Q1. You’ve led product lifecycle management across water treatment, oilfield chemicals, and speciality polymers. Could you briefly outline how your responsibilities evolved as you moved from technical service roles into senior PLM and commercialization leadership?

In the chemical industry, product lifecycle management covers both the introduction of new products and the ongoing management of existing ones. Earlier in my career, my focus was largely on hands on technical responsibilities. Over time, that evolved into owning the product portfolio end to end across its entire lifecycle.

My involvement now starts with market assessment and competitor analysis, followed by ideation and concept development. These insights are then translated into clear inputs for R&D and development teams. Benchmarking competitor products is an important part of this stage. Once we have clarity, I initiate formal projects, move into pilot-scale development, and prepare samples for field evaluations and customer trials. The outcomes of these trials help determine whether we should scale up the chemistry and which market segments to target.

Based on feedback from pilot studies and trials, we either move toward commercialisation or make further refinements where needed. Once finalised, we build a complete product kit, including brochures, technical data sheets, SDS documentation, and other supporting material. Sales and marketing teams are trained, initial orders are secured, and the product is officially launched, often supported by a launch meeting.

For products already in the market, once volume growth levels off, we evaluate whether to continue, upgrade, or phase out the product. These decisions are driven by market dynamics, customer demand, and profitability. Even when volumes are steady, profitability remains a key factor in deciding whether a product stays in the portfolio.

Overall, my approach to product lifecycle management spans market planning, raw material strategy, product costing, manufacturing support, and close coordination with sales and marketing. I also oversee product growth, technical support, central databases, complaint resolution, and documentation. Cost management is a constant consideration at every stage.

I look at product lifecycle management through the lens of the four Ps: product, pricing, promotion, and placement. I also add a fifth P, people strategy, which includes both internal teams and external customers. This ensures that everything from bills of material and quality specifications to manufacturing guidelines and promotional tools is aligned and well integrated.

 

Q2. Industrial customers today expect faster product customization, higher performance efficiency, and stronger sustainability credentials. How are you seeing customer expectations shift in speciality chemicals, especially for water treatment and process chemicals?

In water treatment chemicals, I see a clear divide between customers who view these as commodity products and those who expect specialized, service driven solutions. Some customers only want the chemical with minimal support, while others look for a complete treatment program, such as full cooling tower management.

For customers seeking an end to end solution, I begin by understanding their operational challenges and apply a value selling approach that combines the right chemistry with ongoing service. For customers purchasing individual products like coagulants or RO chemicals, pricing becomes the primary driver. In these cases, I study competitor offerings and positioning to develop the right pricing model, whether that is purely price based or includes added service elements.

When moving beyond water treatment into process chemicals, customer expectations evolve further. If I am already supplying water treatment chemicals to a textile or paper manufacturer, I make it a point to understand their process chemical requirements as well. This involves reviewing what they currently use, identifying performance gaps, and either optimizing existing formulations or developing new solutions.

I typically start with trial orders and, based on performance, work toward expanding the account. This allows me to leverage established water treatment relationships to enter process chemical applications. Account development, process understanding, benchmarking, and precise product placement all play an important role in meeting these changing expectations.

 

Q3. With increasing demand for green chemistry, reduced toxicity, and biodegradable formulations, how is new product commercialization adapting for dispersants, coagulants, flocculants, and polymer based solutions?

The shift toward green chemistry and sustainability is clearly gaining momentum, including in India, although adoption varies by customer and application. Sustainability considerations now influence raw material selection, manufacturing methods, product performance, and compliance with discharge regulations.

That said, green chemistry has not been universally adopted across all segments. Demand is still shaped by specific customer priorities. My first step is always to understand whether a customer is actively seeking a sustainability focused solution or prefers conventional chemistries.

In sectors like textiles, where certifications such as ZDHC and Eco Passport are mandatory, meeting sustainability standards is non negotiable. In these cases, green chemistry becomes essential. To address this, I have developed alternative products using greener raw materials and processes, while ensuring that discharge requirements are met after use.

My approach remains customer centric. I work closely with customers to understand their sustainability goals and then offer products that align with those objectives. While adoption rates differ across industries, the importance of green and sustainable solutions is clearly increasing and the trend is accelerating.

 

Q4. Digital tools such as AI driven process optimization, predictive quality monitoring, and data based formulation design are becoming more prominent in speciality chemicals. Which technological advancements have meaningfully strengthened product development or PLM decision making?

In day to day product management, I rely on ERP systems, JIRA, and other operational tools. Beyond these, digital and data driven solutions are increasingly shaping how value is delivered to customers.

When supplying chemical treatment programs, I can now capture real time operational data based on customer defined KPIs. This data allows for detailed performance analysis and more informed discussions with customers. Predictive and preventive models can generate alerts and recommend corrective actions before issues escalate. In more advanced implementations, some of these systems operate in a fully automated manner.

These tools are particularly powerful for value selling. They help reduce chemical consumption, improve process efficiency, and optimize overall system performance. Adoption is still growing, especially in domestic markets, as customers become more comfortable with digital platforms and subscription based models.

Successful implementation requires close collaboration between sales teams, product specialists, and digital experts who work together to clearly communicate the benefits. I find that multinational and international customers are often more receptive to these solutions. Overall, these technologies provide actionable insights that support better decision making, stronger product performance, and continuous improvement.

 

Q5. Volatility in raw material pricing, supply chain disruptions, and changing regulatory norms are reshaping cost structures. What cost management approaches have you found most effective without compromising product performance or quality?

I never compromise on product quality or performance. At the same time, effective cost management requires balance and transparency.

For existing customers with annual or long term contracts, I look for opportunities to revise pricing when raw material costs change significantly. Customers expect clear justification, so I share data that reflects actual cost movements. This level of transparency often makes price revisions acceptable.

With new customers, there is generally more flexibility in setting revised pricing, but decisions must still reflect market realities and competitive benchmarks. I closely monitor how competitors are positioning themselves and ensure pricing remains competitive.

I believe in open discussions around pricing and value adjustments, always balancing customer expectations with the need to maintain sustainable margins.

 

Q6. Commercialization success often depends on collaboration between R and D, technical service, manufacturing, and sales. What operating practices or cross functional mechanisms have helped you accelerate time to market for new chemical formulations?

For every new product development initiative, I follow a structured timeline. I begin by providing market insights and ideas to R and D. Once a project is approved, it is formally initiated through product management. Regular weekly or monthly reviews help keep development on track, and feedback from trials is incorporated before moving to the next stage.

When a product is ready, we conduct sales training not just to prepare for launch, but to build confidence and enthusiasm within the sales team. To strengthen commercialization, I also coordinate joint customer visits involving R and D, product management, technical service, and sales.

Having R and D experts present during trials gives customers confidence and ensures technical depth in discussions. This collaborative approach also supports the sales team during critical evaluations.

If trials do not meet expectations, I address the challenges openly, identify gaps in either the product or the process, and work with the team to refine the solution. These discussions are documented and shared with customers. In some cases, I validate the product with another customer before returning to the original account. This disciplined, team driven approach helps speed up commercialization and improves overall success rates.

 

Q7. For senior leaders evaluating future opportunities in speciality chemicals, which innovation areas across water treatment, oil and gas chemicals, or polymer technologies hold the strongest potential for scalable growth over the next decade?

Selecting the right product mix is critical. Water treatment covers a wide range of applications, including raw water, cooling towers, boilers, coagulants, flocculants, and RO chemicals. In my experience, success comes from balancing commodity products with specialty offerings, service driven solutions, and higher margin products. This balance directly impacts unit economics and profitability.

Process chemicals often offer better margins than water treatment chemicals, although performance varies by industry segment, such as pharmaceuticals, textiles, or refineries. Each segment has its own chemistry requirements, specifications, and customization needs.

Typically, I start with standard products, but as I gain a deeper understanding of the customer process, I move toward customized solutions or combined chemistries to enhance performance and strengthen our competitive position.

From a market standpoint, the global water treatment chemicals market is around USD 30 billion, while in India it is approximately INR 4,000 crore. Process chemicals represent an even larger opportunity, with textile process chemicals alone estimated at INR 3,000 to 5,000 crore. Demand in both areas remains strong.

With India’s manufacturing base expanding and global customers looking for alternatives to China, I see significant opportunities for both domestic and export growth. By focusing on the right product mix and strong unit economics, water treatment and process chemicals offer substantial growth potential over the next decade.