Deepak Gondkar did not become a consultant because he studied management. He became a consultant because he spent 23 years managing — and discovered that the most significant problems in manufacturing businesses are not technical. They are structural, behavioral, and organizational.
He began his career in 1992 on the assembly floor at Shreno Ltd. and Alembic Group in Vadodara — learning the rhythms of manufacturing from the ground up, not from a textbook. That foundation shaped everything that followed.
Over the next two decades, he moved through roles that gave him exposure to almost every dimension of manufacturing operations — automotive systems at General Motors, precision fabrication at Rishi Laser, works management with direct responsibility for over 300 staff at Wear Resist, and seven years as Head of Operations at Galaxy Sivtek, where he oversaw the complete operations of a vibratory separator manufacturing business.
Across every role, across every company, he observed the same pattern: businesses struggling not because their people were incapable, but because the systems, structures, and disciplines that would allow those people to perform were absent. Nobody had built them. Nobody had stayed long enough to build them properly.
In 2015, he founded SAI Industrial Consultant with a single conviction: that real consulting means staying through implementation — not delivering a report and leaving. That the measure of a consulting engagement is not the quality of the document produced, but whether the business is still running the system three months after the consultant has gone.
Over eleven years of independent practice, that conviction has never changed. It is the foundation of every engagement SAI undertakes.