CXO Lanes: You’ve spent over a decade in tech before moving into aerospace. What motivated the shift?
Megha: Aerospace is India’s next strategic frontier — not just aircraft but infrastructure, high‑value manufacturing, and sovereignty. After years building operational rigor in fast‑moving tech and AI environments, I saw a chance to apply systems thinking where it can create long‑term national and economic impact. Policy momentum, rising domestic demand, and a maturing supplier base make the timing right.
CXO Lanes: What operational skills from Infosys, Cars24 and Foundation AI translate directly to aerospace?
Megha: Three durable themes: operational excellence at scale (designing repeatable processes and operating models), culture and people enablement (building cross‑disciplinary trust and accountability), and founder‑office/investor relations (translating vision into funded execution). Practically, this maps to SOPs and QC, capability building and vocational linkages, stakeholder orchestration, and metrics/governance.
CXO Lanes: How does AI/digital experience help in manufacturing and MRO?
Megha: AI and digital tools drive predictive maintenance, digital twins, automation and data‑driven decisioning. These deliver operational leverage on factory floors and in supply chains — reducing downtime, improving yield, and enabling smarter procurement and quality control.
CXO Lanes: What concrete initiatives are you prioritising at Flamingo?
Megha: Designing robust operating models and SOPs; launching training and capability‑building programs tied to local vocational ecosystems; establishing KPIs, dashboards and governance forums; and aligning investors, suppliers and government for long‑horizon programs.
CXO Lanes: Aerospace is capital and time intensive. How do you manage stakeholders and momentum?
Megha: By converting strategic intent into executable programs with clear milestones, transparent metrics, and staged funding/governance. Early wins in processes, quality and supplier development build credibility while we work on larger manufacturing and tech‑transfer objectives.
CXO Lanes: What cultural changes does the sector need?
Megha: Move from siloed, risk‑averse approaches to disciplined cross‑functional collaboration. Build trust through repeatable execution, clarity on roles, and continuous learning. Early investment in culture accelerates scale and quality.
CXO Lanes: Why is this the right move for you personally?
Megha: I enjoy systems‑level problems and operationalising complex visions. Aerospace lets me apply everything I’ve learned toward nation‑building work that lasts decades — technically challenging, strategically important, and deeply meaningful.
CXO Lanes: Any message for partners or investors listening?
Megha: Aerospace succeeds through partnership — industry, government, academia and capital must collaborate. If you’re committed to building India’s aerospace future, let’s connect. Operational muscle, culture change and stakeholder stewardship are what turn ambition into reality.