Scaling Beyond Instinct: Lessons From PGP MFAB

I joined my family business in 2020 as a Project Executive at the age of 21. My role gave me early exposure to execution, coordination across functions and an understanding of how the business operated beyond the shop floor. Over the next five years, my responsibilities expanded steadily as I became more involved in planning, decision-making and cross-functional problem-solving. As my father began approaching retirement and initiated a transition, I eventually stepped into the role of CEO.

It was a significant jump in responsibility at a young age, but it gave me a front-row view of the real bottlenecks within the organisation. Today, I operate largely as a generalist, overseeing operations, sales, decision-making and long-term direction. I am especially involved on the technology and product side, which has helped me sell our offerings more effectively because of my technical grounding.

We manufacture furnaces, analytical instruments and material processing equipment. Interestingly, the business did not begin as a manufacturing firm. It started as a ceramic consulting company and later pivoted into manufacturing as opportunities emerged. While we are still an MSME in terms of scale, the business has always had strong potential.

At the same time, it was a classic founder-driven organisation. There were no formal governance structures, SOPs or institutional policies. Decisions were centralised, execution depended heavily on individuals, and systems were largely informal. While this worked in the early years, it became a constraint as we tried to scale.

That was when I realised technical expertise and operational experience alone would not be enough for the next phase of growth. Without structure, governance and systems, the business would remain dependent on individuals instead of evolving into an institution.

Why PGP MFAB at ISB

As I took on more responsibility, I became increasingly aware of a gap in my own skill set. While my technical and product knowledge were strong, my exposure to formal business frameworks was limited. Being an engineer by training, most of my learning has been intuitive and hands-on. That worked initially, but it began to feel insufficient as the organisation became more complex.

I explored traditional Post Graduate Programme options, including programmes in the United States, and even wrote the required exams. Eventually, I realised the return on investment did not make sense for my situation. Since I planned to take over and scale my family business, stepping away for a full-time MBA without being able to apply the learning immediately felt misaligned.

The PGP MFAB stood out because of its modular structure. It allowed me to continue working while studying and apply what I learned in real time. This has already proven valuable, as I have been able to initiate changes within the organisation and observe their impact quickly.

ISB was the only programme I applied to in India. Its reputation, ranking and strong alumni network gave me confidence in the academic rigour and peer learning the programme would offer. A PGP MFAB alumnus, who was also our client, strongly recommended the programme, which further reinforced my decision.

At a fundamental level, I joined PGP MFAB with the hope of turning around my family business and scaling it in a more structured and sustainable way.

Early Learnings and Shifts in Perspective

Returning to the classroom after years of running a business felt overwhelming, but in a good way. The coursework was intense, the rigour was real and it took time to adapt to being mentally switched on for long hours again. What stood out early was the focus on discussion, debate and peer learning rather than one-way instruction.

During the first term, the organisation operated without my day-to-day involvement for about a week. This experience forced delegation and gave my team space to trust their judgement, while I stayed involved only in larger strategic decisions. It offered an early glimpse into what it means to build a system that does not rely entirely on the promoter.

One of the most impactful moments for me came during the Marketing Management course taught by Professor Sidharth Singh. He spoke about not being a slave to formulas and treating them only as tools to aid decision-making. That insight helped me reframe how I viewed quantitative models. It was not about a perfect application, but about better judgment.

Before PGP MFAB, many of my decisions were driven by instinct and experience. While that approach worked earlier, I now think far more in terms of systems. Decisions are becoming structured and repeatable rather than dependent on gut feel alone. This shift has also extended beyond business into personal decision-making.

Meeting the PGP MFAB cohort was initially intimidating. Many peers come from large legacy family businesses operating at far greater scales. Over time, that perception changed. The diversity of the cohort has been one of the programme’s biggest strengths. I have connected with peers who are now vendors, consulted classmates from finance backgrounds and received practical inputs on capital raising.

Spending time together made me realise that regardless of scale, everyone is navigating uncertainty in their own way. That understanding replaced intimidation with mutual respect and collaboration.

Looking Ahead

Looking ahead, my focus is on developing stronger people skills, particularly in human capital and organisational management. While technology can be complex, people are far more nuanced, and they ultimately determine whether a company succeeds or fails.

I also want to sharpen my strategic thinking. Execution keeps a business running, but strategy shapes its future. Over the next few years, my goal is to have the company operate largely on systems rather than individuals while retaining the flexibility to remain entrepreneurial.

Personally, I see myself continuing to lead the family enterprise while evolving into a serial entrepreneur over time. For me, success from PGP MFAB is when learning translates into measurable outcomes and real return on investment for the business.

PGP MFAB is worth doing because it forces you to question assumptions, confront discomfort and build for the long term. That, for me, has made all the difference.

Synopsis:

Joining ISB’s PGP MFAB marked a shift from instinct-led decision-making to structured leadership for Naveen Viswabaskaran. From stepping into the CEO role early to confronting the limits of a founder-driven organisation, the programme is helping him build governance, systems and strategy to scale his manufacturing business sustainably.