Aditya Vikram Birla, the third-generation leader of Cosmic Birla Group, oversees a conglomerate spanning 18 companies and 12 factories across diverse sectors.
Established over 52 years ago by his grandfather, Late Shri RS Birla, the group manufactures products for Indian Railways, defence, infrastructure, FMCG and has ventured into real estate and EV manufacturing. The Group has a robust annual turnover of approximately 2000 crores, including a recent Bombay Stock Exchange listing.
Aditya, 34, holds an MBA from Cardiff University, UK, and has steered the group’s growth, assuming the role of Chairman & MD and driving significant market impact and profitability in recent years.
True Calling
Aditya Vikram Birla’s inspiration stems from both familial legacy and personal inclination towards marketing and sales. Despite initially preferring these aspects over production in his family’s hard steel industries, his education in marketing and his natural oratory skills equipped him well.
Interviewer: How have your ideas and production knowledge shaped your journey over the years?
Aditya: “My individualistic ideas and my knowledge of production have been crucial in my journey, evolving over the past 13 years. Growing up in a household immersed in business—where business is talked about day in, day out—it becomes ingrained in you, almost in your genes. Eventually, I realized that we had the potential to unlock significant value. Traditionally, our family’s business operated within a closed circle typical of Hindu Marwari families. However, I understood that to realize the true valuation of our company, we needed to step into the spotlight. Over the past two years, we’ve successfully done so, and the response has been overwhelmingly positive.”
The Journey
Aditya is currently the sole manager and leader of Cosmic Birla Group. While his grandfather initially founded the business with three sons, including Aditya’s father, Aditya has taken full control over the past three years. His cousin brothers have pursued different interests, while Aditya has chosen to remain in Kolkata to focus on expanding and redefining the Group’s direction under his leadership.
Cosmic Birla Group operates primarily out of Bengal, with significant investments also in Maharashtra and Delhi.
Interviewer: What has the journey been like?
Aditya: “I joined the family business around 2011, so it’s been 13 years now. If you ask me about my journey, though, I feel I truly found my footing in business only after 2017 or 2018. Before that, the market crash in steel between 2012 and 2017-18 presented significant challenges. We faced tough times and had to overcome several pain points. During this period, I had to learn about financing and banking—areas I hadn’t been exposed to before, despite my experience in marketing, sales, and manufacturing. I was 27 at the time, and thankfully, I managed to navigate through it. This experience exposed me rapidly to the financial and capital markets, giving me a comprehensive understanding of how these aspects interplay.”
Aditya’s journey with Cosmic Birla Group has been marked by significant growth and strategic expansion across multiple sectors including railways, defence, infrastructure, and commodities. Despite operating in competitive markets with numerous players, there has been rapid growth. Aditya shares,
“Despite the competition, we’re not significantly impacted by any specific competitors. In fact, we’re often seen as disruptors in the market due to our rapid growth. For instance, Cosmic CRF Limited, which we acquired, was listed on the BSE within eight months. Initially valued at 128-130 crores, today, it stands at 2,000-2,100 crores within just 11 to 12 months of listing. Our disruptive approach has shifted market dynamics, drawing attention away from traditional competitors.”
Interviewer: People often say that Calcutta is not the best city for running a company. Has that ever affected your business in any way, and do you agree with that sentiment?
Aditya: “When we were unlocking the value and approaching the capital markets and bankers, everyone viewed Calcutta companies differently. The reason is, the promoters here are often not of the second or third generation. Even if there is a third generation in the house, the first generation still makes the decisions. They have fixed and very orthodox views on how they handle investors, bankers, and backers, particularly in terms of banking losses and the steel market. But I realised that not many people know the true value of Bengal. Today, Bengal is one of the top contributing states to India’s GDP. This is due to its strategic placement in terms of raw materials, the ore, the mines, and the railway network. The largest railway network starts from the east, and we also have ports here. Additionally, Bengal borders other countries, opening another market for us.”
He further adds,
“Yes, there are various narratives spread about the government here throughout different phases, but to ask me individually, I think it’s a great place to be in. The issues in the market are not as significant as they seem. I am running 12 factories, and I have not had any labor issues over the last 14 years. Additionally, the cost of raw materials, power, and labour here is cheaper than anywhere else in India.”
Interviewer: The first thing I noticed was your name. It’s interesting—Aditya Vikram Birla. Do you have a funny incident you’d like to share?
Aditya: “Honestly, I’ve gotten a lot of flak about it. The good part is that whenever I have to give a review and write my name down, many people think I’m someone else. But a lot of people don’t know about the legacy. Aditya Vikram Birla passed away almost 15-20 years ago. My grandfather was working with G D Birla, and my father, uncle, and other relatives were all born and brought up in the Birla house in Worli, Mumbai. My grandfather, as I mentioned earlier, was involved in many companies within the Birla Group. He always envisioned that we, the third generation, would reach similar heights. I think he had this vision of training us to become as successful as they were, and perhaps that’s why he gave me this namesake.”
Celebrating Feats
Aditya has successfully consolidated 18 companies and 12 factories under his leadership, demonstrating significant capability at a young age.
He received numerous awards and recognition, including media features in major publications like Business Today, Forbes, Fortune and Economic Times. Invited to speak at Harvard’s India Conference in 2024, he shared insights alongside prominent figures like the World Bank’s Chief Economist and SEBI Chairman.
Aditya also achieved a record-fast listing of Cosmic CRF Limited on the BSE, turning it into a top-performing stock. Securing major investors, such as Ashish Kacholia, and extensive media coverage further validate his leadership and the company’s rapid growth.
Plans Ahead
Aditya’s future plans for Cosmic Birla Group include significant acquisitions and expansions. Recently, the company acquired NS Engineering through NCLT and an EV bike manufacturer from Maharashtra (Raft Motors Ltd), now supplying bikes to companies like Zomato and Swiggy in Kolkata.
The next major move involves a $75 million acquisition to establish a state-of-the-art wagon-building facility. Additionally, Cosmic Castings is setting up an advanced casting facility, with notable investor supporting the venture. These strategic steps aim to strengthen and diversify the group’s industrial capabilities.
Lessons Learned
Aditya Vikram Birla’s biggest lesson learned is the importance of perseverance and dedication to one’s vision. Rapid growth over the past few years taught him that success requires continuous effort and resilience, especially when facing daily challenges.
He emphasised that achieving goals involves setting clear targets, adhering to timelines, and maintaining a disciplined approach with structured planning. As he signs off, he notes,
“I was at Harvard, and someone asked me, “Sir, as an entrepreneur and an industrialist at this age, and with all the success you’ve seen in the last two or three years, what do you feel we should do once we leave Harvard and finish our MBA?” I told him something that might have sounded cocky and very straightforward. But honestly, it’s the hard truth: no institution will ever be able to teach you how to do business or how to multiply your wealth. That can only happen through the way you choose to function. You have to set up targets, and those targets need timelines. They must be backed by bar charts, PERT charts, Gantt charts, and your own methods to reach your goals. The two key words are integrity and vision, which you keep working on day in and day out, and eventually that will determine success or failure”.
