Brands
Gautam Singhania charts Raymond’s next century with growth, focus and ambition
Executive chairman outlines roadmap as Raymond’s three businesses pursue independent growth
MUMBAI: Stitching together legacy with a fresh growth blueprint, Raymond’s leadership believes the century-old group is entering one of the most significant phases in its history.
In his message to shareholders in the FY26 annual report, Gautam Hari Singhania said the demerger of Raymond’s lifestyle, real estate and engineering businesses has created three focused, independently listed companies capable of pursuing growth with greater agility, sharper capital allocation and dedicated leadership.
Calling the restructuring “the most consequential strategic decision in our recent history”, Singhania argued that capital markets now reward focused businesses over diversified conglomerates. He said the move unlocks value by creating “three independent platforms, three focused boards, and three management teams” while retaining the Raymond brand’s heritage and values.
“Independence is not separation,” he wrote, adding that the demerger was not about breaking the group apart but releasing its “locked potential”.
The executive chairman positioned India as a major beneficiary of shifting global supply chains, citing geopolitical tensions, manufacturing diversification and the rise of the China-plus-one strategy. He said India is emerging as the most credible large-scale alternative manufacturing hub, supported by policy initiatives, infrastructure spending and growing domestic consumption.
Against that backdrop, Singhania highlighted a record year for Raymond Lifestyle Limited. The company crossed the Rs 7,000-crore mark in FY26, posting total consolidated income of Rs 7,034 crore, up 11 per cent year-on-year. He said the performance validated the company’s premiumisation strategy and operational focus.
Looking ahead, Raymond Lifestyle plans to deepen its presence across men’s fashion through categories such as Ethnix, innerwear and the recently launched Chairman’s Collection. Singhania also pointed to opportunities arising from the UK-India Free Trade Agreement, saying the deal could help combine British tailoring traditions with Indian manufacturing strengths and accelerate the brand’s international ambitions.
On the engineering front, Singhania said Raymond Limited is positioning itself as a precision manufacturing player through subsidiaries J K Maini Precision Technology Limited and J K Maini Global Aerospace Limited.
The company is investing heavily in aerospace and automotive manufacturing. A Rs 510-crore aerospace facility in Andhra Pradesh will produce high-precision aero-engine components for global original equipment manufacturers, while a Rs 430-crore automotive component plant at Gudipalli is aimed at serving India’s evolving electric vehicle supply chain. Together, the projects represent nearly Rs 1,000 crore of capital investment.
Meanwhile, Raymond Realty Limited has emerged as one of the top five listed premium residential developers in the Mumbai Metropolitan Region by revenue, according to the chairman. The business crossed Rs 3,000 crore in revenue within six years of launch and now has a development portfolio worth around Rs 42,000 crore.
Singhania said the company’s growth runway is supported by a 100-acre land bank in Thane with revenue potential of approximately Rs 25,000 crore, alongside a joint development agreement pipeline valued at around Rs 17,000 crore spanning locations such as Bandra East, BKC, Wadala, Mahim, Sion and Kandivali.
Beyond growth plans, the Raymond chairman reiterated commitments around governance, capital discipline and sustainability. He said the group would continue investing in manufacturing excellence, environmental standards, skill development and long-term shareholder value creation.
Closing his message, Singhania struck an optimistic note about the future of the Raymond group and India alike. “Raymond was built on the belief that India deserved the finest. That belief stays relevant. What has evolved is the scale of our ambition, the strength of our independent platforms, and the magnitude of the market opportunity before us,” he wrote.
For a group entering its second century, the message was clear: the tailoring may be complete, but the next phase of growth is only just being cut.
