Manufacturing can power India’s future but only through deeper collaboration between govt, academia and industry

In an era when manufacturing is often declared passé, Pinaki Banerjee’s journey offers a compelling rebuttal. Born and educated in Kolkata, Banerjee today heads one of the United Kingdom’s leading contract manufacturing companies and has recently been honoured among the Top 100 Manufacturing CEOs in the UK—a rare distinction in a sector that forms the backbone of advanced economies.

With over three decades of global experience across nearly 90 countries, Banerjee combines Bengali warmth with Germanic discipline and British industrial rigour. In this wide-ranging conversation, he reflects on leadership, entrepreneurship, manufacturing’s future, India’s opportunity, and the philosophy that has powered his remarkable ascent—from a student of commerce at the prestigious St Xavier's College in Kolkata to a global manufacturing leader with ambitions of building the world’s largest contract manufacturing group.

Speaking to Bizz Buzz, Pinaki Banerjee, Chief Executive Officer of the UK-based PP Control & Automation, narrates his story as he charts his course towards building a half-billion-dollar global contract manufacturing powerhouse, which stands as a reminder that ambition, discipline and humility can carry a Kolkata-bred entrepreneur to the very heart of global industry

Congratulations on being named among the Top 100 Manufacturing CEOs in the UK. What does this recognition signify for you?

Thank you. This recognition is special because it focuses on small and medium enterprises—the real backbone of any economy. The UK has over three million manufacturing companies, and for the first time, 100 CEOs from this sector were recognised for leadership and contribution.

Often, awards go to large corporate names. This initiative acknowledged those who quietly build, lead and sustain industry. I run a company of about 200 people today, with global expansion plans, and to be recognised for leadership in contract manufacturing is both humbling and energising.

As a proud Bengali who grew up in Kolkata, how does it feel to achieve this distinction in the UK manufacturing sector?

Kolkata is deeply ingrained in me. I was born here, studied at St. Thomas’ School and St. Xavier’s College, and the city’s spirit has shaped my worldview. There is a unique vibrancy here—a joy of life, an affection among people, whether it’s football rivalries or sharing sweets at a street corner.

I must say, though, that while the city is content, aspirations could be higher. I have never professionally worked in Kolkata, but whatever I am today is a by-product of the education and values I imbibed here.

How did your entrepreneurial journey begin? Was it always part of the plan?

Not at all. I never planned to enter manufacturing or even move to the UK. I studied commerce at St. Xavier’s and then completed my MBA from XIMB, specialising in finance and marketing. I began my career with SRF Limited, an industrial manufacturing company, simply because that was my campus placement.

Opportunities unfolded organically. At 25, I became the youngest country manager for Pilkington, one of Britain’s largest companies. Eventually, I moved to the UK in 2001. I have always believed in one philosophy: never waste an opportunity.

You often say that pressure is a privilege. Could you elaborate on that mindset?

Absolutely. I work 80 to 100 hours a week even today. For me, pressure is not a burden—it’s a privilege. How many people get the opportunity to lead a fantastic team and build something meaningful? If you see pressure as a privilege, you create impact.

There are opportunities everywhere, but there is a scarcity of strong leadership. Success, in my experience, is 99 per cent perspiration and one per cent inspiration. I’ve never seen shortcuts work.

What lessons from your professional career shaped your transition into entrepreneurship?

Three things stand out. First, people. I have travelled to nearly 90 countries, and everywhere, the biggest challenge in business is managing people. If you can’t inspire them, you can’t move forward. Second, relentless hard work—what I call “activity, activity, activity.”

Leadership is not about sitting in a corner office; it’s about rolling up your sleeves. Third, structure and discipline. From my time in Germany, I learnt the importance of processes, strategy and execution. Many leaders have great strategies but fail in implementation. That’s where success or failure is decided.

Tell us more about your company and what it does.

We are a UK-based contract manufacturing company with a 55-year legacy. We manufacture electrical panels, automation systems and provide manufacturing platforms across sectors—energy, food and beverage, life sciences, infrastructure, and more.

Our customers could make these products themselves, but we do it better by optimising what we call Total Cost of Ownership. Our biggest competitor is actually our customer. Today, we are market leaders in the UK in our segment.

Your global expansion plans are ambitious. Where does India fit into this vision?

India is central to our future. We currently operate in the UK, with plans to expand into the US, Italy, and Eastern Europe. India presents a tremendous opportunity, especially with sustained GDP growth and a renewed focus on manufacturing.

One of our largest UK clients is investing in India’s energy sector and wants us alongside them. We are exploring manufacturing facilities in western India, possibly Pune, and also setting up a Global Capability Centre (GCC) focused on design and engineering.

How will India benefit from your UK manufacturing legacy?

Through what I call “lift and shift.” We have over 50 years of accumulated manufacturing knowledge in the UK. The challenge is not knowledge creation but knowledge transfer. India’s manufacturing ecosystem is still fragmented.

Bringing structured processes, quality benchmarks and global best practices can add immediate value. We can work across sectors—from energy and infrastructure to defence—and contribute meaningfully from day one.

You’ve been vocal about the disconnect between academia and industry in India. What needs to change?

The gap is glaring. In countries like Germany, industry works closely with universities to design curricula based on future needs. In India, academia often churns out graduates without clear industry alignment.

Manufacturing will be India’s backbone, but for that, government, academia and industry must work in partnership. We need structured industrial policies and collaborative frameworks. I do see green shoots, but much more needs to be done.

As a first-generation entrepreneur, what advice would you give to aspiring entrepreneurs?

I would distil it into three pillars. First, people—invest in quality talent. Good people pay for themselves. Second, passion and mental strength—the desire to make a difference, however small, every day.

Third, structure—have a clear vision, strategy, action plan and disciplined execution. Follow even 80 per cent of this, and your chances of success increase dramatically.

Your daughter is also an entrepreneur. How does that make you feel?

Immensely proud. My daughter, Ahana Banerjee, is the CEO of the world’s first skincare app, Clear, and a Forbes 30 Under 30 honouree in Europe.

My son works in public policy in the UK. My wife, Seema, has been a pillar of strength throughout this journey. Family support creates the right environment for success.

Finally, what philosophy guides you through success and setbacks alike?

Continuous self-assessment. Ask yourself every year: am I progressing or declining? Big success doesn’t happen overnight—it’s the result of disciplined effort over years.

Celebrate small victories, encourage dialogue, listen with humility, and respect people at every level. Leadership is not about knowing everything; it’s about creating a system where the best ideas can emerge. That’s how value—and karma—are created.