By Herald Desk 
New Delhi, June 13: Walk into any modern factory, hospital, or data centre and look up. That tangle of cables running overhead neatly organised, safely routed, invisible to most people doesn’t manage itself. Someone made the trays holding it all together. Someone built the system behind the system.
That someone, increasingly, is Bajiya Industrial Corporation Pvt Ltd
Founded by brothers Dr Mahaveer Singh Bajiya and Mr. Harlal Singh Bajiya, this Mundka-based manufacturer has spent years carving out a quiet but solid reputation in cable trays and cable management accessories. Good product. Loyal customers. A market that kept growing.
The problem was never demand.
The problem was everything else the backend machinery of a serious business that the company simply hadn’t built yet. No ERP. No clean departmental structure. No real-time visibility into costs or cash flow. Decisions were being made on instinct and experience, which works until it doesn’t. Orders would come in, production would ramp up, and somewhere in the middle, the numbers wouldn’t add up the way they should have.
“We were over budget more often than we should have been” is probably the diplomatic version of what was happening.
The Decision to Bring in Outside Help
Asking for help is something a lot of family-run manufacturing businesses resist. The Bajiya brothers didn’t.
They partnered with Bada Business Private Limited the consulting and mentoring outfit built around Dr. Vivek Bindra to figure out where the gaps were and how to close them. What followed wasn’t a quick fix. It rarely is.
The first thing BBPL pushed on was finance. Not fundraising, not investment just basic financial architecture. Who’s tracking what? Where does the money actually go? What does it actually cost to run this line versus that one? Getting that clarity took work, but once it was there, the company stopped flying blind. Profitability improved. Decisions got sharper.
Then came the ERP. Through BBPL’s vendor network, Bajiya Industrial got a customised system built for their operations procurement, inventory, logistics, the whole chain. Inventory costs dropped. Logistics costs dropped. Roughly 20% across both, by the company’s own accounting. For a manufacturer working on competitive margins, that’s the difference between a good year and a very tight one.
Three Plants, Three Cities
With the internal mess cleaned up, the Bajiya brothers did what they’d always wanted to do they grew.
The single Mundka plant became three. One stayed in Mundka. Another opened in Noida. A third came up in Gujarat. Three cities, three production hubs, and suddenly Bajiya Industrial wasn’t just a Delhi-NCR operation anymore. They could serve clients faster, with more regional flexibility, without everything funnelling through a single overloaded facility.
It looks obvious in hindsight. But expansions like this don’t happen without systems to support them. A second plant with bad inventory management is just twice the chaos.
Looking Beyond India
Domestic growth was only part of the plan.
The company is now actively building export relationships Africa, the UAE, Nepal, and a few other markets where infrastructure investment is moving fast and where Indian manufacturers have a genuine shot. The groundwork is being laid carefully, not rushed.
They’re also broadening the product range. Electrical panels. Junction boxes. Categories that share the same customer base and the same manufacturing logic, but reduce the risk of leaning too hard on a single product line. Unglamorous decisions. The kind that tend to matter most.
One more thing happened during this stretch: the company secured DPIIT Startup Recognition along with the tax exemptions that come with it. For a business eyeing an IPO somewhere down the road, that’s a structural advantage the kind that looks minor now and matters considerably later.
Building a Team That Can Actually Run the Place
The Bajiya brothers also did something that founder-led businesses often struggle with they hired real leaders. A Plant Head. A Sales Head. People who could own their functions and stop the founders from being the default answer to every question.
That shift, from founders-as-operators to founders-as-strategists, is exactly where many family businesses stall out. Bajiya Industrial didn’t let it.
Dr Mahaveer Singh Bajiya reflected on the journey plainly: “Scaling a manufacturing business requires much more than increasing production. It requires systems, financial discipline, leadership, and long-term vision. Our association with Dr. Vivek Bindra and Bada Business Private Limited helped us build a stronger foundation for sustainable and global growth.”
He’s right. And the last few years have been proof of it.
What This Story Is Really About
India has thousands of MSMEs with solid products and shaky operations. The Bajiya story isn’t unusual in where it started it’s more interesting in what came next. A deliberate choice to restructure. A willingness to put in systems that felt unnecessary right up until they were obviously critical. And a leadership team that understood the difference between being constantly busy and actually building something that lasts.
Three plants. Global ambitions. A cleaner balance sheet than they started with.
All from a company that makes the things holding your cables in place.
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- Herald Desk
- Herald Desk
- Herald Desk
- Herald Desk
Shelesh Joshi and Kavita Iyer