Tania Hansoti: Branding and strategic thinking gave me an edge in the industry

Q: Given your successful transition from an MNC in advertising to a family-owned manufacturing business, what was the most significant challenge you faced in adapting your skillset?
Tania Hansoti (TH): The most significant challenge in transitioning from an MNC to a family-owned business was shifting from a highly structured, specialised corporate environment to a much more fluid, hands-on one. In the MNC setup, roles and responsibilities were clearly defined. I was focused on specific functions within a larger ecosystem. But in a family business, I had to wear multiple hats simultaneously: operations, client servicing, vendor management, and even financial decisions. At first, this lack of structure was overwhelming. What helped me adapt was changing my perspective. Instead of trying to replicate the MNC’s systems, I focused on identifying where structure was missing and gradually introduced processes, whether in project tracking, client communication protocols or quality checks. My exposure to branding and strategic thinking also gave me an edge in positioning our printing business in a more modern, client-centric way.

Q: You’ve implemented strategic SOPs and an ERP system to optimise operations. How do you measure the impact of these initiatives?
TH: We measure the impact of the ERP system through clear and measurable KPIs such as turnaround time, error rates and material wastage. Earlier, project tracking relied heavily on individual memory, which often led to delays and miscommunication. With ERP, every stage is transparent, and from quotations to delivery, everything is logged in real-time, ensuring accountability at every level. This visibility has reduced errors, improved efficiency, and given clients greater confidence in our ability to handle complex, high-value printing projects where precision and deadlines are critical.

Q: You’ve led sustainability initiatives at S Kumar. What three tips would you offer print-packaging businesses looking to integrate similar practices without disrupting production?
TH: The first tip would be to phase the transition, adopting changes in stages, so production is not halted. For example, testing sustainable materials on select jobs before a full-scale rollout. The second is to optimise waste management by setting up recycling for paper, plates and inks, and digitising workflows to reduce proofing wastage. Finally, it is important to track ROI by measuring savings from reduced energy bills, lower wastage, and faster approvals, so that sustainability becomes a profit driver and not just a responsibility.

Q: You mentioned that your social channels now serve as platforms for education and engagement. Could you share an example?
TH: Social media has really helped us open up a new market segment. A good example is our #LabelLearning series, where we shared bite-sized insights about labels—different materials, finishes, compliance factors and design tips. Instead of selling, the goal was to educate. This approach resonated with a new audience: from startups looking for guidance on their first packaging runs to established businesses exploring premium upgrades. By sharing these posts, we built credibility and got direct enquiries from an untapped segment, many of which converted into projects.

Q: With your focus on HR excellence and talent development, including the ExtraPunch award, what long-term impact do you envision these initiatives to have on company culture?
TH: The long-term goal of initiatives like the ExtraPunch award and our structured internship programme is to build a culture where people feel both recognised and invested in. The internship programme, on the other hand, allows us to groom fresh talent with exposure to real projects while giving them a sense of belonging early on. Over time, both initiatives will contribute to a stronger pipeline of future leaders while embedding a culture of recognition and growth within the company.