Anshul Goel took charge of his father's business with the sole intention of taking it to the next level. His entrepreneurial abilities are reflected in the fact that Duroshox, which started as a manufacturer of shock absorbers for two and three wheeler applications for a few Indian customers, has now become a major player across a variety of product segments. And importantly, it caters to not just domestic OEMs but also to many international players.

Of course, the young Goel believes that the journey has just begun. "I am inspired by the prospect and aspiration to grow and learn new things. Many times I feel that I'm not at peace with myself until I know I am working at my full potential. I believe my strengths are in my ability to persevere, ability to inspire, ability to lead by example joined with an analytical approach towards business," he says, explain his desire and drive to continually go beyond.

While Goel became the MD in 2009, he has been understanding the business since 1998 when he first joined the company. He was away for a few years and resumed in 2003. Ever since, he has been looking at the business from a broader perspective. First he streamlined the organisational structure and ensured that all employees work towards a common goal. Then he focussed on optimising the existing infrastructure before going for expansion and modernisation. All this has worked wonders for Duroshox, which has witnessed an average growth rate of 25 percent over the last eight years. The company even had some big years when it actually doubled its turnover.

Of course, the biggest challenge in Goel's professional journey was the global crisis of 2008. "The output of goods and services in some of our key markets decreased at dramatic rates in the fourth quarter of calendar year 2008 and first quarter of 2009. We saw our company orders drop by 35 percent to 40 percent overnight." Under his leadership, the Duroshox team did some noteworthy work during that period in terms of cost optimisation, new product development and enhancing the internal capabilities (in IT systems as well as manufacturing efficiency). "We bounced back a year later stronger, leaner and more focused," he says.