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    Home >> Interviews >> Leaders >> Kaushal Nevrekar, President and Chief Business Officer of Reliance Retail – Electronics Business – Leaders In Tech & Auto
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    Kaushal Nevrekar, President and Chief Business Officer of Reliance Retail – Electronics Business – Leaders In Tech & Auto

    By Exhibit StaffJuly 4, 2025Updated:July 23, 20255 Mins Read
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    Kaushal Nevrekar, President and Chief Business Officer of Reliance Retail - Electronics Business
    Kaushal Nevrekar, President and Chief Business Officer of Reliance Retail - Electronics Business
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    1. What’s your leadership mantra in the fast-evolving tech landscape? 

    For today’s fast-evolving tech landscape, my mantra is “Adapt, Innovate, and Empower.”

     Adapt to change: To stay agile is crucial. We continuously analyse market trends and consumer behaviour to anticipate pivots and respond proactively. Time is of the essence here. We seize new opportunities when they arise. This ensures Reliance Retail (Electronics) remains at the forefront of the tech industry. 

    Innovating continuously: It’s the heart of our strategy. By fostering a culture of creativity and investing in cutting-edge technologies, we enhance the customer’s experiences, which is critical to drive growth. This ensures we continue to improve at every step.

     Empowering people: A customer centric approach is the priority. Decision making is shaped by their needs. Equally  important is the continuous development  of our employees. This ensures a steady growth graph.

     By adhering to these principles, Reliance Retail not only thrives in the  fast-evolving tech landscape, it also leads the way in shaping the future.

    2. How do you inspire and motivate your team during a challenging time?

    I’ve always believed in fostering a culture of open communication and transparency. This means a spade is called a spade! No sugar coating. When something feels like a challenge — be it an individual or the entire team — “voice it” is the key word. It’s important that everyone understands the situation and views it as a collective goal. We nurture a culture where the team is encouraged to take ownership and make impactful decisions. As our Chairman, Shri Mukesh Ambani said, “We make ordinary people do extra-ordinary things”. It is important for all of us to keep a positive attitude and show resilience at every step.

    3. In an era of AI and automation,  how do you see the role of human leadership evolving?

     In an era being shaped by AI and automation, empathy and emotional intelligence are something that machines can never replicate. As a leader, I focus on the human aspects of my team and foster a supportive and inclusive environment. Having said that, I do keep my sights trained on technological trends and guide the Reliance Retail Electronics Division through transformative changes. This involves fostering a culture where technology is seen as an ally in achieving greater efficiency and innovation. Creativity and innovation are the keywords here. And so are communication skills, essential for articulating complex ideas and maintaining transparency. I prefer to harness the power of AI and automation to enhance productivity as they preserve the core values and culture of our organisation.

    4. Tell us about a major challenge you faced in your career span — what went wrong and what did you learn?

     I’d say not one, but two defining chapters stand out. The first was during my time with the Information Technology (IT) team at Reliance Industries. We were setting up the Jamnagar refinery, which was then (and still is) the world’s largest grassroots refinery. The scale was staggering, but the real challenge lay in embedding technology into a site engineered for precision, resilience, and long-term sustainability. We weren’t just laying down systems; we were building a digital backbone for an industrial behemoth. It was a complex, behind the-scenes effort to create invisible infrastructure that could seamlessly support critical operations. Every decision had long-term implications — from interoperability to fail-safes. The learning curve was steep, and it taught me the value of foundational tech that quietly enables everything else.

    The second was equally transformational — leading the Wireless Devices vertical at Reliance Infocomm, as the group ventured into the consumer telecom space. This was uncharted territory. We were attempting nothing less than a complete reset of India’s mobile landscape. The barriers were immense: high device costs, low network reach, and a consumer base that saw mobile phones as aspirational luxuries, which, I say, it was! We addressed this head-on by launching a disruptive model, bundling affordable CDMA handsets with reliable voice and data services across a newly built nationwide network. The task was beyond just supplying devices. We also had to ensure that they reached the right hands in a highly fragmented, cost-sensitive market. We operationalised this strategy, pushing the boundaries of what mobile connectivity could look like for the general Indian population, unused to this “luxury.

    5. How do you embrace setbacks that come your way and continue to foster an environment that supports learning from errors?

     It is all about perception. Some see it as a setback; I see it as a learning opportunity in disguise, which makes the entire experience positive. The mantra is to identify key lessons and apply those insights to future endeavours. It’s crucial to maintain a positive attitude and demonstrate resilience. This shines a positive light on the team, showing them that setbacks are part of the journey to success. 

    To foster an encouraging atmosphere at the workplace, I maintain an environment where team members are open to trying something new without the fear of judgment. This helps them learn from each other’s experiences. Efforts are celebrated, innovations lauded, even if the outcome isn’t as expected. This encourages a free culture of experimentation and creativity. Continuous learning is also promoted by providing resources and opportunities for professional development. My team is encouraged to view setbacks as stepping stones and not boulders to growth. By creating an open and supportive environment, failures can be turned into valuable learning experiences that drive innovation and growth.

    Tech & Auto Leaders 2025
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