Choosing Potential Over Scale: Dhritiman’s Growth Journey at Sterlite

When Dhritiman joined Sterlite Electric in 2019, the cable division was still evolving - nascent in size and largely focused on the domestic market. For someone used to managing complex, large-scale infrastructure projects, it required a reset in mindset. What initially felt unfamiliar soon became an opportunity to build something meaningful from the ground up.

Dhritiman’s career spans the full power and transmission ecosystem. He began in consultancy, working on system design, before moving into detailed substation engineering. Over time, he transitioned into project management and regional leadership roles, overseeing large EPC transmission projects across Gujarat. Nearly 18 years of experience gave him a deep, end-to-end understanding of how power infrastructure is designed, executed, and scaled.

Sterlite presented a different challenge altogether.

Moving from EPC execution to manufacturing and product operations demanded longer planning horizons, sharper process discipline, and a new way of thinking. As the business evolved, so did his role - from project operations to product operations, domestic sales, global capability sales, and eventually a strategic role spanning business planning, plant operations, and product strategy. Each transition required learning fast, adapting continuously, and delivering outcomes.

Leadership trust played a defining role in this journey. Dhritiman was encouraged to explore new directions and take on roles that demanded reinvention. Expectations were clear, but so was the confidence placed in his potential. That culture of trust shaped his experience at Sterlite.

The pace of growth kept him engaged.

In just three years, the business grew nearly threefold. New markets opened, marquee orders were secured, first-of-its-kind qualifications were achieved, and key milestones followed—including ₹100 crore in revenue in a single month and new market opening in UK for up to 132kV grade power cables.

For Dhritiman, growth is the real motivator. Stability alone isn’t enough. His belief is simple that when the organization grows, individual growth follows.

People, he believes, matter as much as plans. Growing up with a working mother and sharing life with a working spouse shaped his respect for resilience and focus at work. Inclusion, for him, is simply part of how work happens and how teams stay together . Working closely with a specially abled executive assistant reinforced his belief in capability over labels. With nearly 25 % women in a heavy manufacturing environment, he sees Sterlite challenging conventions and setting new benchmarks.

When advising young professionals, Dhritiman believes that the first six to eight years of a career should be devoted to learning deeply and consistently. Shortcuts may bring quick wins, but long-term growth comes from discipline, repetition, and experience - skills that eventually sharpen intuition and decision-making.

Looking ahead, he sees Sterlite uniquely positioned across renewable energy generation, power transmission, and grid solutions manufacturing. With increasing focus on digitalization, transparent processes, quality systems, and IoT-enabled manufacturing, he believes the company has strong potential to scale further, and he intends to be part of that journey.

For Dhritiman, growth has never been about comfort or titles. It’s about building steadily, and sustaining momentum for the long term.