Power behind the throne

Kaushik holds the CEO of The Year award trophy.  [Photos: Standrd]

 

Kaushik Shah, the CEO of Mabati Rolling Mills, joined the company in a junior position, but his diligence and persistence over the years has seen him rise through the ranks. He spoke to Peter Muiruri

Kaushik Shah, 60, defies the stereotypical Asian businessman with his down-to-earth personality. Yet, within the quiet and calm demeanour is a man entrusted with vast business interests as the CEO of Mabati Rolling Mills (MRM), the flagship company of business magnate Manu Chandaria.

 This is no small feat for a man who literary grew up with the company having served it for the last 36 years. Little wonder that Kaushik is also the current CEO of the Year presented by Kenya Institute of Management.

Fluent in kikuyu

Born in Sabasaba, Murang’a County, 60 years ago, Kaushik spent his early childhood in the hilly terrain, playing with his siblings and other children while learning Kikuyu as well. At this early stage, Kaushik was thrust into the world of business, thanks to his parents who operated a wholesale business in the area for over two decades. By the time he was in Class Four, Kaushik would defy the house help and dash to the shop and help his parents with various duties.

“I still remember how Chege, the house help, would get hold of me and throw me in the bathtub when I defied his orders to shower “peacefully”. As expected, life in the countryside was quiet. We spent much of our free time playing cricket. We had forged good relationships with the locals to the point where they gave some of my family members nicknames. I still don’t know why my younger brother was nicknamed Mugochi after a local madman,” recalls Kaushik humorously.

The tranquil moments in Murang’a would be interrupted by the clamour for independence and the ensuing Mau Mau rebellion. Despite the sporadic gunfire from opposing camps, his family was well-respected in the area and escaped unscathed.

Favourite dishes

“The Kikuyus around us were friendly and considered us as part of the community. It is through them that I came to love ugali, sour milk and githeri, which are still my favourite foods,” says Kaushik.

By the time he was ten years, Kasushik’s family had moved to Nairobi where he continued with his schooling, first at Visha Oshwal Boarding School and later Eastleigh Secondary School.

Kaushik later headed to the UK after the A-Levels to pursue a course in Accountancy. He came back to Kenya in July 1976 to find his father seriously ill following a dental procedure.

“My father died shortly thereafter leaving the entire family with no proper means of support. I had to look for a job to support the other siblings who were looking up to me for sustenance. This was not easy due to the apprehension that followed the expulsion of Asians from Uganda four years earlier with some fearing that the same upheavals would be visited upon Asians in Kenya,” says Kaushik.

Despite having a letter from UK recommending him for a job in accountancy, Kaushik still found the going tough in the beginning. His aunt came to his rescue by connecting him with a man she did business with in town.

“That man happened to be Manu Chandaria. He arranged for me to be interviewed by two people after which I got a job as an accountant. That was the beginning of my lifelong relationship with MRM,” relates Kaushik.

Kaushik’s diligence saw him slowly climb the corporate ladder. In 1979, he was appointed sales manager, a job that involved travelling within the region. Three years later, he was put in charge of Mabati Tube Division (now Insteel).

By this time, his potential as a good organiser had been noticed by some within the company. However, there was a debate that at 31 years, he was young and inexperienced. Despite resistance by some, however, Kaushik was appointed the general manager in August 1984.

He rose through the ranks to become the CEO of Mabati Rolling Mills in 1996, throwing him at the centre of not only corporate management but the philanthropy world for which his mentor, Manu Chandaria, is well known for.

Under his stewardship, Kaushik oversaw the establishment of Mabati Technical Training Institute in Mariakani, a school that trains at least 200 students in practical courses. This is in addition to the establishment of a low cost medical centre in the same area that serves over 3,000 persons on a monthly basis.

His management skills would come in handy following the 2007-08 post election clashes. He and the other directors had to device ways to help the affected families rebuild their lives with a budget of Sh35 million.

Roots for peace

“We assessed the damage and came up with low cost homes, schools, medicals centres and silos. We built two schools — Mutate and Sasumua — from scratch putting 600 students back to class from both sides of the conflict. We tried to be as impartial as we could be,” notes Kaushik.

Kaushik says the business community faces uncertainties every time elections are around the corner but he is hopeful that the elections will be peaceful.

“We must realise we have only one Kenya that has been a haven of peace. This, however, should not be taken for granted. Things could be much worse. Thankfully, we have a common vision, a new constitution, a reformed judiciary and the infrastructure the new government will need to take Kenya to the next level,” says Kaushik.

Kenyans, he says, must learn to appreciate their accomplishments and avoid a complaining spirit. He cites the example of our Olympic athletes who brought home a few medals that many thought were not enough, yet they were there to compete against the best from all over the world.

Unknown to many is that Kaushik is one of the founding members of Nairobi Central Business District Association (NCBDA). It was an uphill task for him and others to convince the then Kanu government that they meant well in forming the association.

“The Kanu government was suspicious of such organisations that seemed to challenge the powers that be on proper service delivery. We formed the association because the same government was not delivering services to the people of Nairobi who form the bulk of taxpayers in the country,” says Kaushik.

NCBDA was formed as a tool to advocate for good service delivery but these ideals may have been overtaken by events since government services are now being felt in most spheres of society.

As CEO of the year, Kaushik says the challenge is to maintain high standards since people will make assessments based on such accomplishments.