I was filled with excitement and nervous expectation the evening I landed in Mumbai to take charge of DaimlerChrysler's (DC) India operations. Now that I finally had my dream job, I realised how vital my previous experience would prove. Apart from my product and company knowledge, my skills of communication and persuasion should also come in handy in my new profile. And these skills were what I relied upon for shaping the future and providing strategic direction to DaimlerChrysler India.

I focussed my energy towards the objective of steering DC India towards strong profitable growth. Thus it came about that dealerships were strengthened and empowered, latest products were introduced in the Indian market in the least possible time, and active engagements with customers and relationship building were pursued. Slowly but surely, these efforts bore fruit. As I look back, I feel happy to note that we now sell almost 50 per cent more cars, make almost twice as much profits and have almost doubled the strength and quality of our service network, as compared to our standing in 2002. Our stress on service and quality has ensured strong, profitable growth for the company.

A lot of this is also connected with the optimism in the marketplace. Sectors are opening up, disposable incomes are improving and economic indicators have never been as positive for the country. The automobile industry is headed towards good times and is predicted to emerge as one of the most promising markets. It is very satisfying to note that DaimlerChrysler had realised the potential of this country many years back.

At the end of my term in India, whenever that will be, I shall go back a satisfied person. Professionally, my stint in India has been a worthy challenge; personally, I have imbibed the camaraderie, warmth and cheerfulness that are the hallmark of Indians.