Vinati Saraf Mutreja Wiki, Age, Husband, Children, Family, Biography and More – WikiBio
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Vinati Saraf Mutreja is an Indian businesswoman who joined her father’s business Vinati Organic Ltd (VOL), a chemical manufacturing company, in 2006. Rs 66 crore After Vinati took over her father’s business, she spent $10 billion and she has been in the limelight since then. Under Vinati’s leadership, VOL was named one of Asia’s top 200 billion dollar companies by Forbes Magazine. After 12 years at VOL, Vinati became the company’s CEO and Managing Director.
Wiki/Biography
Vinati Saraf Mutrea was born in 1984 (Age 37; as of 2021). Vinati received executive education at the IMD Business School in Lausanne, Switzerland. She received her Bachelor of Applied Science in Engineering from the University of Pennsylvania in 2005. She received her BA in Economics, Finance, and General Science from the Wharton School of Business in Pennsylvania in 2005. She completed the Owner-President Management program at Harvard Business School starting in 2019.
appearance
Height (approximately): 5’3″
hair color: Black
eye color: Black
family
parents and siblings
Vinati’s father Vinod Saraf is the chairman of Vinati Organics Ltd. and her mother is Kavita Saraf. Her sister, Viral Saraf Mittal, is part of the management of Vinati Organics.
Vinati Saraf Mutreja with her father Vinod Saraf
husband and children
Vinati Saraf Mutreja is married to Mohit Mutreja, who runs an algorithmic trading firm specializing in high-frequency trading. The couple has two children.
Vinati Saraf Mutreja, Vinod Saraf, Parshant Mittal, Viral Saraf Mittal, Kavita Saraf, Mohit Mutreja
Profession
Vinati Saraf Mutreja is a member of the Entrepreneurs Organization (EO) and the Young Presidents Organization (YPO). According to Vinati, she joined her father’s company immediately after returning to India from Pennsylvania. After that, she began to learn the basic operation of her father’s business. In an interview, she said—
I spent time from scratch learning different business functions in different departments. “
Vinod Saraf, her father, gave her the daunting task of transforming an ATBS factory (part of the VOL company) from a loss-making factory to a world-class factory. This assignment was offered to Vinati to motivate her to work independently at the ATBS factory. In a conversation with a media outlet, Vinati recounted how she became a profitable unit in 2019 when she started her efforts to build ATBS in 2002. She further stated that there are only two organizations in the world producing the same chemical products ATBS factories are making. she says-
We started the ATBS unit in 2002, and since we didn’t get the right quality, we’re considering closing or selling it. We were a small company at the time and had exhausted all our available resources and expertise. Only two other companies in the world make this product. So we’re in a state of repair because it’s a niche market. But I managed to hire a consultant who helped simplify the process. “
While working independently at the ATBS factory, Vinati has managed to develop long-term business relationships and contracts with global multinational corporations and connections. These multinational companies have signed long-term sales contracts with VOL. Until 2006, ATBS only sold its products in the Indian market, but now, about 75% of its sales transactions come from exports. In an interview, Vinati explained how VOL increases productivity while reducing production costs. She revealed that the best and most efficient use of batch time can increase capacity with minimal capital. she says-
We focus on reducing costs and increasing productivity by optimizing batch times. This results in increased capacity with minimal investment. Considerable effort has also been made to improve quality by hiring international R&D experts, and it has paid off. “
In 2019, under the management policy of Vinati Saraf Mutreja, the ATBS division became the largest part of the VOL company manufacturing its products globally. In an interview, Vinati stated that the work capacity of the ATBS factory has been boosted through improved and high-quality productivity and manufacturing strategies. She explained-
Better quality, higher productivity, and annual contracts boosted sales, and we started expanding capacity on a regular basis, often preempting demand. “
In 2006, VOL had approximately RS. 200 crore market cap, growing more than Rs. 80 billion in 2019. In an interview, Vinati shared her vision to increase the company’s turnover and expand its market potential globally. she says-
Our vision is to achieve 20-25% year-over-year growth and basically double revenue within three years. In chemistry, we are still a very small company. Most medium-sized chemical companies have revenues of Rs 3,000/4,000 crore. Our margins are higher, but we need to expand our reach due to the limited market potential of our existing products. “
Vinati is regularly seen giving investment advice to investors on many prominent Indian business TV news channels.
Vinati shares her views on investment deals offered by her company VOL on Indian Business News Channel
Awards, Honors, Achievements
- 2019: Vinati Saraf Mutreja was selected as the Outstanding Female Business Leader 2018 by the jury of the Economic Times Family Business Awards.
Vinati Saraf Mutreja wins Distinguished Women in Business Leadership Award at The Economic Times Business Family Awards 2019
- 2019: She was also featured in Forbes India W-Power Trailblazers in 2019, and in the same year she was included in the Economic Times Women’s Leading List.
Facts/trivia
- Vinati Saraf Mutreja has a normal middle-class education. Focusing on education is her family’s top priority.
- Vinatti began accompanying his father to company meetings as a teenager. This exposure to the business world paved the way for her to study Applied Science Engineering in 2005 and earn a BA in Economics, Finance, and Business Studies at the University of Pennsylvania. In 2006, when she was 22, Vinati joined her father’s company shortly after returning to India. age.
- In 1991, Vinati’s family business held a 26% stake in VOL, which gradually increased to 74.01% in 2019.
- According to Vinati, more Indian women should come forward to join the business world and contribute to manufacturing in India and around the world. In conversations with media personalities, Vinati said we have to inspire women to go into engineering and not hesitate to join the business world. she says-
Women don’t see other women in the industry and are reluctant to join. It’s important to break the cycle so that when our daughters are in the workplace, they don’t feel like they’re in the minority. Women bring diversity and empathy and a different dimension to any discussion. We should encourage women to pursue engineering and make our work environment more conducive for them to thrive. “
- In an interview, Venati said she was a lucky person who had never had to choose between family and career, when it came to her personal life issues. She further added that she independently directed and directed the ATBS department of VOL Corporation with the support of her family. she says-
Most women I know quit their jobs after having kids. I love my work and the trust our stakeholders place in me. This motivates me to keep doing better. “
- In a conversation with a media company, Vinati was asked about the biggest hurdles and deterrents women face in their career paths in India. She then replied that self-inflicted bias is the biggest problem for women pursuing careers. She further added that this is the only reason why many in Indian society do not want to see women in senior leadership positions. She explained the facilities and equipment her company provides for female employees. she says-
If we are talking purely about upper middle class urban society, most women start working after graduation. Only at some point after starting a family do they succumb to the notion of choosing between career and family. This self-inflicted bias is the greatest deterrent to women rising in their careers, and the reason we don’t see many women in senior leadership. In addition to extended maternity leave, we also offer flexible working hours to women in our organisation. We can make our environment more women-friendly by simply hiring more women than other factories. In the end, this will only change if men start to take on more responsibilities at home. It will take a cultural shift and our society will take some time to achieve, but we are heading in the right direction. “
- According to Vinati, she enjoys reading about green and cleaning chemistry. She is proud of her excellent track record in environmental, health and safety work. She enjoys coming up with innovative processes to produce chemicals in her manufacturing plant.
- According to Vinati, the most creative ideas come when she’s in the office. She has learned to balance work and life through her work experience.
- In an interview, Vinati was asked how large companies can improve gender diversity in top management. Vinatti explained that this is only possible by motivating and encouraging women to take up higher leadership positions and never resign from their respective roles in the organization. However, in a company, quality time must be more important than quantitative time. she says-
Most women leave the workforce at some point after giving birth. To encourage women in higher leadership roles, companies need to demonstrate that quality time at work is more valuable than quantitative time. Offering flexible working hours and reducing the emphasis on after-hours networking are some of the ways organizations can achieve this. “
- Vinati Saraf Mutreja’s success story in the business world is regularly featured in many prominent Indian magazines and tabloids.
An article published in the magazine related to Vinati Saraf Mutreja’s successful business story
- In his spare time, Vinati likes to read. Two of her favorite books are ‘A Bottle of Lies: ‘Ranbaxy and the Dark Side of Indian Pharma’ by Dinesh Thakur and Katherine Eban, and ‘Lean In’ by Sheryl Sandberg.
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