Chief Technology Officers (CTO) encounter a myriad of challenges in their roles. They are responsible for navigating rapid technological advancements, aligning business strategies with innovative solutions, managing complex projects, ensuring data security and privacy, fostering a culture of innovation, and driving digital transformation. The CTO's ability to balance long-term vision with practical implementation is crucial in this fast-paced and competitive landscape.
Sandeep Bose, Ex CTO at Gujarat Fluorochemicals, is an accomplished professional with a strong academic background and extensive experience in the chemical and pharmaceutical processing industries. He completed his academics at Jadavpur University in Calcutta, India. Throughout his career, Sandeep has worked in various sectors, ranging from lead acid batteries for cars to carbon manufacturing, fertilizers, pharmaceuticals, specialty chemicals, dye intermediates, refrigerants, and fluoro-specialty industries. His expertise lies in the API segment, focusing on bulk chemicals and pharmaceuticals.
Sandeep's career highlights include successful product launches, commercialization, technology transfer, and the development of new molecules. He has also been instrumental in applying new manufacturing science technologies and implementing operational excellence programs. Sandeep has previously worked for companies like Pfizer, Atul, Dr. Reddy's, Grasim, Sun Pharma, and GFL. Sandeep's vast experience showcases his proficiency in diverse aspects of the chemical and pharmaceutical industries, making him an asset in driving innovation and operational efficiency. Engaging in an idiosyncratic interaction with Industry Outlook Leaders, Sandeep shares the imperious details of his leadership approach, and the challenges faced by him as the industry leader. Let’s hear it from him.
How do you see the changing role of a CTO in today’s enterprise? What are the major factors that are leading to this change
The role of a CTO is of utmost importance as they serve as a crucial link between business development, manufacturing, and supply chain teams, ensuring the successful delivery of sellable goods to customers. The CTO's responsibilities extend beyond technical expertise, involving a key role in bridging the gap between sales and manufacturing, as well as post-sales customer servicing. In industries like pharmaceuticals and chemicals, the CTO's regulatory role is vital, as regulations evolve continuously. The CTO's influence begins from the early stages of product screening during business development. It is not solely based on market potential but also on creating technological barriers and intellectual property value, resulting in a sustainable, long-lasting product.
How are you leading the technology adoption strategy to give it a competitive edge in the market?
As the CTO in the chemical and pharmaceutical fields, I must emphasize that the pace of technological change in the pharmaceutical industry has been incredibly rapid.
In the mid-1980s, we operated under conventional practices, replicating foreign innovators' products without much scope for innovation or intellectual property value. However, after the implementation of intellectual property regulations in India around 1995 or 1996, the landscape shifted dramatically.
Adapting to new technologies and innovations was a challenge, especially since India's pharmaceutical innovation was limited compared to the Western world and Japan. In this dynamic environment, as a CTO, staying fleet-footed and swiftly adapting to changes in drug delivery systems and applications became crucial with a focus on launching cost-friendly, high-quality products in a fiercely competitive market.
What role do you play as a CTO in driving the growth of the organization?
In the realm of chemical and pharmaceutical development, the process begins with marketing, identifying potential molecules. Subsequently, a comprehensive evaluation takes place, considering aspects like chemistry, technology, engineering, and various costing factors. Extensive patent searches are performed, aiming to identify viable processes that can be indigenized to ensure cost-effectiveness without infringing on existing patents.
After successful bench level testing, pilot scale experiments are conducted to assess feasibility for large-scale manufacturing. Plant design is formulated based on the chosen process, which can range from relatively simple to highly complex procedures. Only upon successful approval and licensing can the product be shipped commercially.
Safety and environmental concerns are paramount, requiring a zero-discharge philosophy wherein all effluents are recycled back into the process, adhering to stringent environmental protection regulations. The entire process demands meticulous attention to detail, adherence to regulatory norms, and unwavering commitment to safety and quality.
How do you manage the demands of different stakeholders within your organization, such as business leaders, IT teams, and external vendors?
In the chemical and pharmaceutical industry, various stakeholders hold counterproductive demands. Environmental bodies and governments expect businesses to operate at the lowest cost while complying with all rules and regulations, ensuring zero waste and pollution. Simultaneously, customers demand swift sample delivery, pressuring companies to act quickly or risk disqualification.
As technology propels us forward, it's the convergence of innovation & operational excellence that truly sets the course for success
Navigating these conflicting demands requires strategic planning.
Companies often anticipate market needs, using multiple business levers to screen molecules during surveys. Only those products that align with positive signals from the selected levers proceed to the bench level, saving costs on manpower, machinery, and raw materials.
What are the primary challenges encountered by the chemical and pharmaceutical industry in India, when it comes to attracting talent and how can we overcome these roadblocks?
An important challenge facing the technology industry in India pertains to the scarcity of skilled young professionals. Over the past decade, there has been a significant trend where talents are gravitating towards management, pursuing MBA degrees, or shifting focus to digital science, IT, and software fields. This trend has the potential to create a talent crunch in industries like pharmaceuticals, chemicals, metallurgy, and other engineering sectors.
To address this concern, both the government and industry leaders must collaborate to enhance the image and appeal of these industries. Efforts should be made to attract quality manpower by offering attractive incentives, financial or non-financial, and promoting these industries as hotbeds for innovation and growth.
Sandeep Bose, CTO, Gujarat Fluorochemicals
Sandip Bose completed his academics at Jadavpur University in Calcutta, India. Throughout his career, Sandeep has worked in various sectors, ranging from lead acid batteries for cars to carbon manufacturing, fertilizers, pharmaceuticals, specialty chemicals, dye intermediates, refrigerants, and fluoro-specialty industries. His expertise lies in the API segment, focusing on bulk chemicals and pharmaceuticals. He has also been instrumental in applying new manufacturing science technologies and implementing operational excellence programs.
