The Economist has a profile of Sunil Mittal, who “has built India’s sixth-largest company by market capitalisation, with 15m customers and $2 billion in annual revenues.”
Mr Mittal sees himself as part of a new entrepreneurial class, for whom the kick of doing something transformational is bigger than the money. So he is looking for new areas of expansion. These include insurance, through a joint-venture with AXA, a big French insurer, and infrastructure, where he suffered a setback when Changi, a Singaporean airport operator, withdrew from a consortium planning to bid for the modernisation and privatisation of Delhi and Mumbai airports.
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Mahesh Uppal, a telecoms consultant, says that Mr Mittal’s particular talent is combining entrepreneurship with political skill. Mr Deol praises his combination of visionhe’s a big-picture manwith the ability to delegate. The big picture, for now, is another disruptive business model that would give a would-be serial entrepreneur the next big fix. As yet, however, it is only a vivid sketch, waiting for the detail.
