Ajith Rai, the Executive Chairman of Suprajit Engineering Limited (SEL) had incepted SEL as a private limited company in the year 1985. SEL, a pioneer in the design and manufacture of mechanical control cables converted to a public limited company in June 1995. In its over 3 decades of existence, SEL had grown from a single product, single customer, single segment, single brand, single location company to a multi-product, multi-business, multi-brand, multi-customer, multi-location, global company making it a truly diversified company. This growth was the result of Rai’s ability to expand SEL’s operations in domestic and overseas markets organically and inorganically through acquisitions.

At this stage, the new developments in the sector, both in terms of new technology as well as competition, mandated SEL to conduct a thorough analysis of the business; its growth both organically and inorganically; it’s ability to manage integration of acquisitions; and its environment in order reinvent itself and identify the next wave of growth.

The case traces the inspiring growth story of SEL, highlights the reasons behind its success and is intended to demonstrate rapid growth strategies of entrepreneurial firms.