"We are actively seeking acquisition opportunities in countries, regions where we are not, where we would like to be and in technology platforms, and also to grow our brand business," she explained.
Also read: See FY14 growth at 15-20%; eye 100 launches in 3 yrs: Lupin
Vinita Gupta, a graduate from Kellogg Graduate School and founded Lupin Pharmaceuticals, Inc in US in 2003 has turned the company into a remarkable success. It now has three brands and 40 generics under its belt.
She believes that India is much tough market than US due to bureaucratic and regulatory uncertainties. "In India you can have the right pipeline, you can have the right people but it matters who you know. So, it is tougher for me," Gupta said.
In below interview with Shereen Bhan of CNBC-TV18 Gupta also discusses her leadership style.
Q: You are part of a family business, you created the US business but you are still part of a family business. What is the inheritor's dilemma mean to you?
A: The dilemma is always how you balance your family goals with that at the organisation. I had a very good learning early in my induction in the company where our Chairman, my father said that as you have come into this company you have to earn your right, you have to prove your self and Lupin will be a place where family work like professionals and professionals feel like family and that stuck with me.
Q: I go back to the story of how you took on the big boys like Teva and so forth and you talked about how the root of your business was based on differentiated model but at that point in time this was a big risk. It was a big gamble that you were taking. What were you betting on?
A: I guess I was betting on myself. We had worked a lot with big pharmaceutical companies and we knew how inefficient they are. So, we bought our generic mentality which is all based on efficiency and married that to the branding mentality, the branding philosophy and I brought likeminded people who understand where I am coming from.
Q: Fifty fold increase in market capitalization, you takeover as the CEO on September 1. Share with us where you see this company over the next five years?
A: Last year we closed at USD 1.8 billion in revenue. We intend to get to USD 5 billion by FY18. We are actively seeking acquisition opportunities in countries, regions where we are not, where we would like to be and in technology platforms, where we are not which we like to be part of and also to grow our brand business.
Q: You operate in US, you operate in Japan, you operate in India. Is it harder or easier doing business in India?
A: I think it is harder. India is one of the most challenging markets.
Q: Is it because of policy uncertainty, the regulation, what is so hard about doing business in India?
A: It is regulation and the uncertainty more than anything else. In the US, we knew if we do it right, we didn't have to know somebody, we didn't have to pull some strings here or there, we could get in. If you have the right pipeline, the right people we could get in. In India it is tougher. In India you can have the right pipeline, you can have the right people but it matters who you know. So, it is tougher for me.
Q: What propelled you to look at the US market when your India business was growing?
A: The US is the largest pharmaceutical market in the world and the investment is multifold.
Q: How would you define your leadership style and your leadership mantra?
A: I try to develop people. I like to develop talent. I like to give people the opportunity. I try to look at them just like myself. I was an entrepreneur, I didn't have a roadmap, I didn't have a clear plan of how I am going to implements and how am I going to get into US market and I made it happen. So, I try to give our people a lot of autonomy to see how far they can go.
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