Madhu S. Nair on the values shaping his leadership, the spiritual philosophy driving his decisions, and the high-stakes execution behind India’s first indigenous aircraft carrier, INS Vikrant.
What is your morning routine?
I begin my day by lighting a lamp before Guruvayurappan, my favourite deity, followed by a brief prayer. I simply ask for guidance to walk the right path and do the right things. I always conclude with Lokah Samastah Sukhino Bhavantu—may everyone, everywhere, be happy and free.
Do you practice yoga or meditation regularly?
I do yoga occasionally, but my biggest blessing is the ability to fall asleep almost instantly. I get a solid eight hours of restful sleep and usually wake up naturally around 5:30 or 5:45 AM.
When are you at your productive peak?
My sharpest focus comes between 9 AM and 11:30 AM, and I experience a second surge of productivity in the evening, from 6:30 PM to 8:30 PM.
Do you reserve these hours for major executive decisions?
Not necessarily. I don’t box myself in with that kind of pressure. Even during my tenure as CMD of Cochin Shipyard, I never felt compelled to have immediate answers to every complex challenge.
Critical decisions require deliberation. In fact, preliminary uncertainty is healthy—it shows you are examining a problem from every conceivable angle rather than rushing to judgment.
How do you navigate moments of ambiguity?
I consult widely. I hold one-on-one check-ins as well as broader team brainstorms. Afterwards, I sit quietly, close my eyes, and reflect deeply on the inputs. If needed, the dialogue continues until the path forward becomes clear.
Is your decision-making driven primarily by gut instinct?
Intuition plays a role, but core principles come first. Truth and justice are absolute non-negotiables for me; I have never compromised on either to reach a decision. I don't make decisions to please a crowd—I make them after rigorous reflection.
Who has been your greatest personal influence?
My father shaped my moral foundation. He passed away four years ago, leaving behind a living example of how an ordinary individual can stand unshakably with the truth. My wife, Ramita, has also been a profound anchor throughout my life.
What perspective has brought you the deepest fulfillment?
I stopped viewing life through the binary lens of success and failure long ago. Obsessing over failure breeds fear and risk aversion. Instead, when you ensure your core intent is righteous and move forward with conviction, whatever outcomes follow become easy to accept.
What is the best professional advice you have ever received?
It came from 'Metroman' E. Sreedharan, who served as MD of Cochin Shipyard earlier in his career. I hold him in the highest esteem.
He had a remarkable definition of integrity: it isn't merely the absence of bribery or financial corruption; it is about recognising your inherent capabilities and utilising them to the absolute fullest. Failing to honour your own potential is itself a lapse in integrity. He taught me never to settle for mediocrity just because others around you are doing the bare minimum.
How do you define your personal spirituality?
During my time at Cochin Shipyard, I kept a plaque facing my desk inscribed with lines from Rabindranath Tagore’s Gitanjali:
"Where the mind is without fear and the head is held high...Where tireless striving stretches its arms towards perfection..."
Tagore’s choice of the phrase "tireless striving" has always resonated with me. Our thoughts and actions must continuously expand toward new frontiers.
Alongside Tagore, Swami Vivekananda’s conviction that infinite power resides within us has been foundational to my worldview. These two figures stand on either side of me intellectually and spiritually. I often joke that I am guided through life by two Bengalis.
What was the most demanding challenge during the construction of INS Vikrant?
The sheer scale was unprecedented. Building the aircraft carrier required coordinating with roughly 550 companies, including global industrial giants. As the project progressed, an infectious sense of national purpose took over, aligning everyone’s energy toward a single mission.
Cabling was one of our steepest hurdles—the ship required nearly 2,300 kilometres of cabling. During a high-level review by then Chief of Naval Staff Admiral Karambir Singh, we had completed barely 120 to 130 kilometres, with only a few months left before key deadlines.
The industry benchmark in India at the time was roughly 30 kilometres a month. I committed to the admiral that we would deliver on schedule. Rather than doubting the aggressive target, he simply said, "Let it happen." That vote of confidence galvanized the entire shipyard. We accelerated drastically, installing 130 kilometres in a single month to meet the deadline.
(This article was published in the Dhanam business fortnightly)
