Championing India’s vision for self-reliance in defence, Ankur Shah has transformed Krishna Defence & Allied Industries into a strategic partner for the nation’s armed forces. In this discussion, he opens up about driving innovation, leading complex defence projects, mentoring the next generation of entrepreneurs, and translating Aatmanirbharta into tangible, high-value defence solutions.

TCM: You started your career at Godrej & Boyce and went on to transform Krishna Defence into a ₹200+ crore enterprise. What motivated you to take the entrepreneurial leap into India’s defence manufacturing sector?

Mr. Shah: Starting a career at Godrej and Boyce gave valuable experience in manufacturing systems, operational efficiency, and engineering precision. Recognising India’s reliance on imports and the opportunities to build indigenous capability, the decision to enter the defence manufacturing sector was driven by a vision to support national self-reliance. Krishna Defence started as a family business and now has grown into a ₹200+ crore enterprise. The company has diversified into high-value defence applications, developing advanced naval systems and securing multi-year orders from the Indian Navy and other strategic stakeholders. Alongside product innovation, equal emphasis has been placed on building a skilled workforce and adopting automation to ensure technology-driven growth.

Entrepreneurship was about creating a company that supports India’s Make in India mission, reduces foreign dependency, and builds a long-term, globally relevant defence capability. Positioning India as not just self-reliant but also a future exporter of defence technologies.

TCM: Could you walk us through the journey of Krishna Defence—how it evolved from a conventional engineering unit to a strategic partner for India’s armed forces?

Mr. Shah: Krishna Defence began as a conventional engineering unit focused on manufacturing excellence and operational efficiency. Identifying the strategic gaps in India’s defence ecosystem, the company transitioned towards indigenous defence solutions, aiming to support national self-reliance and reduce dependence on imports. Over the years, Krishna Defence diversified into high-value defence applications, including advanced naval systems and combat equipment. 

Embracing innovation, automation, and R&D, the company developed smart products while building talent development to build a technology-driven workforce. Strategic collaboration and partnerships enabled Krishna Defence to secure multi-year orders from the Indian Navy and other key stakeholders, establishing itself as a trusted partner in India’s defence ecosystem. Krishna Defence also set up state-of-the-art facilities in Halol and invested in electronics and VABO composites, aligning with Make in India. Recognition from the Ministry of Defence also reinforced its credibility. Today, Krishna Defence has 96% revenue from defence, making Krishna Defence a trusted solutions provider to India’s armed forces. 

TCM: Having led the company into high-value projects like the autonomous underwater vehicle for Naval applications, what personal leadership philosophies have guided you through these milestones?

Mr. Shah: Leading Krishna Defence into projects like the autonomous underwater vehicle for Naval applications, has reinforced our belief in three core leadership philosophies. First, purpose-driven vision, and then next, the larger goal is to make India self-reliant in defence. The second thing is having patience, and we have always encouraged our team to work in collaboration, and having clarity makes the team remain motivated even through the long cycles of R&D. 

Thirdly, collaborative excellence, like strategic partnerships with DRDO, the Navy, and industry associates, demonstrates that real breakthroughs often happen when individuals utilise their expertise collectively. When we think of leadership, it is less about being a boss or authority and more about enabling individuals to take responsibility, feel safe to try things, and have the power to deliver their best work and pride in what they do. Those same principles assisted us in gaining the trust of the Navy on the AUV project, a milestone that reflects not only the technology but also India's autonomy on the strategic level.

TCM: Defence is a high-stakes, long-cycle industry. What were the biggest challenges you faced while scaling Krishna Defence, and how did you personally navigate them?

Mr. Shah: Scaling Krishna Defence in such a high-stakes and long-cycle industry was never easy. One of the biggest challenges in a defence project is time, and it takes years of testing, approvals and clearances. This often tested our patience and resources, and another thing is credibility. Convincing the armed forces to trust an emerging private company over established global suppliers and manufacturers required us to consistently prove our quality and reliability. Supporting growth without compromising on values was difficult too. We had to reinvest while also building modern infrastructure and R&D. 

We faced these hurdles by staying focused on our long-term vision of self-reliance in defence manufacturing. Celebrate small wins, motivate the team during delays, and view every challenge as an opportunity to grow. These experiences not only support the company but also support Krishna Defence's vision and purpose-driven leadership, ensuring we remain a trusted partner in advancing India’s indigenous capabilities. 

TCM: You are also active as an angel investor in engineering and defence-related startups. How has mentoring young entrepreneurs influenced your own perspective as a business leader?

Mr. Shah: Mentoring young entrepreneurs in engineering and defence-related startups has been a very enriching experience for us. It allows us to look at platforms from a fresh lens, as young founders often bring bold ideas and a risk-taking spirit. Using our industry experience and network, we support them by providing access to established ecosystems like Krishna Defence’s R&D infrastructure, ABS and DNV certifications, and relationships with the Navy, Army, and shipyards. 

We actively assist in validating prototypes, granting access to testing facilities, and ensuring that their goods meet the standards of defence procurement. These firms benefit greatly from our partnerships with research organisations like DRDO and Conceptia in digital engineering and with partners like Waveoptix in defensive electronics. Above all, we help them prepare for exports by putting them in touch with international certifications and markets in Europe, the Middle East, and Southeast Asia. In addition to helping businesses grow, this two-way interaction keeps us as company executives flexible and forward-thinking.

TCM: Innovation and compliance often sit at opposite ends in defence manufacturing. How do you personally strike a balance between driving creativity and ensuring rigorous standards?

Mr. Shah: Though innovation and compliance may seem like opposing forces in defence manufacturing, they can work together in the right way. Innovation is about pushing the envelope and providing solutions that contribute real value to the armed forces. Compliance is about making sure those solutions are safe, reliable, and battle-ready. I see compliance as a conduit for creativity, guiding it in the right direction instead of restricting it. At Krishna Defence, our research and development teams are encouraged to test new ideas, materials, and technologies, but every concept is subject to rigorous testing to defence standards and certifications such as ABS and DNV. We also work in close partnership with development partners such as DRDO and the Indian Navy to align during development. We work with them on multiple projects in partnership, but our principle remains the same on any project. All this means we innovate but in a responsible manner, and we can make the ideas into reality (armoured steel sections into reality, autonomous underwater platforms) while maintaining credibility and trust, two things that are an accepted norm and cannot be compromised in defence.

TCM: With India aiming to become a net exporter of defence technology, what role do you see yourself playing—not just as a CEO, but as a thought leader and investor shaping this vision?

Mr. Shah: India’s ambition to become a net exporter of defence technology is both inspiring and achievable, provided we align innovation with execution. As a CEO, our role is to ensure Krishna Defence continues to deliver world-class products that meet global standards and reinforce India’s credibility in international markets. But beyond leading a company, we see our responsibility as thought leaders and investors to create an ecosystem that nurtures deep-tech defence startups. By mentoring entrepreneurs, opening access to defence manufacturing networks, and encouraging collaboration with research institutions, we aim to accelerate indigenous innovation. As investors, we focus on backing technologies that can scale globally, bridging the gap between ideas and markets. Ultimately, our role is not just in building one company’s success but in shaping a generation of entrepreneurs who will collectively make India a trusted and self-reliant exporter of advanced defence solutions.

TCM: You’ve often blended engineering precision with business clarity. How has your educational foundation in manufacturing & production engineering shaped your approach to leadership and problem-solving?

Mr. Shah: Our foundation in manufacturing and production engineering plays a very central role in shaping leadership and problem-solving. Engineering teaches precision, discipline, and systematic thinking – these form our skills to deal with the complexities of defence manufacturing. We learnt instinctively that process efficiency, quality control, and data-driven decision-making are all important, and these principles still translate into running operations with consistency and reliability. While imparting engineering knowledge, we developed a problem-solving framework: deconstructing a large challenge into smaller issues that can be solved, then applying practical and innovative solutions. With business clarity, this approach gives us the consistency to intersperse creativity with pragmatism so that the ideas incubated are not just visionary but equally implementable. As leaders, we have one perspective to motivate teams and another to encourage innovation and uphold stringent standards, fostering both long-term growth and trust. In a lot of ways, this educational grounding continues to act as a reliable compass to navigate complex decisions with confidence.

TCM: Beyond business, what inspires you personally—any habits, mentors, or philosophies that continue to drive your growth journey?

Mr. Shah: Beyond business, what inspires us personally is the constant habit of learning and keeping growing. We believe that discipline and consistency are the foundation of progress. Some habits, like reading, reflecting and staying physically active, are part of our routine. These practices keep us grounded while sharpening focus and mental strength. Mentorship also has played a transformative role; learning from industry leaders and visionary leaders has given us both guidance and perspective during challenging phases. 

The essence behind our thoughts is the long-term creation of value instead of short-term profits. This inclination directs our focus beyond immediate gratification to sustainable advancement, both in professional and personal spheres. Secondly, the Indian philosophy of self-reliance also acts as an inspiration-firing commitment in us to meaningfully aid India's advancement. These two forces are what continuously drive our process of whittling down into leaders and individuals.

TCM: Finally, what advice would you share with young professionals and aspiring entrepreneurs who dream of making an impact in deep-tech or defence industries?

Mr. Shah: For young professionals and aspiring entrepreneurs in deep-tech or defence, our advice is to embrace patience and perseverance. This sector demands long development cycles, rigorous testing, and multiple layers of approvals before results are visible. Success rarely comes quickly, but those who stay committed create lasting impact. Focusing on building credibility and trust is the most valuable currency when working with armed forces or global partners. Invest in strong fundamentals: research, compliance, and quality must be non-negotiable. At the same time, stay innovative and open to collaboration; partnerships with academia, R&D institutions, and industry peers can accelerate growth. It’s equally important to develop financial discipline, as defence projects are capital-intensive and resource-heavy. Most importantly, never lose sight of the larger purpose of serving the nation through technology. With resilience, clarity, and determination, young entrepreneurs can not only build successful ventures but also shape India’s journey as a global defence leader.