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Anurag Garg

Chief Strategy and Marketing Officer at Thales

Gurgaon, India

• Trusted advisor for the C-suite: Advised 50+ CEOs in India, EU, UK, and US, to drive profitable growth, define portfolio strategies, improve sales & marketing effectiveness, enable strategy execution, and deliver on M&A priorities; Initiated / grew multiple key accounts, generating repeat sales, & expanding scope of services

• Cross-sector experience, focus on Aerospace & Defence: Delivered strategy consulting engagements across Aerospace & Defence, Space, Industrial Products, Consumer Goods, Retail, Technology and Telecom sectors; Led strategy consulting practice focused on Aerospace & Defence sector for Strategy& (formerly Booz & Company) in India

• CXO role with Thales: As part of Country Executive Committee, contributing to Thales’ growth ambition through the definition and execution of country & BU strategy, and by enhancing local capabilities to improve market success. Instrumental in driving GTM and sales in growth areas including Civil Aviation, built a pipeline of EUR 700 mn

• Experience in Digital-enabled business transformation: Focus on tangible business growth via investments in relevant digital technologies, and effective change management to ensure adoption – enabling value delivery on key metrics

• Multi-cultural exposure: Operated in France, UK, Netherlands, US, collaborating with teams from many other countries

• MBA from the Indian School of Business (ISB), Hyderabad INDIA. Earned the ISB's Torchbearer award for outstanding contribution to the community at large. Established an internal consulting arm at ISB, to secure and deliver projects within ISB and businesses in the region, in order to provide experience of typical consulting projects to fellow batchmates

• B. Tech. from Indian Institute of Technology (IIT), Delhi INDIA. Earned a patent for a new welding torch design for a more efficient surfacing and cladding process, published three papers in research journals

• Schooling from Modern School, Barakhamba Road, Delhi, INDIA. Prefect, and President, Quiz Club

Available For: Advising, Authoring, Consulting, Influencing, Speaking
Travels From: Gurgaon, Haryana, India
Speaking Topics: Defence, Aerospace, Digital Transformation

Anurag Garg Points
Academic 0
Author 5
Influencer 224
Speaker 3
Entrepreneur 30
Total 262

Points based upon Thinkers360 patent-pending algorithm.

Thought Leader Profile

Portfolio Mix

Company Information

Company Type: Company
Minimum Project Size: Undisclosed
Average Hourly Rate: Undisclosed
Number of Employees: Undisclosed
Company Founded Date: Undisclosed

Areas of Expertise

Business Strategy 31.29
Digital Transformation 30.15
Emerging Technology 30.14
Leadership 30.02
Management 30.04
Marketing 30.42
National Security 31.79

Industry Experience

Aerospace & Defense
High Tech & Electronics
Industrial Machinery & Components
Manufacturing

Publications

5 Article/Blogs
Geospatial intelligence: The next frontier in space
Times of India
September 13, 2022
Military intelligence is relevant only if it is actionable. For intelligence to be actionable, multiple factors must hold in conjunction, such as data available from multiple sources in real-time, analysis of vast amounts of data done with minimal human intervention to draw insights, and those insights made available to the solider on the field to aid effective decision-making.
Increasing use of horizontal technologies like IoT, big data analytics, AI, mobility and cyber not only enables full potential utilization of geointelligence assets but also open up new use cases in military intelligence which may not be fully possible with conventional means.

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Tags: Digital Transformation, Business Strategy, National Security

Airport Modernization - The Unfinished Agenda
LinkedIn
November 07, 2021
India was one of the fastest growing civil aviation markets globally. Multiple domestic carriers had placed some of the largest aircraft orders in the world. The government had come up with the UDAN scheme for regional connectivity, under which 100+ new airports were planned, and there were attempts to further expand the market with pilot flights of sea planes. Large greenfield airports were also announced, to come up around major metros like Delhi & Mumbai, to ease the ever increasing load on recently expanded primary airports in these metro cities.

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Tags: Digital Transformation, Business Strategy

Countering the (home made) Unmanned Threat
LinkedIn
July 16, 2021
Unmanned Systems is one of the most significant factors driving asymmetry in war and conflict situations - making it either too difficult, or too expensive for Unmanned threats to be detected / deterred / countered through conventional means by defence forces across the world. Accentuating the threat are "home made" Unmanned Systems, the new age parallel to DIY IEDs and suicide belts, with:

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Tags: Business Strategy

Defence Industrial Corridors need focused government effort for growth
Defence Capital
June 01, 2020
Formation of Defence Industrial Corridors (DICs) is one of the most significant steps in pursuit of local capability development and capacity creation by the Indian government.

From the industry’s standpoint, it is critical to aim to build globally competitive capabilities, and to target India and global demand operating from DICs – this will ensure that the economic viability of the operations is supported by a wider addressable market base, beyond just addressing the Indian defence sector demand.

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Tags: Business Strategy, National Security, GovTech

How conglomerates can do better in emerging markets
Strategy+Business
September 12, 2019
Despite investor skepticism about business conglomerates, in emerging markets they are well placed to improve returns. But they need a sharper focus and a better-defined strategic identity to guarantee future performance.

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Tags: Management, Leadership, Business Strategy

3 Executives
Chief Strategy & Marketing Officer, Thales
Thales
April 01, 2021
• Country Strategy: Objective to build a EUR 1 bn India business for Thales. Responsible to create & update the multi-year Country Strategic Plan (CSP) for the India Region, to nurture and ring-fence core areas, to prioritize new growth areas, and to build capabilities to support growth and business case for related investments / partnerships

• BU Strategy: Responsible to provide strategic inputs into the Strategic Business Plan (SBP) of Global Business Units, enabling a shared understanding of India business landscape and imperatives, and ideas to improve sales. To articulate market insights and advise the various BLs in the development of the corresponding strategy & marketing plans adapted to the Indian Market

• Value Proposals & B2B Marketing: Responsible to develop value proposals associated with large business pursuits, along with B2B marketing to build and strengthen relationships with strategic and key accounts.

• Pre-Sales Role (New Growth Areas): Responsible for execution of GTM approach, building relationships at C-suite and nurturing sales opportunities. Specific focus on Civil Aviation opportunities like airports and MRO, and space sector

• Policy Advocacy: Managing strategic relationships with key external stakeholders in Government, Industry Bodies and third parties to reinforce Thales positioning & to provide recommendations on positive policy evolution

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Tags: Marketing, Business Strategy

Senior Director, Strategy&
Strategy&
June 01, 2015
• Defence Aircraft Positioning: Advised Head of Strategy SVP, on strategies to better position military transport aircraft in India

• Country Strategy for Air Platforms: Advised on relative attractiveness (among 9 countries) of India as a market / supply chain partner. Subsequently advised on client’s drive to expand presence in air-based platforms

• Growth & Industrial Cooperation: Advised USD 26 bn global top 3 A&D company on strategy to monetize surplus capacity & sun setting capabilities, to enter adjacent A&D export opportunities in civil aircraft aero-structures

• Market Entry Strategy: Articulated India market prioritization & entry strategy for a US tech company, focusing on defence and civil aerospace applications (avionics, opto-electronics, radars, communications)

• Commercial Due-Diligence: Executed for a large US-based aluminum manufacturer, towards aerospace-grade materials manufacturing target with focus on US, EU, China & India; deal consummated for USD 2.6 bn

• Commercial Due-Diligence: Executed towards a precision engineering & manufacturing company in India, engaged into manufacturing of turbine blades / components for energy & civil aviation sectors

• Portfolio & International Growth Strategy: For a leading telecom & power - products & infra company, planning for 2x revenue growth, including an international growth strategy for their telecom products business

• Digital-led Business Transformation: Executed for a USD 350 mn electronics company for efficient sales & distributor ops; similar engagement for off-highway heavy machinery company for pre-sales, sales & after sales operations

• Sales & Marketing Transformation: Delivered for paperboards business of India’s largest diversified conglomerate, to drive margin accretive growth focusing on non-price differentiators & behavioral segmentation of accounts

• SCM & Customer Exp: Advised a premium global motorbike company on initiatives to improve customer service & dealer responsiveness

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Tags: Marketing, Business Strategy, Telecom

Director, PwC India
PwC
November 01, 2010
• Built & nurtured a 60-member team, highly profitable strategy consulting business at PwC over 5 yrs. Managed entire practice strategy (growth, sales, GTM), culture, recruitment, finance, marketing. Managed integration of multiple teams into the practice, acquired via inorganic means (Diamond, PRTM, Booz & Co., SDG)

• Managed campus & lateral recruitment for 10 years, with passion for people development and career coaching

• Privatization of Indian Army MRO - Govt Owned Contractor Operated (GOCO) model
o Executed engagement for privatization of Army Base Workshops, to improve MRO efficiency of critical & strategic assets like tanks, artillery guns, special vehicles, radars

• Advised Niti Aayog on Strategic Materials Policy – To reduce import dependence
o Delivered industry funded study for CII, focusing on driving growth of carbon, glass & aramid fiber reinforced composites in focus sectors A&D, building & construction, railways, marine, wind energy

• Devised strategy to drive DPSU Exports for Sec Defence Production (Dr. Ajay Kumar)
o DPSUs were mandated to achieve 25% share of their revenue from exports within 5-7 years
o Developed a robust strategic approach entailing “exportable portfolio”, country segmentation & value prop

• Devised End-to-End Retail Strategy for Indian entrepreneur to open 15-20 hypermarkets in North India in 3 yrs: entailing segmentation, location, merchandizing, format, cust experience and expansion choices

• Devised a diversification strategy for a B2B industrial water purification company, to leverage their proprietary technology to enter the B2C space in partnership model with another company

• Devised a 5 yr growth strategy for captive ad agency of a global electronics giant, to achieve 2.5x growth, and 30% business from non-captive sources

• Engaged with a Global Auto Components Manufacturer to drive 3 year global strategy formulation initiative

• Enabled an EPC player to diversify into Fly Ash bricks market in India

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Tags: Digital Transformation, Marketing, Business Strategy

1 Speaking Engagement
Growth Approach for Composites in India (Carbon Fiber, Glass Fiber, Aramids)
Confederation of Indian Industries
August 18, 2017
Globally, composites is a USD 36 billion market, and is expected to grow at around 10% y-o-y given the potential user sectors' market (Aerospace & Defence, Transportation, etc.) and regulatory drivers (emission norms, safety). However, composites adoption in India has been relatively muted with market size less than USD 400 million due to limited demand side maneuverability (lack of awareness on composites) and supply side issues (poor technology adoption, lack of value chain ecosystem, delivery capability, cost, etc.). The per capita consumption of composites in India is around 0.25 Kg, against 2.2 kg in China and 10 kg in US.

This study done by CII identifies the drivers of demand for various sectors and makes specific recommendations for select sectors. It is evident that there is a need for creating appropriate awareness to develop applications to drive demand; additionally, Government intervention especially in sectors such as Aero Space and Defence, where by incorporation of appropriate clauses in the agreement, tangible measures to support policy initiatives such as Make in India and self-reliance in Defence could substantially support the Industry.

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Tags: Emerging Technology, Business Strategy, National Security

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