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Godrej Indonesia CEO Rajesh Sethuraman gets additional biz transformation role at GCPL
MUMBAI: 6 December will end up being a memorable day for Rajesh Sethuraman. That is the day when the CEO of Godrej Indonesia was given an additional responsibility by the management of Godrej Consumer Products Ltd (GCPL) in Mumbai led by Sudhir Sitapati: to lead the group’s business transformation and digital agenda. GCPL made the appointment public by sending it to the Bombay stock exchange as is required by responsible and transparent companies.
The reason the responsibility was thrust on him was because the executive responsible for business transformation and digital Vijay Kannan at GCPL Mumbai was relocating to be with family in the United Kingdom.
Sethuraman is known to be a hardworking and focused senior executive who gets things done. The engineering graduate, and MBA from XLRI began his career as a product executive in Heinz India. From global brand manager -Radiant in Hindustan Unilever, he quickly rose to regional category leader south Asia laundry and then was moved to south Africa as vice-president Africa laundry.
His performance saw him being quickly promoted to vice-president home care division Africa. He once again shone over there and was transported back to Mumbai to help the mothership accelerate growth by rewiring its operation to deliver a superior customer experience. And in his words :”Unlock this across core sales and planning operations right through order to cash. Leverage external industry leading partners to deliver an integrated process tech and org combination which is future fit.”
That brought him to the notice of the GCPL management led by Sitapati -a former Hindustan Unilever man himself and who had worked with him while he was there – which made him an offer to build Godrej Indonesia and establish it as a best in class entity in Indonesia.
Which he has been in the process of doing. Rather successfully. Hence, the additional responsibility. Because Sethuraman is an executive who knows how to get things done, and mostly in time.
“He has previously led the digital transformation of Unilever’s operations across many markets in core sales and planning operations, from order to cash processes, successfully designing integrated operations, and leveraging technology and partnerships for business success,” GCPL informed the BSE in the regulatory filing.
Brands
Ather Energy doubles service network to 500 centres nationwide
EV maker scales support alongside growth to keep riders on the road
MUMBAI: Ather Energy is quietly building more than just scooters. It is building the backbone to keep them running.
The electric two-wheeler maker has expanded its service network to 500 authorised centres across India, nearly doubling its footprint in a year from 277. The move mirrors its growing retail presence and signals a clear focus on one often overlooked part of EV ownership, what happens after the purchase.
From the outset, Ather has prioritised service support in every city it enters, aiming to make ownership as smooth as the ride itself. Its Gold Service Centres bring in upgraded customer lounges, modern equipment and processes designed to make servicing more transparent and reliable.
Speed, too, is part of the pitch. Through its ExpressCare initiative, riders can get periodic maintenance done in about an hour, now available across 82 centres, turning what used to be a chore into a quick pit stop.
Ather Energy chief business officer Ravneet Singh Phokela said, “Crossing 500 service centres is an important milestone as we scale across the country. Reliable after-sales support is central to the ownership experience, and our focus remains on consistent service quality and accessibility.”
The expansion comes as demand grows for models like the Ather 450 and the Rizta, which have helped the company reach a broader set of riders across metros and emerging cities alike.
Alongside servicing, Ather continues to power up infrastructure through the Ather Grid, now one of the largest fast-charging networks for two-wheelers, with over 4,300 charging points.
With plans to scale further and deepen its presence, Ather’s approach is clear. Selling the scooter may start the journey, but keeping it running smoothly is what sustains it.
