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Second Wind for Gamesa in India

According to reports, n early 2009, Ramesh Kymal got a phone call that changed his life. Kymal was then the managing director of the Indian subsidiary of Vestas, the biggest wind turbine maker in the world. For the past five years, Kymal had tried and failed to convince his bosses in Denmark that he needed new investments in India. Eventually, he gave up and decided to move on. Yet, after six long months of negotiations, just when he was on the verge of joining Siemens, he received a call from Richard Chocarro.

What the chief operating officer of the $4 billion Gamesa Corporation told him was music to Kymal’s ears. Chocarro wanted him to build the Indian business from scratch and set up a local manufacturing and supply chain operation. And the deal clincher: He would report directly to the executive committee in Spain — without having to deal with the bureaucracy of an Asia Pacific chain of command based in Singapore, like at Vestas.

Kymal couldn’t contain his excitement. “This was the answer to most of my big disagreements with my previous employer. I gave my consent almost instantaneously. Within two weeks, I went to Spain, we signed up and it was done,” says Kymal, who has now spent 24 months at the helm as the managing director of Gamesa India.

In that time, he’s turned Gamesa into the player to watch in India’s burgeoning wind energy market. The firm has emerged as the third biggest player with a 10 percent share in a market, dominated by local maker Suzlon and a host of multinationals like Vestas, Enercon, Siemens and GE sitting on the fringes (see graphic on Page 55).

By next year, if Kymal’s plans pan out the way that he hopes, he could overtake his former employer Vestas as well. Already, Gamesa’s existing manufacturing capacity in Chennai is sold out for the year, he claims. And Gamesa is likely to close this fiscal with installations of 550 MW, a 100 percent growth over last year. By next year, Kymal aims to almost double the share of India’s contribution to Gamesa’s global top-line from the current 17 percent to 30 percent. (Read Entire Story here on Forbes)

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