Our goal in the PVL is not seasonal; we aim to build a legacy and a strong Bengal identity with the franchise

Pawan Kumar Patodia, CMD of Pulkit Veneer Mills, is a seasoned businessman. He, in his own right, is also the Principal Owner of Kolkata Thunderbolts, one of the primary teams at Prime Volleyball League. He is described by his peers as an inspiring business executive, with deep knowledge about several business verticals whether it be strategic planning, business development, investment opportunities and others.

Having started his career as a Chartered Accountant, Pawan stepped into the business domain in the 80s. The past 45 years of his career include the unprecedented growth of Pulkit Veneer Mills from the beginning to becoming one of the key players in the B2B industry. His latest stint as the Principal Owner of Kolkata Thunderbolts in the Prime Volleyball League (PVL) revolves around his vision to add value to India's sporting ecosystem.

Someone who comes across as a highly energetic and inspiring leader who loves new challenges, Pawan is expected to imbibe the same set of values in to his sports based ventures as well. Right from the pre-auction strategies to the auction picks, he has been instrumental in striking the right chords for Kolkata Thunderbolts.

He has recently joined as Vice-President, Special Olympics Bharat and President SO Bharat-West Bengal Chapter, recognised by Ministry of Youth Affairs & Sports. Speaking to Bizz Buzz, 'Kolkata Thunderbolts' Chairman Pawan Kumar Patodia explains why and how he is looking to explore new opportunities - guiding young entrepreneurs, individuals, and investing in new ideas that have the potential to create a dent in the universe - something that adds value into people's lives and solves real world problems.

From a career as a Chartered Accountant and businessman to becoming a sports entrepreneur, how did this transformation occur?

The shift was a progression rather than a sudden change. Starting from a humble background in 1986, my early career taught me the essential structures of discipline and risk management. I have always believed that sports build the resilience and clarity required under pressure.

While I was preparing for retirement in 2020, the pandemic pushed me toward a “second innings” at the age of 59. It became an intentional opportunity to combine business discipline with the broader goal of nation-building.

Why choose volleyball as your primary focus?

In India, the limelight often stays on cricket, football, and hockey. However, volleyball is the second-most played sport globally and the third-most played in India. Despite its strong presence in schools and local clubs, India’s international ranking has remained poor. In 2020, I saw an opportunity to help change that.

The vision of launching a new national league, combined with the calibre of leadership from professionals like Joy Bhattacharjya, convinced me that the sport was ready for transformation. I believed entrepreneurial thinking and professional management could build the ecosystem volleyball lacked — from talent development and infrastructure to fan engagement and commercial viability.

What is the long-term vision for the Kolkata Thunderbolts?

Our goals are not seasonal; we are building a legacy. Beyond consistent performance in the Prime Volleyball League, we aim to build a strong Bengal identity around the franchise.

We are working toward a professionally managed, commercially viable model where fans feel pride and sponsors see genuine value. Ultimately, we want to be the benchmark for sports franchises in India.

Are your sporting interests restricted solely to volleyball?

While my franchise focus is on the Thunderbolts, my involvement in sports is much broader. As Vice-President of Special Olympics Bharat and President of its West Bengal Chapter, I work across disciplines like athletics, swimming, and basketball for those with intellectual disabilities.

My mission is the integration of these talented athletes into the mainstream sporting ecosystem. Inclusive development is a responsibility that goes far beyond a single vertical.

How do you perceive the evolution of the sports business in India?

India stands at the dawn of a more structured and professionally managed sports economy, steadily transitioning from being driven purely by “passion” to being recognised as a serious “industry.” While the rapid growth of franchise-based leagues, expanding media rights valuations, and increasing corporate participation indicate rising maturity, significant gaps still remain.

Strengthening grassroots and elite infrastructure, advancing sports science and athlete support systems, and fostering long-term investor patience are critical next steps. If India aspires to emerge as a truly developed nation, sport must be treated as essential economic and social infrastructure—one that nurtures leadership, generates employment, builds global competitiveness, and strengthens national confidence.

What steps are being taken to identify and groom young talent at the grassroots level?

Real champions are identified at the age of 12, not at 22 years. We have organized 13 grassroots camps across various districts and hosted the Thunderbolts Cup with 64 participating teams.

Our successful women’s tournament even led to a state-level athlete securing a job in the Railways. The philosophy is simple: go where the talent is rather than waiting for it to come to you.

Are there concrete plans for a dedicated volleyball academy?

Yes, I plan to start two academies in Kolkata, one in the North and one in Central Kolkata, to minimize travel for our athletes. To be viable, these will likely be multi-sport performance institutions. My goal is to create a steady pipeline of talent, ensuring a consistent production of athletes rather than just a single star.