Indus Water Treaty Download Link

Over the last few days, my mind has been heavy — and my heart heavier still.
The news of the brutal terror attack in Kashmir has pierced through the soul of every Indian who believes in peace, dignity, and humanity.
There are moments when anger gives way to sadness — sadness for lives lost, for families destroyed, and for the endless cycle of violence that some forces seem determined to perpetuate.

As an Indian, I condemn, in the strongest possible words, this heinous act of terror. No cause, no grievance, no ideology can ever justify the murder of innocents.
Terrorism must not just be defeated militarily; it must be delegitimized morally, diplomatically, and globally.

In the backdrop of this tragedy, conversations have intensified around India's potential cancellation of the Indus Waters Treaty (1960) — one of the oldest water-sharing agreements in the world.

This brings me to reflect on the value, impact, and legal binding of bilateral treaties between nations — lessons I have carried deeply from my study of international relations.

Understanding the Indus Waters Treaty (IWT):

• Signed in 1960 by Prime Minister Jawaharlal Nehru (India) and President Ayub Khan (Pakistan), brokered by the World Bank.

• Purpose: To equitably divide the waters of the Indus River system.

• Key Allocations:

  • Pakistan: Control over the "Western Rivers" — Indus, Jhelum, and Chenab.

  • India: Control over the "Eastern Rivers" — Ravi, Beas, and Sutlej.

• Despite multiple wars and countless hostilities, the IWT has survived — a testimony to its resilience.

Legal Binding of the IWT:

• It is a bilateral international treaty, backed by the World Bank, and legally binding under customary international law (even predating the Vienna Convention on the Law of Treaties, 1969).

• It cannot be unilaterally suspended or terminated without inviting serious international legal consequences.

• It includes robust mechanisms for conflict resolution:

  • The Permanent Indus Commission.

  • The Neutral Expert process.

  • The Court of Arbitration.

• Crucially, the treaty was designed to remain in force perpetually, irrespective of war or conflict.

Consequences of a Breach:

Potential Consequences

Economic Risks

- Loss of foreign investor confidence

- Possible downgrades in India’s sovereign credit ratings

- Strained free trade negotiations with key partners (U.S., EU, Japan)

Diplomatic Risks

- Damage to India’s reputation as a responsible democracy

- Weakened strategic alliances (Quad, G20, BRICS)

- Loss of global moral high ground during critical international discussions

Institutional Risks

- Strained relations with the World Bank and other international financial bodies

Tactical Risks

- Providing Pakistan ammunition to play the victim card on the international stage

My Personal Take:
India’s diplomatic response in the wake of this attack — including re-evaluating the strength of existing treaties like the IWT — is not just justified, but necessary.

While India stands for peace, it will not be taken for granted.
While we honor our international obligations, we will not tolerate the use of terror as an instrument of policy.

Diplomacy, when backed by the strength of law, principle, and national interest, becomes a potent weapon — sometimes even more powerful than military might.

Today, more than ever, India's maturity lies in walking the fine line: punishing those who weaponize terror, while upholding the values of international law that define our global identity.

Terror must end. And India must lead — with strength, with dignity, and with unshakable resolve.

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In recent times, I’ve found myself struggling to make peace with a new companion—“Losing the Game.” It’s natural for us to always expect a win in every game we play, be it in life, relationships, or careers. Victory is glorified, while defeat is often dismissed or hidden.

But what I’ve come to realize is this: to even play the next game, one must stay in the game. Survival matters more than winning. When you're on a losing streak, it's not just you who feels the weight. Your friends, your family—they feel it too. But ask yourself this: if losing becomes a matter of survival, will you let yourself fall, or will you fight back—not just for yourself, but for those who believe in you?

Winning or losing may be out of our control, but staying in the fight is a choice.

Two powerful analogies, shared by a close friend, helped me gain perspective and resilience:

1. The Jungle and the Monkeys:
In the wild, monkeys often alert other animals when predators like lions or cheetahs are near. However, when the forest turns dry and the green cover vanishes, these same monkeys stay silent—not out of selfishness, but for survival. Their warnings are not born from altruism, but from the safety the green forest provides. In times of abundance, we all become generous. But in scarcity, survival becomes the priority. The jungle isn’t about good or bad—it’s about nature’s cycle, unplanned and unfiltered.

2. The Saint and the Escort House:
Imagine a saint meditating in front of an escort house, eyes wide open. Day after day, the place is busy with people. Yet, the saint remains undistracted, focused solely on the divine. One day, he is granted a vision of God. Surprised, God’s assistant asks, “Why him?”
God replies, “Because his focus was unwavering. Even in chaos, he looked only at me.”
The lesson here is clear—your focus defines your path. It doesn't matter what surrounds you, what matters is where your heart and eyes are set.

What I Learnt:
Life doesn’t always reward you with a win. Sometimes, the greatest lesson lies in staying grounded, focused, and resilient even while you’re losing. Survival is not failure. Choosing to keep playing the game—despite the odds—is a triumph in itself.

So whether you’re the monkey in the dry forest or the saint in front of distractions, remember: the game isn’t just about winning. It’s about purpose, presence, and persistence.

On a lighter note, if we don’t tell these stories to ourselves, we END.

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There’s always been a bit of a tug-of-war between successful on-the-ground practices and the policies set by organisations or governments.

I’ve always believed that policies should follow practice—not the other way around. They should be shaped after observing what’s actually working in real scenarios. Every sector, every cluster, has its own unique context. Rolling out a one-size-fits-all policy might be the easiest thing for administrators, but it’s often the least effective.

Instead, policies should be designed to apply broadly, but remain flexible during implementation—adaptable to different departments, projects, and environments.

What I’ve noticed is that in the rush to standardize everything, we end up overlooking the little things—the practices that actually bring success. And when that happens, the whole system tends to collapse. What’s worse is that the people driving those successful practices often get labeled as rule-breakers. They’re misunderstood, and sometimes even penalized, just for doing what works.

Policymakers often speak of ethics, morals, and uniformity—but rarely do they take the time to study real use cases or listen to the stories of what’s worked before laying down new rules.

And those who challenge the system? They usually end up fighting a lonely battle—some get pushed out, others go silent. Because at the end of the day, survival in the system often means playing along, even if it means suppressing what you know is right.

What I’ve come to learn is this: policies should be treated as living, breathing documents. They should evolve with the situation. Instead of striking fear or stifling initiative, good policies should empower people to perform better.

The most successful organizations, groups, and even nations, are the ones that use policy as a catalyst—not a cage. They make sure the rules support innovation and success, not hinder it.

I would like to share INDIA’s success story, but the essence would apply to all groups, organisations, groups, Governments etc.

One of the best historical examples of using different policies within a single country or organisation—tailored to local needs rather than forcing a single, rigid framework—is India's approach to economic liberalization post-1991, especially with Special Economic Zones (SEZs) and state-level reforms.

India’s Economic Reforms & State-Level Flexibility (1991 onwards)

After the economic crisis in 1991, India opened up its economy with sweeping liberalization policies. However, rather than enforcing the same policy model across all states, the central government allowed states to adopt reforms at their own pace and in ways that suited their regional strengths.

Why it’s a great example:

• Different states, different approaches: States like Gujarat, Maharashtra, Tamil Nadu, and Karnataka tailored industrial and IT policies differently, playing to their local advantages—Gujarat in manufacturing, Karnataka in IT, Tamil Nadu in automobiles, etc.

• Special Economic Zones (SEZs): India also introduced SEZs where different rules applied—liberal tax policies, flexible labor laws, and simplified procedures—all tailored to attract global investors, without overhauling national laws.

• Outcome: This flexibility allowed some states to become growth engines, showcasing the success of decentralized and adaptive policymaking.

Why we cannot take INDIA as example for having or accepting diversity in unity?

POWER for:

1. When Policies Follow Practice, Progress Follows Naturally.

2. One Size Doesn’t Fit All: Why Flexibility in Policy Matters."

3. Policies Should Empower, Not Restrain.

4. Policy Should Adapt, Not Dictate.

5. Let Practice Lead, Let Policy Follow.

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Glimpse of my recent research and presentation prepared for summit, is herewith made simplified for convinience of readers. Will elaborate on each topic with case studies in upcoming blogs. Fow now, please read this exhaustive research:

Insights on passionate and growing Contractors in India's Construction Sector

The Indian construction industry, while positioned as the second largest contributor to the nation's industrial and commercial sector with approximately 9% GDP contribution and employing over 51 million individuals, faces significant structural and operational challenges that disproportionately affect growing contractors. This analysis reveals that emerging contractors struggle with financial constraints, talent acquisition difficulties, and inadequate project control mechanisms.

These difficulties are exacerbated when smaller contractors attempt to scale up to high-value projects without commensurate systems engineering capabilities, often resulting in project delays, cost overruns, and quality compromises.

The Financial Tightrope for Growing Contractors

The financial ecosystem for emerging contractors in India's construction sector presents a formidable challenge to sustainable growth and operational stability. These financial constraints manifest in various interconnected ways that create a cycle of dependency and vulnerability.

High-Interest Advances and Predatory Lending

Growing contractors frequently find themselves trapped in a web of high-interest advances and loans that severely impact their financial viability. The construction industry's notorious payment cycles create cash flow disruptions, forcing contractors to seek external financing with unfavorable terms. This financial burden becomes particularly acute when contractors attempt to scale up from small and medium-sized projects to high-value contracts without adequate capital reserves. The delayed payments that plague the industry compound this problem, as workers and small contractors often don't receive payments for months, even after project completion. This creates a domino effect where financial instability at the top cascades down to affect all stakeholders in the project hierarchy.

Material Cost Fluctuations and Inadequate Budgeting

The increasing cost of construction materials presents another significant financial challenge. Materials price volatility stems from disrupted supply chains and additional taxes and cess being introduced by both central and state governments. Without sophisticated financial forecasting and risk management systems, growing contractors frequently underestimate these cost increases in their initial project budgets. The consequences are severe—contractors either absorb these additional costs, further straining their finances, or compromise on material quality, potentially affecting structural integrity and project timelines.

Capital-Intensive Equipment Acquisition

The deployment of heavy machinery through advances and loans creates long-term financial obligations without corresponding revenue monitoring systems. Growing contractors often fall into the trap of equipment underutilization—where expensive machinery sits idle for significant periods while still incurring financing costs. Without systematic tracking of production versus revenue for each piece of equipment, contractors lack visibility into whether their capital investments are delivering appropriate returns. This financial blindness perpetuates inefficiencies and prevents the strategic reallocation of resources that could otherwise strengthen their operational capabilities.

Human Resource Challenges in a Competitive Market

The ability to attract, retain, and effectively manage talent represents a critical determinant of contractor success in high-value projects, yet growing contractors face significant disadvantages in the labor marketplace.

Talent Acquisition and Retention Struggles

Growing contractors operate at a significant disadvantage in talent acquisition, often unable to match the compensation packages offered by larger firms and also brand equity of the firm falls short for a employee to comeforward. This results in settling for less experienced personnel who may not possess the specialized expertise required for complex, high-value projects. The industry is characterized by a self-perpetuating cycle where talented professionals gravitate toward established firms, leaving emerging contractors with limited access to the knowledge base necessary for managing sophisticated projects. This talent disparity becomes especially evident when these contractors attempt to scale up to larger, more complex projects that demand specialized technical and managerial expertise.

Lack of Ownership Culture and Performance Management

The operational environment within many growing construction companies fails to foster a sense of ownership and accountability among staff. Without strong performance management systems and incentive structures, employees frequently adopt a transactional approach to their responsibilities. This absence of psychological ownership manifests in reduced initiative-taking, minimal proactive problem-solving, and limited investment in long-term project outcomes. The implications extend beyond individual performance to affect team dynamics, quality control, and ultimately, project delivery timelines.

Training and Development Deficiencies

The absence of structured training programs represents a significant obstacle to building organizational capability. The construction industry in India struggles with implementing project controls due to improper training, with 26% of surveyed professionals identifying this as a critical issue. This training deficit is particularly problematic when contractors transition to high-value projects that require sophisticated project management methodologies and technical expertise. Without systematic knowledge transfer mechanisms, companies fail to develop institutional memory or standardized procedures that could enhance operational efficiency and reduce dependency on individual knowledge-holders.

Operational and Supply Chain Vulnerabilities

The operational framework of growing contractors frequently exhibits structural weaknesses that undermine project execution capabilities, particularly when scaling to handle larger, more complex projects.

Ad Hoc Supplier Management Practices

The supplier onboarding process for many growing contractors relies heavily on personal recommendations and credit availability rather than objective qualification criteria. This approach creates vulnerabilities within the supply chain, including quality inconsistencies, delivery uncertainties, and potential ethical compromises. The reliance on credit-based relationships rather than performance-based partnerships creates dependency structures that can significantly impact project timelines when suppliers fail to deliver as promised. This informal network may serve smaller projects adequately but becomes increasingly problematic as project scale and complexity increase.

Equipment Utilization and Monitoring Deficiencies

The deployment of heavy machinery without corresponding production monitoring systems represents a significant operational blind spot. Without systematic tracking of equipment productivity, utilization rates, and maintenance requirements, contractors cannot optimize their capital-intensive resources. This inefficiency has direct financial implications, as equipment sitting idle still incurs costs while not generating revenue. The lack of data-driven decision-making regarding equipment deployment prevents contractors from identifying operational bottlenecks and addressing resource allocation issues proactively.

Quality Control and Standardization Challenges

Growing contractors frequently lack robust quality management systems that can ensure consistent deliverables across diverse project conditions. Instead, quality control often relies on individual vigilance rather than systematic processes and checkpoints. This approach becomes increasingly problematic as projects grow in scale and complexity, requiring coordinated quality assurance across multiple work streams and subcontractors. The absence of standardized procedures creates dependencies on key personnel, making knowledge transfer difficult and leaving projects vulnerable to disruption when experienced staff depart.

Project Controls and Decision-Making Frameworks

The governance structure within growing construction companies often exhibits centralization patterns that create operational bottlenecks and increase project vulnerability to individual decision-making biases.

Concentrated Decision Authority and Process Bottlenecks

The concentration of project decisions in the hands of a single person or a small group represents one of the most significant contributors to project delays. This centralized authority creates process bottlenecks where operational decisions await approval, causing cascading delays throughout the project timeline. Survey research indicates that Indian construction projects frequently suffer from weak regulation and control of management, with 14% of industry professionals identifying this as a key challenge[3]. This decision-making structure becomes increasingly problematic as projects grow in scale and complexity, requiring diverse expertise and timely responses to dynamic site conditions.

Missing Middle Management and Project Control Functions

The absence of experienced project controllers positioned between senior leadership and operational teams creates a critical gap in the management structure. According to industry research, 21% of construction professionals identify a lack of experience regarding project controls as a major hurdle. This missing middle management layer typically serves essential functions including performance monitoring, risk identification, and cross-functional coordination. Without this buffer, strategic leadership becomes excessively involved in tactical decisions, diverting attention from higher-level concerns, while operational teams lack the guidance and oversight necessary for effective execution.

Inadequate Management Information Systems

The dependency on a limited number of staff members for management information systems creates significant vulnerabilities in project oversight capabilities. When information flows through informal channels rather than structured reporting systems, data integrity issues arise, including inconsistent formats, subjective interpretations, and delayed reporting. Industry research confirms that the casual attitude of on-site operators toward project controls affects 17% of construction projects[3]. This information asymmetry prevents leadership from identifying emerging issues early enough for cost-effective intervention, often resulting in reactive rather than proactive management strategies.

Technology Adoption and Systems Engineering

The technological landscape for growing contractors in India reveals significant gaps that impede operational efficiency and competitive positioning, particularly when scaling to larger projects.

Slow Technological Integration and Digital Transformation

The construction industry in India demonstrates notably slow adoption of technological solutions compared to other sectors, with technology departments typically receiving minimal budgeting prioritization[2]. This technological hesitancy creates competitive disadvantages as contractors attempt to scale operations without corresponding advances in digital capabilities. Growing contractors frequently rely on manual processes for functions that could benefit significantly from automation, including inventory management, progress tracking, and resource allocation. This technological gap becomes particularly problematic when handling high-value projects that generate volumes of data requiring sophisticated analysis for effective decision-making.

Absence of Integrated Project Management Platforms

The lack of integrated project management systems forces growing contractors to manage complex projects through disconnected tools and processes. This fragmentation creates data silos where information cannot flow seamlessly between functional areas such as procurement, scheduling, and financial management. Without system integration, contractors struggle to achieve the holistic project visibility necessary for identifying dependencies, resource conflicts, and emerging risks. The resultant information gaps frequently lead to duplication of efforts, missed opportunities for resource optimization, and inability to leverage historical data for future project planning.

Limited Data Analytics Capabilities

Growing contractors typically operate without advanced data analytics capabilities that could transform operational data into actionable intelligence. This analytical deficiency prevents the identification of performance patterns, predictive modeling of project outcomes, and evidence-based decision-making. The absence of robust data analysis frameworks means that valuable operational insights remain hidden within unprocessed information, forcing leaders to rely on intuition rather than empirical evidence when making critical project decisions. This limitation becomes increasingly problematic as project scale increases, generating larger datasets that exceed the processing capacity of manual analysis methods.

The "Make in India" Initiative and Indigenous Contractor Development

The "Make in India" initiative presents both opportunities and responsibilities for supporting indigenous contractors in the construction sector, requiring collaborative approaches to capability development.

Policy Framework and Implementation Gaps

While the "Make in India" initiative establishes aspirational goals for indigenous industrial development, the policy implementation landscape for construction sector support remains fragmented and inconsistently applied. Government procurement policies theoretically favor Indian contractors, yet implementation mechanisms frequently fail to address the structural disadvantages faced by growing companies. Policy frameworks often emphasize output metrics such as project completion rather than process improvements that could strengthen indigenous contractor capabilities over time. This imbalance creates scenarios where short-term project delivery takes precedence over long-term capacity building within the domestic construction ecosystem.

Owner Responsibilities in Contractor Development

Project owners, both public and private, bear significant responsibility for indigenous contractor development through their procurement and contract management practices. By structuring contracts with realistic timelines, appropriate risk allocation, and fair payment terms, owners can create environments conducive to contractor growth and capability enhancement. The prevalent industry practice of transferring disproportionate risk to contractors while maintaining aggressive schedules creates conditions where growing contractors must choose between financial sustainability and quality delivery. This dynamic ultimately undermines the development of a robust indigenous contractor ecosystem capable of handling increasingly complex infrastructure projects.

Collaborative Capability Building Approaches

Sustainable development of indigenous contractors requires collaborative approaches where experienced organizations partner with growing contractors through structured knowledge transfer mechanisms. Joint ventures, mentorship programs, and phased responsibility transitions represent effective models for building capabilities while managing project delivery risks. This collaborative framework allows growing contractors to access expertise, systems, and networks that would otherwise remain beyond their reach, while established organizations and owners fulfill their development responsibilities within the "Make in India" vision. Such partnerships create mutual benefits where project delivery quality improves while indigenous capability steadily develops.

Balancing Growth Ambitions with Capability Development

The challenges facing growing contractors in India's construction sector reflect systemic issues requiring coordinated interventions from multiple stakeholders. While the ambition to scale from small and medium-sized projects to high-value contracts represents a natural growth trajectory, this transition demands corresponding development in financial structures, human resources, operational systems, and technology capabilities.

The concentration of decision-making authority in few hands not only creates operational bottlenecks but fundamentally constrains organizational learning and capability development. Without distributing authority through well-defined middle management structures, particularly project control functions, contractors will continue to struggle with the increased complexity that high-value projects entail. The issues identified in the construction journey—from high-interest financing to inadequate information systems—represent symptoms of more fundamental structural weaknesses in organizational design and systems engineering capabilities.

For the "Make in India" initiative to meaningfully strengthen indigenous construction capabilities, project owners must recognize their responsibility to create enabling environments where growing contractors can develop capabilities through progressive experience. This requires moving beyond simple contract award decisions to embracing developmental procurement approaches, collaborative project structures, and fair risk allocation mechanisms. Only through such deliberate ecosystem development can India create a construction sector capable of delivering the infrastructure necessary for continued economic growth while providing sustainable livelihoods for the millions employed in this vital industry.

To address the challenges faced by growing contractors in India's construction sector, here are some actionable solutions aligned with each of the identified issues:

Financial Tightrope for Growing Contractors

High-Interest Advances and Predatory Lending

• Solution: Explore alternative financing options such as government-backed loans or partnerships with financial institutions offering favorable terms. Implement a cash flow management system to ensure timely payments to suppliers and workers.

Material Cost Fluctuations and Inadequate Budgeting

• Solution: Conduct regular market research to forecast material price fluctuations. Incorporate contingency funds into project budgets to mitigate unexpected cost increases.

Capital-Intensive Equipment Acquisition

• Solution: Implement a comprehensive asset management system to track equipment utilization and revenue generation. Consider leasing equipment for projects with variable demand.

Human Resource Challenges

Talent Acquisition and Retention Struggles

• Solution:

  • On-boarding PMO: Hire a Project Management Office (PMO) and ensure that qualified personnel are recruited. This will help in capacity building and organisational development, without impacting projects, in a organic manner.

  • Strengthen HR & Ethics Policies: Develop robust HR policies that emphasize fair compensation, career development opportunities, and ethical practices to attract and retain top talent.

Lack of Ownership Culture and Performance Management

• Solution: Implement performance management systems that foster a sense of ownership among employees. Offer incentives for meeting project milestones and encourage proactive problem-solving.

Training and Development Deficiencies

• Solution: Establish structured training programs focused on project management methodologies and technical skills. Encourage cross-functional learning to build a versatile workforce.

Operational and Supply Chain Vulnerabilities

Ad Hoc Supplier Management Practices

• Solution: Develop a supplier qualification framework based on performance metrics and quality standards. Regularly review and update supplier contracts to ensure compliance with evolving project needs.

Equipment Utilization and Monitoring Deficiencies

• Solution: Implement a real-time monitoring system to track equipment productivity and maintenance needs. Use data analytics to optimize equipment deployment and reduce idle time.

Quality Control and Standardization Challenges

• Solution: Establish a quality assurance department responsible for enforcing standardized procedures across all projects. Conduct regular audits to ensure compliance with quality benchmarks.

Project Controls and Decision-Making Frameworks

Concentrated Decision Authority and Process Bottlenecks

• Distribute decision-making authority through a well-defined middle management structure. Implement agile project management methodologies to facilitate rapid decision-making and reduce bottlenecks.

Missing Middle Management and Project Control Functions

• Hire experienced project controllers or coordinators to bridge the gap between senior leadership and operational teams. These controllers should oversee project monitoring, risk management, and cross-functional coordination.

Inadequate Management Information Systems

• Implement integrated project management software to streamline data collection and reporting. Conduct regular Construction Audits (e.g., quarterly) to ensure data integrity and identify operational improvements.

Technology Adoption and Systems Engineering

Slow Technological Integration and Digital Transformation

• Allocate dedicated budgets for technology adoption. Implement digital tools for project management, supply chain management, and financial tracking to enhance operational efficiency.

Absence of Integrated Project Management Platforms

• Invest in integrated project management platforms that connect procurement, scheduling, and financial management functions. Use data analytics to inform strategic decisions.

Limited Data Analytics Capabilities

• Develop in-house data analytics capabilities or partner with external firms to leverage project data for predictive modeling and performance optimization.

Retaining Manpower During No-Work Periods

Budgeting Risks

• Allocate a portion of the budget to retain key personnel during periods of reduced workload. Offer training programs or temporary assignments to maintain employee engagement and readiness for future projects.

Strategy to Retain Manpower

• Develop a retention strategy that includes flexible work arrangements, continuous learning opportunities, and performance-based incentives to keep employees motivated and committed during lean periods.

By implementing these solutions, growing contractors can strengthen their financial resilience, enhance operational efficiency, improve talent management, and ultimately position themselves for sustainable growth within the Indian construction sector.

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Professional Reflections and Personal Realignments

The last five months have presented significant professional challenges. It is often difficult to objectively assess the value of things that have been part of one’s routine for over SIX years. The ability to evaluate these elements with clarity diminishes over time, leading to a tendency to undervalue existing assets and contributions.

For the past six years, I have been engaged in a prestigious project. Throughout this period, I have maintained consistency, dedication, and integrity in all my efforts. These qualities have been recognized and appreciated by colleagues, clients, and various stakeholders alike.

However, the monotony and repetition associated with working on the same project for an extended period inevitably had an impact. This led to decisions made prematurely and without full consideration. In the process, I developed a deeper sense of empathy towards individuals I may have previously misjudged. It has become evident that external circumstances shape behaviors, and understanding those circumstances is essential before forming opinions.

To address these challenges and recalibrate my approach, I have focused on the following steps:

Recourse: I have consciously begun performing familiar tasks with renewed efficiency, continuously setting new challenges for myself.

Restructure: I have undertaken deliberate efforts to reorganize both my tasks and thought processes in order to gain clearer understanding and direction.

Resilience: I am learning to maintain focus and objectivity, even in adverse situations.

This cycle continues — Recourse, Restructure, Resilience — and repeat.

The key takeaway from this exercise has been the importance of discarding outdated habits and approaches, and starting anew. Continuous improvement is always possible.

Equally important is the act of unlearning. It is a crucial component of personal and professional growth.

Lastly, I was reminded of something I had overlooked: there is life beyond the confines of a corporate environment. I believe there are vast opportunities waiting to be explored. Unfortunately, I had lost sight of this over the past year and a half. To address this, I have resumed skill development in areas where I previously had no expertise. Additionally, I am working on personal projects in new and unfamiliar domains. This process, though uncomfortable, is both necessary and rewarding.

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In the fast-evolving landscape of automotive technology, the transition from conventional fuel vehicles to electric ones has been nothing short of transformative. As someone who traverses around 100 kilometers daily, I've experienced a profound shift in my driving experience and economic savings since making the leap from a Ford Ecosport Diesel to the Tata Tigor EV.

For years, my daily routine involved relying on a diesel-powered vehicle, with the accompanying expenses that often felt burdensome. However, in August 2022, everything changed when I decided to switch to the Tata Tigor EV, an electric car equipped with an automatic transmission. Little did I know that this decision would significantly alter not just my driving habits but also my monthly expenses.

The transition to an electric vehicle instantly revolutionized my financial outlay. Previously, I spent upwards of 20,000 per month on diesel fuel alone. Post-transition, the expenses plummeted dramatically to a mere 3,000 per month. This remarkable transformation in economics was primarily attributed to the inherent efficiency and cost-effectiveness of running an electric vehicle.

However, embracing an electric car comes with its own set of adjustments. The need for a private charging point at my parking spot became apparent. Relying solely on commercial chargers was not feasible due to the inconveniences of daily coordination and the considerably higher charging costs, nearly twice as much as the slow charger installed at my residence.

The Tata Tigor EV's efficient performance and the convenience of an automatic transmission have seamlessly integrated into my daily routine. While the initial purchase cost of the EV might seem relatively higher compared to its diesel counterparts, the long-term savings and the sense of environmental responsibility it brings are invaluable.

The key to unlocking the true potential of an electric vehicle lies in personalizing the charging infrastructure. Having a dedicated charger at home or office not only alleviates the hassle of relying on external charging stations but also significantly reduces operational costs, amplifying the overall benefits of owning an electric car.

This transition hasn't just been about economic savings. It's been a conscious choice toward sustainability and contributing to a cleaner environment. The reduced carbon footprint and the satisfaction derived from minimizing my reliance on fossil fuels amplify the joy of driving the Tata Tigor EV.

In conclusion, my journey from a diesel-powered vehicle to an electric one has been transformative in multiple dimensions. The Tata Tigor EV has not only redefined my economic expenditure but also instilled a sense of fulfillment in driving a vehicle that aligns with my values of sustainability.

The future of transportation is undoubtedly electric, and my experience with the Tata Tigor EV stands as a testament to the remarkable advantages and sheer satisfaction of embracing this revolution.

As we approached the long weekend, our plans for the holiday were fuzzy. Due to this circumstance, we decided to drive to Shirdi in order to receive the blessings of SAI BABA. What I learnt from the determined and dedicated followers, the SAI BABA is always emphatic, pleasant, and always insistent for our prosperity. My trip helped me break many of the mental barriers I built throughout my life that prevented me from seeking SAI BABA's blessings. I would have never been able to make it to Sai Baba's temple if the trip hadn't taken place. My Himalayan has led the way towards Shirdi.

Our adventurous morning in Mumbai began at 7 a.m. on our Royal Enfield Himalayan motorcycle from the suburbs of Dombivali, where we stay, which is about 50 odd kilometres from the Mumbai city centre. Shirdi is about 250 kilometers away from my home, and the drive was estimated to take about five hours, depending on how many breaks we took.

After arriving around noon in Shiridi and having no online booking, we opted for a temple darshan in order to avoid the evening crowd. It took almost 4 hours to get to Darshan of SAI BABA, with a complicated zig zag line leaving us at the exact same place after 3 hours. It was greatly pleasant in the last hour, as the air conditioners were blaring in the last leg of the queues and, by the time we had a glimpse of the Mighty God, our minds had become divinely devoted and completely focused on what we had been waiting for 4 hours.


It is my belief that the long queues and tiring process are meant to get rid of all the unnecessary thoughts running through our minds so we can focus purely and solemnly on our prayers. This is with all the popular temples in India. The Darshan was an extremely satisfying experience and we managed to accomplish our agenda for the trip.

Following our Darshan that day, we set off to explore the popular and famous food joints. Based on our YouTube research, we decided to visit a joint called Sadhana (assuming this is brach of a eatery origined in Nashik) that offered ethnic Misal pav. Its tagline was 'Chulivarchi Misal'. In Shirdi, the property is in the busiest part of the city, the temple road. When coupled with the long weekend, imagine how chaotic and stressful the traffic situation was, and to top it all, the amount of horn blows is too much to handle for a normal individual.

After walking through traffic, noise and chaos of the pilgrimage, we arrived at the property which looked so ethnic at the beginning. The hoardings that symbolized heritage and class together, with amplified evidence that we were about to taste the Chulivarchi Misal from Maharashtra.

The property was built in a simple hut style with traditional weaven beds used for seating. Within 10 seconds of entering the property, we were cut off by all of the chaos outside, which is just a few meters away. We were pleasantly surprised by the simplistic, grounded, and ethnic feel the property conveyed to us.

Then, adding to the positive energy we were experiencing, we found a vast well in the middle of the seating arrangement, which was for real, and we also found a real plumbing arrangement to fill containers with water from the well. The well clearly had historical significance, which made our connection to the property even stronger.The feeling to sit aside a well, on a weaven bed is altogether a satisfying experience.

It was a pleasure tasting the famous Chulivarchi Misal and milk ice-cream in such a picturesque setting. Along with the lemons and onions, there were served two bowls of gravy, one spicy and one medium spicy. As a result of the split servings, Misal Pav can appeal to a wide range of ages and regions, and the customer is able to create his/her own blend, which is the dish's basic USP to begin with. 

Misal Chulivarchi literally means Misal cooked over wood fire, i.e., in the Chula. In the beginning, our palates will experience roller coaster thrills as each bite is a roller coaster ride with every bite customisable with the available gravy’s, onions and lemons, thus requiring all our attention to choose the right blend as we eat, and by the time we eat our second bite, we will forget our phones, and after a few bites, our souls will be immersed in the delightful journey with the ultra-tasty Misal pav. Nothing else matters during that particular time except you and Misal Pav. 

When you taste milk ice cream, you are sure to be taken away to another world, a world of bliss, and the predominant message you will receive from the bowl is that it is made with only milk and sugar and has no chemical preservatives added to it. At the end of the journey, you will feel happier because of this feeling.

The experience was top notch and my opinion towards Marathi food and more particularly towards Misal Pav took a paradigm shift. Shirdi trip has not only introduced me to a new divine address and also developed empathy on why this dish means a lot to Marathi’s and now, I also believe, we all Indians should be proud of without a doubt for all the heritage food including the Chulivarchi Misal.

In India, the majority of us are political and cricket analysts. It's our birth-right (on a lighter note), and we can do all quantitative and qualitative analysis in our heads without even requiring a calculator or computer. It is with no hesitation that I am also one of you.

However, I wish to attempt to elucidate the essence of the simplistic political story through a learning process that may enrich our understanding of behavioural aspects in a society. This allows us to apply the best practices in our social interactions especially in competitive environment.

The essence I deducted from the political story is "backing your strength is generally a better strategy than attempting to fight in order to reduce the opponent's strength". 

Focusing on retaining your strengths is sometimes all that is needed, rather than chasing something that is far from being your strength. 

Let's look at the two recently conducted State Elections, the West Bengal elections at the end of 2021 and the Uttar Pradesh elections in February 2022. There are hundreds of ways and stories that can be derived from one election. I just picked what I understood. The focus is on the learnings and not on the so-called facts of subject adopted. 

WEST BENGAL STATE ELECTIONS 2021

Just go through the numbers for 10 seconds, which will set the context.

West Bengal: Vote share of political parties from 2001 to 2021

It is accordingly appropriate for the incumbent TMC government in 2021 to concentrate on its 44.91% vote share which they have achieved in 2016 rather than attempting to dilute the rising popularity of the BJP, which is not so easy.

Rising popularity of BJP is evidenced in the last General Elections.

The 2016 State elections recorded a 10.98% vote share of the BJP;

However, they have managed to get 31.8% in 2019 general elections (Lok Sabha) which demonstrated their increasing popularity.

So, the surveys just before the 2021 State Elections indicated that BJP would fare well in comparison to the 2016 State Elections by achieving vote shares anywhere between 38% to 42%.

Now lets understand POLARISATION OF VOTES

In my view, it is a process in which people who share similar views vote for the political party that supports their views without requiring their influence to do so. Nevertheless, the question still remains, will "ALL" of those people who share one idea vote for the political party? Is that even possible? When you generalize your perspective, your ability to learn will be diminished. Let's look at DATA as an example.

It was widely believed that polarisation on any subject would be 100% in general. However, Prashanth Kishore, a well-known poll strategist, has confirmed more than once that the last 50 odd years of election data suggest that the polarisation upper cap is 55%.

As an example, contrary to popular belief, 100% of Hindus are unlikely to vote for the BJP, although 55 percent are predicted to do so even in the case of maximum polarisation. 

This means that they can focus on 45% of the balance un-polarised Hindu vote share and 55% of minorities (Muslims) where the BJP has a negative edge. 

In this story, it is clearly evident that TMC has respected the opponent’s strength. They believed that BJP will achieve anywhere close to 40% vote share in any case.

Click here for Prashanth Kishores alleged leak before election

Essentially, the TMC has never fought with the BJP in their heads.  They believed what is available under their so-called control and focus to retain it.  The rest is history.

UTTAR PRADESH STATE ELECTIONS 2022

Click here for UP State Election Numbers

Similarly, the incumbent BJP Government has focused on retaining the 40% which they achieved in 2017. As a result of their efforts, they recorded a vote share of 41.29%. 

Basically, the data confirms that they have exerted all efforts to achieve the upper bar of Hindu Polarization, which is that 55% of Hindus and remining 45% of Muslims (considering that a maximum of 55% will be for non-BJP parties) should either vote for BJP or any other party but not SP.  Both of which are very much within their control and executable plans.

Herein, it is very clear that BJP played to their strengths.

Essentially, the BJP has never fought with the SP & others in their heads.  They believed what is available under their so-called control.

What is the Soul of the two stories?

·       Focus on retaining your Strength.

·       Know and respect your opponents' strength.

·       Do not take extra measures to weaken the opponent's strength. Be POSITIVE.

In our daily lives, we are all worried about something which is not in our control. Believe what's within your control and continue to exert your best efforts towards retaining what you have - your strength.

If you observe carefully, what has been highlighted in the above list suggests you should be positive and play to your strengths. 

It is particularly critical in highly competitive environments to believe in one's own strength and make every effort to maintain it. By doing so, one has a far greater chance of success than by employing any other strategy.

This also applies in colleges and offices. All of us possess a unique talent that we can only perform better than our peers. Identify it, amplify it, and most importantly, RETAIN IT. Any additional skill you learn will be an "addition", not a “replacement”. So, what’s your core skill?

Taking a ride on a bike to the Parsi dairy farm will be a worthwhile experience

As a student, I used to be a biker, but since starting my professional career, I have had to confine myself to four wheels. In the year 2018, I sold my Royal Enfield Classic 350cc after 70,000 kilometers.

Thanks to my wife for bringing the bike back into my life in October 2021. She gifted me the Royal Enfield Himalayan and all the gear required. In the course of our inaugural drive, we headed towards Surat, or at least that was our original plan, on 01 January 2022.

We had our panniers on both sides, jackets on and gloves on. We live in the suburbs of Dombivali East, which is about 55 km from Mumbai. This way we will be able to catch up on the highways without any traffic jams. This is in contrast to starting from Mumbai, where we will have to deal with a lot of traffic.  

It didn't even take us long to hit National Highway 8 (NH8) and we started driving towards Surat, which is 293 kilometers away. As we drove 150 kilometers into our trip, we came across an impressively large and well-maintained property with quite a few people passing by and many cars parked all around it. 

The reason we approached the property was that we were curious about it. As soon as we stepped foot on the premises, we knew it to be Dairyland Parlour, a parsi (parsi) dairy farm that doubles as a store and restaurant offering dairy products of outstanding quality. 

We also remember that it was not our first time there either. In 2019, when we were on our way back to Mumbai after a trip to Daman, we stopped at the same Parsi dairy farm on the way. This time, we had a much better experience with the food, the service, and the atmosphere. In addition to cows, huts, and domestic pets, we were pleased to see cows as a dominant part of the village outfit culture, ensuring a pleasant experience for visitors. 

Along with this, there was a taste of raw and vintage furniture. This furniture was heavy, and it was very attractive, despite the fact it had aged very gracefully. The chair, for example, weighed at least 50 kilograms (approx.), and on top of the table was a pure marble block that looked as if it weighed even more than the chair. The color combination was white with a light grey hue and light blues or greens with a very light tint. 

It was a classy crowd I thought, not because of their wealth or anything, but because they were so well-groomed and spoke English in a very elegant manner. There is a possibility that they came from an elite community of Parsis. 

The property is surrounded by lush plantations and well-maintained gardens. There was a sense of closeness to nature from the cool breezes that blew through the property. There was ample evidence of the tradition and history of the Parsi's in every aspect of the property. History-filled properties can often be more appealing than restaurants with modern outfits because of their history and traditions.

We ate sweet curd made from dairy products and vegetable sandwiches for breakfast. The prices of the restaurant were pretty reasonable, especially given the classy atmosphere of the establishment. To begin with, the food tasted delicious and it was quite healthy. Eating a mild, tasty, and filling meal eventually makes you feel blissful.

It is the perfect place to take a breakfast ride out of Mumbai. As a result of the pleasant atmosphere that will surround you, you will be able to interact more with your family than you normally do. Since the roads are reasonably safe, you should drive either before 11 am or after 4 or 5 pm at the end of the day to avoid the sun.

In the end, we have brought back a few clay pots of sweet curd to our home, as we could not bear to miss them.

Google Map Location: 

https://goo.gl/maps/g17njw1d6a9tSAGdA 

Address: NH8,Nariman Nagar, Varwada, Maharashtra 401606

https://www.parsidairyfarm.com/

Please read my article regarding the simple DNA hack (Document, Notify, Act) before reading this article. Click here for the link: 

https://www.linkedin.com/posts/golthi-chaitanya-mrics-llb-b9797971_all-construction-professionals-are-deemed-activity-6896644901921026048-5Bfk    

Most civil engineers who have started their careers within project and contract management do not have experience interpreting clauses and absolutely do not have any idea of legal interpretations. This was never taught to us clearly in our engineering colleges.

Engineers working on a construction project are primarily responsible for overseeing the documentation, making sure the processes followed are in accordance with specifications, issuing notices to parties as required by various provisions (e.g., delay notices), preparing claims or protecting the company from claims, and maintaining statutory compliance.

Most of the work will combine technical, contractual, and legal aspects. The bulk of our arguments or drafts should consist of facts and technical content rather than legal or contractual jargon. 

The ultimate outcome is what the company hopes for is the validity of interpretations, letters, arguments, documents, and so on, when presented at Arbitration or Litigation forums. Therefore, let me introduce you to some simple legal concepts

Precedence: 

The law of precedent can be described as “to stand by the decisions and not to disturb settled rules”

Most of the disputes we encounter in construction are not the first time we have encountered them. There might hundreds of similar examples and situations.

In accordance with Article 141 of the Indian Constitution, the law declared by the Supreme Court shall apply to all courts within India. It makes sense to extend its benefits by making it binding on all orders, settled cases, and policies decided by authorities in better positions than those of the case we are dealing with.

Let’s discuss the simple hack to make your drafts more effective.

Follow three steps below:

1. Read journals / articles related to the issue you are dealing. There are plenty on the internet.

2. Please refer to the Supreme Court website or https://indiankanoon.org/ wherein you can simply type the key word and get access to numerous judgements of Supreme Courts or High Courts.

3. Now, there may be a lot of confusion within the judgments as to filter out the wanted and un-wanted material to get inspired on the essence or principle rather than the facts of that case. There are again two simple concepts to cut the clutter in your mind:

3 (a) Ratio Decedendia: Ratio decidendi literally means ‘reason for deciding’. The principles, reasons, statutes cited as reason for deciding the result of the case. In short, you should be able to identify the exact reasons and principle on which the conclusion was arrived upon. Simply, avoid the facts of that case.

3 (b) Obiter Dictum: This is another component to any judgment. The obiter dictum was defined in Mohandas Issardas v. A.N. Sattanathan as the opinion expressed by the judge in the court or during pronouncement of judgment which does not have any importance in the decision. The purpose of this element is not to arrive at a decision, but to describe the circumstances. They are the incidental remarks made by the court while dealing with the actual conflict between parties. These are also called as arguments of persuasive value.

Conclusion:

In our course of drafting various letters, we should try to use the ratio of the already decided cases including the texts. In your personal draft, cite them as foot note. However, the version you share does not necessarily have citations or any previous decided cases / orders.

This will not only help to ensure that your drafts will have higher chances of tenability in the future when your companies require them. The condition is not to use Legal and Contractual jargon for the sake of making your letter look impressive.

Ensure that 90% of the draft shall cover facts and clauses of contract, and only 10% of the draft shall derive conclusions from the research you have done as explained above. However, such 10% will surely be your magic and act as differentiator making your drafts special.

In the field of social interactions and decision making, there is a whole field of math and science. The theory was developed by famous mathematician and scientist John Nash, in 1950's

Any interaction between multiple people in which each person's payoff is affected by the decisions made by others

You can probably analyse the decisions you made using game theory.

Two main branches

1. Cooperative - Every player has agreed to work together towards a common goal

Shapley Value: The method of dividing up gains or costs among players according to the value of their individual contributions. (https://towardsdatascience.com/shap-shapley-additive-explanations-5a2a271ed9c3 )

Don’t worry, you need not understand formula, but try to get grip on essence.

THE METHOD OF DIVIDING UP GAINS OR COSTS AMONG PLAYERS ACCORDING TO THE VALUE OF THEIR INDIVIDUAL CONTRIBUTIONS.

a.     Marginal Contribution - The contribution of each player is determined by what is gained or lost by removing them from the game. 

b.     Interchangeable players have equal value - If 2 parties bring same thing to the coalition they should be allowed to contribute the same amount and accordingly be rewarded equally

c.     Dummy players have zero value - No Contribution, No Reward

d.     If a game has multiple parts, cost or payment should be decomposed across the parts

2. Non- Cooperative - Covers competitive social interactions where there will be some winners and some losers. 

Eg., Prisoners' Dilemma. 

The prisoner’s dilemma is a game in which two 'rational' people might choose not to cooperate with each other, even though it would be in their best interest to do so. The basic premise is that there are two criminal accomplices being held in separate cells and interrogated. Both prisoners have the option to cooperate and keep their mouths shut or to defect and say the other guy did the crime.

Based on whether neither prisoner talks, one does and the other doesn’t, or both do, the two prisoners will face sentences of different lengths. The chart below shows the four outcomes in the game:

The dilemma emerges because while the overall best outcome is both prisoners keeping their mouths shut and thus both only serving one-year sentences, if both prisoners act rationally to minimise their own terms, they will both defect. If you defect, you’re better off regardless of what the other player does than you are if you stay silent.

When you're competing with others, it makes sense to choose the action that benefits YOU the most that benefits you the most no matter what everyone else decides to do.

This zone is famously called as NASH EQUILIBRIUM

Nash Equilibrium - A player in a game has found Nash Equilibrium when they make the choice that leaves them better off no matter what their opponents decide to do

CONCLUSION

This theory can be adopted in every walk of life and management. Try it.

I will touch base several management and practical concepts adopting this theory in my upcoming articles.

Yes, you have read it right.

The process of learning and understanding BIM turned out to be extensively overwhelming first few weeks, as this domain has no boundaries in terms of scope and creativity. After my research and in parallel, pitching fusion ideas at various forums, I then understood that there is a preset notion on BIM, which limits that it is just a visual 3D model developed on computer which replicates the actual project.

While it is no doubt that 3D model is the heart of the BIM, however, I will talk about beyond 3D models in this article.

To begin with, understanding the name BUILDING INFORMATION MODELING.

Let’s split up.

BUILDING: Building means is not a high-rise tower but building as a maxim which means BUILDING anything and everything. In our context, construction projects including Industrial, Residential and Public Infrastructure.

INFORMTION: The simple meaning is DATA.

MODELING: Using the INFORMATION (i.e., DATA) and creating links & interdependencies to achieve meaningful insights. The scientific integration of various functions which is developed to create, manage, and thereby interpret the construction data is construed as Modeling.

Now, to understand the Construction Data Science i.e., BUILDING INFORMATION MODELING (BIM), I have developed a beginner framework for 3D, 4D (Time) and 5D (Cost) as below:

There could be debate on the phrases and verbiage used, however, it is my understanding. The BIM has evolved beyond 7D, which is not considered in this article.

Depending upon your creativity and desired results, you could use the technology. The market has plethora of software’s which help you to do all the functions mentioned above.

We could also build customized solution integration with the help of Software experts which will cover end to end solutions. Developing an in-house tool for end-to-end BIM solutions will, according to me, will open a very huge market, opening business endeavors and thus job opportunities in years to come.

While Data Scientists have proven that they are contributing towards business efficiency and decision making in all the sectors, a Civil Engineer could also become one, and if not today, the construction industry will also adopt the BIM as a Data Science which is beyond just 3D modeling.  Like DATA SCIENCE professionals wherein the subject is ever evolving which demands upgrading your skillset as a way of life, BIM career professionals are also expected to upgrade their knowledge, skill set and tool expertise in line with the market trends.

It is time for universities and learning platforms to develop courses regarding Construction Data Scientist or BIM Analysts as you may call them for adaptation.

We all know the nuances of the Share Market and its volatility. The essential ingredients of an investments include both Time and Money. It is a settled position in the market trends that the CAGR of 15% and above is always a good number to be happy and satisfied.

While I had to assess my career aspirations vs income growth, I had to adopt realistic approach, which I am convinced that the approach I had chosen is one of the realistic one, if not the only one.  I took the blended approach of using the 15% benchmark in salary hikes and time as indispensable contributor to our growth.

Before we get into details of the methodology I have adopted, we should understand TWO things:

1.     Definition of CAGR: Compounded Annual Growth Returns

As per the popular definition, Compound annual growth rate is a business and investing specific term for the geometric progression ratio that provides a constant rate of return over the time. 

1.     The annual hike in the career will not be consistent.  We should not think that X% of income hike will reflect in our Salary every year. The consistent hike of X% depends on your performance, companies’ profits, business, market opportunities etc. Hence, we should depend on CAGR as there are Highs and Lows for various years. For example, you may get low hikes for 3 years, and in the 4th year, you may get a hike which averages out to X% for last 4 years.

After understanding the mathematical concept. Let’s discuss on the steps to ascertain your position.

STEP 1: TIME

Whether we are investing our time doing what is best for us or atleast what we like. According to me the Time investment is amplified times more than the money investment.

We would suffer in many timelines of career; the financial growth is very flat or low. Most of the times, performance is not the issue in current generation. The issues are because of companies’ policies, availability of similar skill set in cheaper brackets, market condition and sector performance in totality.

At this time, we should try to see the other side of coin.

If you are

• Happy at Work,

• Workload is intact,

• Learning factor in your assignments,

• projects are fascinating

• companies’ brand is adding weight to your career and

• moreover, if you could see an incremental growth in learning, knowledge building and diversification of works allotted to you

then you should consider that you are still rightly invested, even though there is no or less financial growth. The fruits will bear sooner or later…

In case of contrary to the above, then your time investment is at RISK.

STEP 2: MONEY

To explain the assessment of CAGR clearly, please see the indicative calculation considering base package is Rs 3,00,000 per year.

o   Consider income from other sources from 10 years’ experience in your personal analysis.

o   You could see the magical grid of 15 to 20 years. if you are CAGR is 15% and above, strive to maintain it.

o   Consider the first professional job. Do not consider part time or internships which you might have done while studying

Interpreting the Results with some basic empirical research:

At 5 years’ experience:

• CAGR is less than 10%:  Potentially think of shifting your career path. This is the best time.

• CAGR is between 10% - 15%: Time for upgrading your skillset and diversify your functional expertise

• CAGR between 15%-20%: A Good place to be at the benchmark of 5 years’ experience

• CAGR between 20%-25%: You can Party Harder.

At 10 years’ experience:

• CAGR is less than 10%:  Potentially think of shifting your career path. If not now, the road to change your career path gets harder & harder, year on year. Should upgrade your skillset or academics, whatever is needed in an urgent and immediate basis.

• CAGR is between 10% - 15%: A Good place to be at the benchmark of 10 years’ experience. Upgradation of skill set, and academics is still required.

• CAGR between 15%-20%:

  a.     Aim for the Leadership & Management roles

  b.     Start exploring alternative income sources as the funnel gets narrower as you go beyond 10 years

• CAGR between 20%-25%: LUCKY YOU

At 15 years’ experience:

• CAGR is less than 10%:  You’re in a serious problem. Still try to explore the chances to change your career path by upgrading your academic qualifications and skill set.

• CAGR is between 10% - 15%: A Good place to be at the benchmark of 15 years’ experience

• CAGR between 15%-20%: You should ideally be in a good position in terms of responsibility allocation. Could Aim for even better Leadership Roles representing geographies, continents etc. This grid is magical grid. If you get results to your company, any hike over and above 15% will change your future.

• CAGR between 20%-25%: Did you start your international trips? You should.

At 20 years’ experience:

• CAGR is less than 10%:  If you are between 5% and 10%, then you should be OK. If below 5%, then there is nothing much we can do with the job. Try out business and investment experiments with calculated risks.

• CAGR is between 10% - 15%: A Good place to be at the benchmark of 20 years’ experience

• CAGR between 15%-20%: Could Aim for even better Leadership Roles representing geographies, continents etc.

• CAGR between 20%-25%: Relax. Take care of your health

At 25 years’ experience and above:

• CAGR is less than 10%:  That’s the Reality of our life.

• CAGR is between 10% - 15%: A Good place to be at the benchmark of 15 years’ experience

• CAGR between 15%-20%: Happy grid

• CAGR between 20%-25%: Super Happy Grid.

EXCEPTION:

Generally, the CAGR post 20 years’ experience may fall. Additional source of income is necessary to maintain it, unless you are having bull run.

You could be an exception defying all the above. I would like to listen your story. Nothing is impossible.

This article is not for full time entrepreneurs

CONCLUSION:

Check your CAGR every year after completing first 5 years and decide what to do!

This would be great if you have derived your own conclusions.

 https://cagrcalculator.net/result/

Construction Industry by nature is highly volatile and runs system which is centrally controlled by the Head Offices vastly depending on the Project Staffs performance. The companies which are small and medium in terms of turnover, are much more volatile. I wish to discuss about small and medium firms in terms of turnover but have high brand value & expectations in the market.

The Contract Management generally is the platform which, the strategy of the company is revealed. The contractual stands company adopts might impact the image and financial capital. The company’s quality and working culture is also judged based on the quality of the contract management adopted in companies, because the letters / submissions are which ultimately circulate in public domain.

After my conscious and keen observation of companies working systems on Contracts in last 10 years of my academic and professional experience, I have noticed that the CEO’s and Technical Heads do not wish to have a highly skilled contracts professional around them, just to not create conflicts of ideology. The CEO’s or Technical Heads would like to operate in the systems which decision making process is concentrated with them, not to complain, but for protection of companies prospects and image . It has also been observed that Legal heads are deployed only to take care drafting & vetting agreements and coordinate litigations.

However, the companies do require contracts administration monitoring at project level who will keep company goals aligned with the project goals and ensure legal and contractual protection to the companies in the pressure situations, in addition to the contract experts are deputed a site.  There must be contractual audit terms of not only commercial matters, but for the technical matters, because ultimately everything about construction is about interpreting standards / codes / contracts.

Due to the ideology of contracts experts being an onerous on CEO’s and technical heads, company loses contractual and technical control on project sites. The technology must be leveraged to track the transactions of the projects and ensure there is no leakage or dilution of company’s goals in the process of project administration.

Gone are the days where contracts experts are termed as hindrance to managements decisions and strategies. The present-day Contracts or Techno-Legal experts are in progressive mindset who help managements to take progressive decisions and same time legally safe. This can be achieved only if there is project control in full sanctity and mainly, there is a dedicated team ensuring the project sites are running in tandem with companies’ policies. The focus should be pyramid approach of diffusing crisis on day-to-day basis, rather than waiting for crisis to going beyond repairable control.

While there is immense respect on the CEO’s or Technical Heads who strive hard for the company’s better future, this article suggests only positive progress, by thinking towards spending considerable budget to hire contract monitoring experts at Head Offices.

While it is evident that my article is intended to promote my profession. Why Not?

I am presently studying LLM, and there are lot of guest lectures from Australia and England professions varying from company heads to legal professionals. Thanks to them, the horizon is widely opened in my thought process after listening to them. Quickly check the % of Contractual and Legal Professions aligned in the BIG4 or any top consultants in world, vis-à-vis, the market needs expert advice on management from them, however, which are fitting to the framework of legal compliances. The Contract professionals will bring immense value on the table, which will be realized on when you experience it. India should also start adopting to the same, and more importantly, construction industry.

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