Kanishka Arumugam of EKKI: Building a Global Future Through Strategic Alliances

EKKI has built a reputation around strategic alliances and JVs. What inspired you to place collaboration at the centre of your growth model?

“My thesis at the University of Oxford and the University of Warwick focused on driving growth for EKKI through joint ventures and alliances. I was particularly inspired by successful models in the automotive industry—such as TVS–BMW, Bajaj–KTM–Kawasaki, the Renault–Nissan–Mitsubishi Alliance, and Krohne–Marshall. These examples deeply influenced my thinking. Today, at EKKI, we understand alliances better than anyone else in our industry.”

When I joined EKKI in 2015, it was clear to me that we couldn’t afford to play small—or play alone. The global pump industry is valued at over USD 60 billion, yet India contributes only around USD 250 million in exports. That’s a massive disparity, considering our engineering depth and market potential.

To leapfrog into global relevance, we made a conscious decision to place collaboration at the heart of our strategy. Strategic alliances have allowed us to bring together India’s frugal innovation with the precision and reliability of global engineering.

As I often say, today’s customer wants German engineering, Japanese quality, Italian finish, Korean efficiency, American marketing innovation—and all of it at Chinese prices, delivered from India. It’s a tough ask. But meeting that expectation requires shared expertise, not siloed effort. Our collaborations aren’t tactical—they’re foundational.

From world-class infrastructure and cost-competitive manufacturing trusted by global companies to a strong R&D engine backed by our family-run university, we’ve built the capabilities to co-create with the world. At EKKI, we combine deep market insight, next-gen leadership, and a global network of partners to deliver value that is both competitive and future-ready. Our model thrives on organizational ambidexterity—the ability to see the future while executing the current with discipline. Ultimately, collaboration has empowered us to go further, faster—and to do so sustainably.

“But EKKI’s business model isn’t something that can be replicated overnight. I’ve personally spent nearly a decade building and nurturing these strategic relationships. As the fourth-largest player in our region, we stand apart—while the top three either focus solely on creating their own product portfolios or aim to simply copy the technology of foreign companies. We’re different. Our model positions us uniquely in the market: partnering with the best and beating the rest, making EKKI an attractive partner for global players seeking meaningful, long-term collaboration.”

2. What differentiates a tactical partnership from a truly strategic alliance in your view?

A tactical partnership is often short-term—transactional, limited in scope, and easily replaceable. Strategic alliances, on the other hand, demand deep alignment, mutual compromise, and long-term co-creation.

Take our 50:50 joint venture with Germany’s HOMA Group. It wasn’t formed overnight. It took years of dialogue, shared factory visits, co-engineering work, and trust-building. Today, we don’t just work together—we shape future market strategies jointly.

The difference is simple: tactical is opportunistic; strategic is transformational.

Dr. Klaus Hoffmann, former CEO and Board Member of HOMA Pumps Germany, who initiated the alliance with then 25-year-old Kanishka nearly a decade ago, recalls:
Kanishka’s entrepreneurial drive to build a unique business model and expand his family enterprise led him to successfully forge a partnership with HOMA. We are extremely satisfied with EKKI’s cost-effectiveness, quality, and delivery standards. Very few manufacturers are capable of meeting our German quality expectations for the Indian market.
Like his father, Arumugam, Kanishka embodies humility and a strong work ethic—a rare combination in today’s fast-paced business world. Their team reflects and reinforces this leadership, making it a distinctive strength of EKKI.
Don’t be misled by Kanishka’s fun and easy-going nature—he is sharply focused and clear-sighted about the critical role of R&D, customer focus, and global alliances in driving sustainable business success. With a distinguished academic background from the University of Oxford and the University of Warwick, exceptional interpersonal skills, and a visionary outlook for the industry, Kanishka is undeniably one of the most promising next-generation leaders in the global industry.

3. EKKI approaches alliances as 1+1 = 11, and with an indefinite form of co-operation. In a world that’s often obsessed with quarterly results, how do you maintain this long-term focus? How do you evaluate potential partners for alignment in such a long-term view?

I come from a family business that was started in 1981 with just ₹50,000 by my father, P. Arumugam. That kind of origin story instills resilience, discipline, and a deep respect for the long game. At EKKI, our culture is shaped by this legacy—we see time as our ally, not our enemy.

We approach every alliance with what we call an “indefinite co-operation” mindset. These are not transactional partnerships, but strategic relationships built for the long haul. We evaluate potential partners across six dimensions:

• Shared values
• Complementary capabilities
• Governance compatibility
• Trust and transparency
• Scalability of the partnership
• Give-and-take mindset

This framework helps us stay grounded in purpose even as we move with speed.

For instance, our alliance in the U.S. has been in quiet development with a spirit of co-operation. It’s now evolving into a formal joint venture—not because we rushed into it, but because we allowed it the time to mature into the right fit. We believe long-term value creation comes from resisting the lure of short-term wins.

Tactical partnerships may offer quick returns, but they’re often shallow—limited in scope and easily replaced. Strategic alliances, on the other hand, demand trust, co-creation, and a willingness to build something bigger than either partner could alone.

Our JV with Germany’s HOMA Group is a perfect example. It took years of dialogue, shared engineering, and mutual respect before we signed a single document. Today, we don’t just operate together—we define market strategy together.

The difference is simple: tactical is opportunistic; strategic is transformational.

4. You emphasize trust, transparency, and humility. How do these values manifest in day-to-day operations with global partners?

Trust isn’t a slogan—it’s a system. We embed it into operations through shared dashboards, open-book costing, joint governance teams, and routine cultural exchange. Our European, U.S., and East Asian partners are invited to our Coimbatore HQ regularly, and our teams are cross-trained abroad.

Humility shows up in how we listen. We don’t assume we have all the answers—we ask, we adapt, and we admit when we’re wrong. Even our JV structures are often equal—not because we must, but because we believe in equal value and shared ownership.

Transparency is built into how we communicate—frequent reviews, escalation protocols, and a “no surprises” policy. That’s how trust becomes repeatable.

5. In an increasingly transactional business climate, how do you protect and scale a values-driven culture?

We protect it by operationalising it. At EKKI Academy, set up in two universities in our region, every manager undergoes leadership training focused on ethical decision-making, humility, and cultural fluency—alongside technical training.

We recruit not just for skills, but for value alignment.

We scale it by building systems that reward long-term behaviour—not short-term spikes. For example, even in our alliances, we build ‘values charters’ that guide collaboration & conflict resolution.

We also run social impact initiatives—from our not-for-profit engineering college to elder care homes—ensuring that values don’t remain confined to boardrooms, but extend into the communities in which we operate.

6. EKKI is expanding beyond pumps into engineering services and advanced manufacturing. What new capabilities are you building internally to support this transition?

We’re investing in four pillars:

• KKV Labs, for advanced design and R&D
• KOOT, for precision manufacturing services
• A Hyper Factory, blending automation with flexibility
• A revamped global supply chain team to support multi-continental operations

We’re also partnering and scouting opportunities in adjacent, complementary products—like advanced manufacturing and engineering services—in collaboration with global companies.

Education plays a big role. Our internal talent pipeline is fed by our college and industry–academia collaborations. We encourage all team members to pursue lifelong learning programs.

With an asset base of over USD 100 million, four production centres, and 550+ employees—we’re building not just products, but platforms. This makes EKKI unique and attractive as a partner for global companies seeking meaningful collaboration.

7. How do you balance innovation and operational excellence, particularly in a legacy manufacturing context?

Balancing the two is the hardest part—but also the most rewarding.

Our Hyper Factory model co-locates production with R&D and quantum testing facilities. This proximity reduces friction between design and delivery.

We follow a dual-track governance model—one focused on lean operations, the other on innovation sprints. Our teams work in cross-functional pods, which helps bridge the gap between what’s ideal and what’s practical.

Legacy doesn’t mean slow—it means you have the wisdom to innovate without burning the house down.

8. EKKI’s global ambitions are rooted in Coimbatore. What advantages — and challenges — come with building a global company from a Tier-2 Indian city?

The advantage is simple: deep engineering talent, cost efficiency, and generational manufacturing expertise, combined with EKKI’s infrastructure and the Arumugam family values. Coimbatore is home to India’s pump capital. Our supply chain is local, loyal, and learning fast.

The challenge? Perception. Convincing a German OEM that a Tier-2 Indian company can meet their standards is no small feat.

Our aim is to build a globally respected company—not just a large one—from the heart of India.

10. The HOMA–EKKI JV is often cited as a benchmark in Indo-German collaboration. What were the defining factors behind this partnership’s success? What makes EKKI an ideal JV partner for a legacy German engineering firm like HOMA?

HOMA scouted across India and China but chose EKKI—for one reason: deep trust infrastructure and operational excellence.

We met their strictest German standards, but more importantly, we shared a vision for the future. Ours is an equal JV—their only one globally. We co-engineer, co-invest, co-make, and co-sell.

Even when challenges arise, the relationship remains solid—because it was built on values, not just valuation.

What makes us an ideal partner? Our humility, long-term mindset, infrastructure scale, and zero-debt company agility. But above all, we care about joint success, not just individual wins.

Hans Hoffmann, Group CEO of HOMA Germany, stated:
“When choosing a partner for our India strategy, we sought more than technical capability — we also looked for shared values, long-term alignment, and entrepreneurial vision.
EKKI, under the leadership of the Arumugam family, has not only demonstrated deep market insight and operational reliability, but also a rare ability to co-create value.”
Marcel Hoffmann, Director at HOMA Germany, remarked:
“EKKI’s openness, ambition, and trust-driven mindset are exactly what strong joint ventures require—especially in challenging fields like India’s wastewater sector.
We’re not only expanding markets; we’re co-creating the future. And for that, EKKI has proven to be the right partner: strategic, culturally attuned, and forward-thinking.”

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