed. The rest got cancelled.

As I was not satisfied with Ms. HeLi, I wanted to find another person. To find a suitable person, we needed to go through the formal channels. I spoke to Mr. SM and conducted interviews. We selected a fresh graduate Ms. Shu Jiamei. After long deliberations, she was appointed in May 1998.

Mr. O K Kaul and Mr. SM visited Shanghai and we met Daphne, who placed order of Kid Suede. I was asked to go to George Shoe to solve their problems with our leather and give them confidence. Ever a perfectionist, I found a lot of scope of improvement after staying in George Shoe for 3 weeks. I prepared myself to go to Dewas and change the systems and understanding to improve the service to one of our largest customer.

I was sent to Dewas for 3 weeks stay. I found that the attitude was all is well with ourleathers. Only Mr. Glory Chen is to be satisfied that we are doing something. I tried to present my views. Even minor changes requiring little effort were resisted and I did not want to persist and left.

I brought samples of Kid leathers from Dewas and showed to Daphne. They placed order of about 4,500 sqft of stock leathers. After a month we got order of 40,000 sqft of Metallic Kid. We were promoting our garment leathers also. Mengnu committed to buy from us atleast 50,000 sqft per month for 6 months. For the initial 20,000 sqft, they opened L/C one-month delay. Due to the increased controls on imports they could not comply with our requirements on documentation. We did not ship leathers against the L/C.

I was asked to go to Dewas for one month in November 1998. I spent one month there and tried to change my approach to making the changes. However, things came to a crisis and George Shoe got upset with our leathers. When I came back, Mr. Glory Chen was highly dissatisfied.

I came to Shanghai where I met Daphne and started discussing the next order. They wanted us to sell the leathers locally. Mengnu and Shouwang also want to buy leathers from us if we can sell them locally.

We contacted a few foreign trade companies and worked out the arrangement by which the Foreign Trading Co. Will import leathers on our behalf and sell to our customers in local currency and remit foreign currency to us.