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Detailsof career experience andachievementsofGirishRao
1. Summary of Career Assignments
From To Position Organisation
Jun 98 Self-employed as an expert Consultant.Owner
Self-employed as Director and part owner
G R Professional Services, Widnes,Cheshire,UK
Knowledge Transfer International,Lancs.,UK
Oct 96 Mar 98 Group Tech. Director & Operations Director
GEC Alsthom T&D LVE, Liverpool, UKOct 94 Sep 96 Group Tech. Director
Sep 91 Sep 94 Technical Director
Feb 89 Sep 91 General Manager English Electric,Pondicherry,India
Jul 84 Feb 89 Managerial positions English Electric,Hosur,India
Aug 77 Jul 84 Engineering positions of increasingseniority English Electric,Madras,India
Jun 75 Aug 77 Design Engineer Larson & Toubro, Mumbai,India
Jun 73 Jun 75 Graduate Apprentice Larson & Toubro, Mumbai & Calcutta,India
2. Galleryof major newproducts developed undermyleadershipinthe career so far
3. Details of Work Experience and Achievements
3.1 From Jun 98: Self-employed - Managing Consultant & Owner, GRPS, UK
The Consultancy aims to provide high quality expert advice and assistance in Innovation, Engineering and
Managementtobusinesses forprofit-growth. The assignmentsonhandinclude projectstohelpclients in the
UK, Continental Europe,IranandIndia. Iam alsodeveloping own innovative products and systems. The key
achievements to date in this business include:
• Learnt the nuances of establishing, running and growing own business as a self-employed person.
• Acquired new technical skills in computer based simulation of motion in electro-mechanical systems.
• Accredited as an energy saving advisor under the Action Energy Programme of the UK Govt.
• Assisted a company in the UK to generate ideas for innovative solutions end sealing of fire-proof cables.
• Assisted a company in the UK to review the project for World Class Manufacturing.
• Assisted a manufacturer in the UK to assess the market opportunity for its innovative products in India.
• Assisted an Italian Switchgear manufacturer in the strategy and development of two new products. During this
assignment I also helped this company to design and established testing facilities for circuit breakers.
• Assisted a European Group to examine the opportunities for their products in India.
• Assisted a switchgear manufacturer in India to investigate sourcing of MCB technology.
• Assisted a manufacturer in Iran to identify ideas for cost reduction, developing new products and setting up a test
laboratory. Developed a spring-charge mechanism for its LV Air Circuit Breakers by using CAD resources in India.
• Won part funding from the UK Govt. for developing a very innovative electronic electricity metering system. An 18-
month feasibility study project worth £75k and further 30-month development project worth £200k were
successfully completed. Commercial exploitation of the technology developed is currently under investigation.
EE India
DM MCC LM MCCBs SP SDFs Fuses Contactors Relays Starters
GA Europe & India
MPactII ACB GalaxisWorld SWBDS Fulos Plus World SDFs
Italy,Iran,India GRPS UK
TrippableSD Spring-chargeSP ACB Winmaster ACB Multi CircuitElectricity Meter

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• Currently designing a range of electronic protection releases for ACBs and testing systems for a client in Europe.
• Assisted a switchgear manufacturer in India for developinga new range of Air CircuitBreakers,Protection Relays and
a range of switch-fuse units. Also established and nurtured a new R&D Centre. Assumed the role of their ‘Chief
Executive – Technology’ during five years of consultancy assistance to this company.
• Recently compiled a vision for the future of LV Switchgear to meet demands of the evolving modern world.
Formulated key strategies and generated several specific ideas. This is under discussions with two leading firms.
• Established in Sept 2000, a company ‘Knowledge Transfer International’ with like-minded consultants, in the North
West of England to pursue large projects. KTI executed a DTI sponsored regional awareness programme worth
£100k for Advanced Control Technology Transfer. KTI is currently executing a UK Govt. funded ‘LEAD’ project worth
£500k in association with the University of Liverpool. ‘LEAD’ trains owner/managers of SMEs in leadership, through
a 10-month programme. My contribution is by Financial Planning and Control, Quality Assurance and delivering
Business Growth masterclasses for the programme. I am a Director and 50% owner of KTI.
3.2 Oct 96 - Mar 98: OperationsDirector,GECAlsthomT & D, Liverpool Unit,withcontinuingresponsibility as
Group Technical Director of the Low Voltage Group.
Following the initiation of restructuring of the Liverpool unit in July 96, I was given the additional
responsibilityof Operationsforthe Liverpool Unit. Ihadtotal charge of Manufacturing,Material &Production
Planning, Finished Goods Warehouse, Purchase and Commercial Product Management. The business was
organised in four product related business units, each headed by a Business Manager reporting to me and
being responsible for the profit after controllable costs.
Considerableimprovementswere achieved, in a relatively short time, by simplifying the business, reducing
bureaucracy,stoppingthe conflictsbetweenfunctionsandimplementing a more effective planning process.
Total Inventory was reduced by 30% in one year. Lead-time and response to customers were significantly
improved. Anentrepreneurial spiritwasdevelopedatall levels. The philosophy and plans for these changes
were devised by me and implemented through good communication with the staff at all levels.
Under my continued guidance, the Technology Development Centre in India completed the design and
development of a new world class range of Switch Fuse units from 20A to 800A, in a record time of 18
months. Performance equal to or better than the best in the world was achieved. A tough objective of
ensuring good margins even at the lowest selling price in the world was accomplished.
Furtherprogress was made in the new ACBs at Liverpool by introducing new models of the protection relay
and improvingmanufacturingmethodsandthroughput. The final assemblyandtestingof the protectionrelay
was moved to Liverpool. A new engineering group for electronics development was also established at
Liverpool to support further development of relays.
A projectforthe total revampof LV Fuseswasplannedtoachieve worldleadershipinperformance and costs.
The project aimed at achieving significant reduction in the physical size and manufacturing costs. The
concepts would enable offering a large range of products, assembled from a set of a few standard
components, at different prices for varying performance levels for different market segments.
3.3 Oct 94 - Sept 96: Group Technical Director, GEC Alsthom T&D LV Group, Liverpool.
I was responsible forguidingandco-ordinatingthe Design&Developmentactivitiesof the Low Voltage Group
inUK, France,Indiaand Australiainvolvingabout145 people withannual revenueexpenditure of around £3.5
million. I had direct responsibility for the technical activities at Liverpool and at the new Technology
Development Centre established in India.
Since Oct. 95, I was also given the additional task to lead a multi-disciplinary team to implement the new
range of ACBs in manufacturing with independent responsibility for production, purchase, logistics,
production engineering and quality for this new product.

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I was an active member of the GALVI (GEC Alsthom Low Voltage International) Committee, which prepared
and co-ordinated the execution of strategic business plans on a global basis.
My significant achievements included the conceptualising, planning, obtaining support and approval of the
Divisional Management and colleagues in GALVI, and implementing the idea to establish a world-class
TechnologyDevelopmentCentreinIndia. The basicobjectivewas toexploitthe goodavailability of qualified
human resources and low operational costs in India. A team of twenty talented engineers was established
with world-class facilities for 3D CAD. I also persuaded a senior manager at Liverpool to take up a two-year
assignment to head this Centre. I guided the centre to successfully combine the talent and enthusiasm of
Indian engineers with an objective and systematic work culture of Europe.
I overcame many roadblocks and guided the organisation at Liverpool (which had not introduced new
products for 15 years), through the process of learning to introduce a major new product effectively and to
implement modern concepts in manufacturing.
In the absence of a Group Commercial Director for GALVI, I was relied upon by the Group Managing Director
to guide the process of strategic product planning. I was also involved in initiatives for acquisition and
strategic alliances with other firms.
3.4 Sep 91 - Sep 94: Technical Director, GEC Alsthom, Liverpool.
I was transferred from India to Liverpool, based on my achievement of many successful new product
introductionsinIndia,togive afilliptothe engineering activity in the UK. I was given the charge of about 50
people indesign, testing and quality assurance with annual revenue spending of around £ 1.5 million. From
April 94, a teamof productionengineers was transferred under my control, as the process of engineering of
new products in manufacture also needed improving.
Significantachievementsincludedgeneratingenthusiasmandconfidenceinthe Liverpool team, developing a
culture of innovation, attracting and training young engineers, winning the confidence and respect of and
useful contributions from senior engineers, and planning and execution of a number of projects.
The most importantof these projectswasthe designanddevelopmentof anew range of Air Circuit Breakers.
The project had to be put on rails with a new strategy and the team was guided in considerable detail
technically as well as managerially to achieve success. The result was a world-class product better than the
competitionbutachievedwithsignificantlylow investments andina record time of five years. Other leading
multi-nationals have taken > 10 years to develop this product range.
A conceptof measuringthe outputof engineering efforts in terms of Total Benefit Potential to the company
(TBP) was developed and introduced. The TBP measure was used along with others, to select the projects,
monitorthe effectivenessof the engineeringactivitiesandsetperformance targets for the engineering staff.
In the absence of a Group Technical DirectorforGALVI,I fulfilledthis role to guide and co-ordinate the world
development activities in GALVI. I was promoted to formally take up the Group responsibilities in Oct. 94.
3.5 Mar 89 - Sept 91: General Manager, English Electric, Pondicherry, India.
I was assigned this responsibility to establish on a green field site, the third manufacturing unit of the LV
Fusegear and Switchgear Division to manufacture contactors, overload relays and motor starters with total
business responsibility for the unit.
The unitcomprising25 people wasstartedin a rented shed and was later transferred to a purpose bui lt own
facility. Some product designs were obtained from Kidsgrove, UK and others were developed in India. The
project involved recruiting and training the staff, establishing tooling, suppliers and subcontractors and in-

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house facilities for assembly and testing. A philosophy of maximum outsourcing of components and sub-
assemblies was pursued. A new PC based system for material planning, operations and accounting was
established. The commercial production commenced in 18 months. Initial preparations were made to
establishthe manufacture engineeringplasticscomponentsasasource to all other divisions of the company.
I migrated to the UK on international transfer within GEC Alsthom to Liverpool as Technical Director.
3.6 Jun 84 - Feb 89: Chief Dev. Engineer / Manager / Chief Manager with English Electric, Hosur, India.
My responsibilitiesincludedestablishing a design and development facility at the new factory at Hosur, and
undertaking projects for the introduction of new products and improving existing products. This factory,
which was installed mainly as a low cost manufacturing facility, was to be made into an independent and
growing business unit of the low voltage division of the company. The manufacture of the new range of
MCCBs, developed at Madras under my leadership, was also to be implemented at this unit.
My achievements included the successful establishment of an engineering department of about 15 people
and setting up extensive in-house facilities including 2D CAD and on-line testing upto 6kA. Significant new
products introduced were a range of LV DIN Fuses, RCDs and Switch Fuse Units. Many projects for cost
reduction,customisationandperformanceimprovement were also implemented. These enabled the Hosur
unit to achieve very rapid growth of sales.
I was transferred to Pondicherry to move into General Management.
3.7 Aug 77 - Jun 84: DevelopmentEngineer/Sr.DevelopmentEngineer/Chief DevelopmentEngineer,English
Electric, Madras, India.
My responsibilities included assisting the company to establish a new product development department to
pursue indigenousdesignanddevelopment. Until then,the designswere obtainedfromLiverpool. However,
new technologies needed to be introduced in the areas of Motor Control Centres, DIN Fuses and Moulded
Case Circuit Breakers for which the technology was not available within the GEC Group.
My achievements included the successful execution of projects to develop a Motor Control Centre, a Fuse -
Switchpowerdistribution switchboard and a range of Moulded Case Circuit Breakers. The most challenging
projectwasthe indigenousdesignof the MCCBs. I leda team of 15 engineersandtechniciansthatdeveloped
and introduced the MCCBs from concept to production in three years. All the products developed were
significantlybetterthanthe competitioninIndia. The range developed included the world’s first 100A MCCB
withelectronicrelease andbreakingcapacityof 50kA and ratingsdownto 1.6A. This enhancedthe reputation
of the company as a leader in technology and quality.
I was transferredtoHosurto take up more challengingworkwithindependentresponsibility for Engineering.
3.8 Jun 73 - Jul 77: Design Engineer/Graduate Apprentice with Larson & Toubro, Bombay & Calcutta, India.
Immediately after graduation, I joined L&T, an organisation with an excellent reputation and leader in LV
Switchgear. Inthe two years of on-the-job training, I spent approximately equal time in design, production
planning&control,contracts engineering, active sales and tool room. After the training, I was posted in the
design department to look after the maintenance and improvement of certain existing products through
short-termprojects. Iwasalsoinvolvedinthe investigationof customercomplaints. Itravelledwidelytovisit
many customers and suppliers.
I left L&T to join English Electric who offered a faster career growth.