THERE IS A TRACE OF DISCOMFORT on Ajay Piramal's face as he sits in a sprawling room on the first floor of his luxurious home in Mumbai's upmarket Worli Sea Face. A speck of dirt on his glasses refuses to go away. He tries to knock it off with his tie, but in vain. Finally, he asks one of his assistants for another pair. Once that sits well, he flashes a broad smile. In many ways, a lot is known about Piramal, yet he remains an enigma. The soft-spoken demeanour conceals the aggression of the feisty businessman. Quite rightly, he has earned the title of the M&A man. The growth story through the 1980s and the period beyond has been characterised by spotting that little nugget in a huge pile and nurturing it. “His buys will surprise you, but the timing of the exit is what justifies the deal,” says someone who has worked closely with him for years.
This version of him is about getting ready for the next battle, driven primarily by pharmaceuticals and financial services. A lot of action is already done through buyouts, but Piramal is looking for more. His holding company, the ₹12,809-crore Piramal Enterprises, houses both the businesses, and a demerger has already been announced to create two entities. One, Piramal Enterprises, which will house financial services (retail and wholesale lending, alternatives, and investments). And two, Piramal Pharma, which will further have four businesses—CDMO (contract development and manufacturing organisation), complex hospital generics, India consumer healthcare, and ophthalmology. The demerger, expected to be completed this year, will be a significant step in a new journey and lay the foundation for version 2.0 of Ajay Piramal.
Strategy time
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