BOARD MEMBERS
Pawan Kumar Sood (Chairman)
A hardcore Green & Clean Technologies enthusiast and entrepreneur Sh. Praveen Kumar Sood delved into Electronics in 1975 when he was only 20 years old and his articles were regularly printed in Electronics for You which today is the largest circulated Electronics Magazine in India. In 1980 he went to explore Import/Export business in Industrial/Professional Electronics Components in USA and established his own office in New York City by 1982 besides in Delhi. He then ventured into Singapore market to touch Trans Pacific business and then Hong Kong by 1991 from where in 1995 he ventured into mainland China. In 1995 as part of Energy Efficiency initiative of “Bureau of Energy Efficiency” & IEEMA, he assisted in Star Labeling program for lighting products in BEE. Thereafter he ventured into Energy Efficient Lighting with a gradual shift towards Renewable Energy in 2009.
His interest in Battery Storage & Solar Technologies made him sign a MOU with TERI for their “Lighting A Billion Lives” program. He has authored various articles in many magazines related to his field of activity. Recognizing his talent, the Ministry of New & Renewable Energy has empanelled REGNANT ENERGY SOLUTIONS on 21-06-2016, as a Channel Partner for Solar Grid Connected Roof top and Small Solar Power Plants Program. SMERA rated REGNANT on 30-03- 2015 as SP2C showing high performance capability as far as technology is concerned. Mr. P.K Sood has also been associated with
His interest in Battery Storage & Solar Technologies made him sign a MOU with TERI for their “Lighting A Billion Lives” program. He has authored various articles in many magazines related to his field of activity. Recognizing his talent, the Ministry of New & Renewable Energy has empanelled REGNANT ENERGY SOLUTIONS on 21-06-2016, as a Channel Partner for Solar Grid Connected Roof top and Small Solar Power Plants Program. SMERA rated REGNANT on 30-03- 2015 as SP2C showing high performance capability as far as technology is concerned. Mr. P.K Sood has also been associated with
- Governing Council member of “Solar Energy Society of India” & currently VP / North.
- Ex. President of NGO “Confederation of New & Renewable Energy Professionals.
- Executive Member: India Lead Zinc Development Association.
- Special Invitee: ELCINA
- Governing Body Member of “Indian Society of Lighting Engineers”
- Member Technical of BEE Star Labeling Program.
- Secretary General of Indian Battery Association.
- Vice Chairman of Organizing Committee of LII and LuxPacifica 2015 which was organized in Kolkata by ISLE in November, 2015.
- Vice President of LEDMA & LEDMA representative on BIS ETD-23 Technical committee.
- His Company “REGNANT ENERGY SOLUTIONS” was knowledge partner for LED Expo 2017 in December, 2017 organized by Messe Frankfurt.
Rishabh Sood (Director)
Rishabh had always wanted to follow his passion for electronics. So after completing his BE in 2011,
he joined his father’s company Regnant, which offers solutions in the lighting, power electronics and renewable energy space. “I could have chosen to take up a job in the US, but I felt that the opportunity to grow and learn was more in my business,” he says. Rishabh knew nothing about the business but demonstrated a passion to learn. He was enthusiastic and willing to work hard.
Expansion Plans and Business Strategies : Rishabh aspires to create good quality manufacturing facilities in India. “We are right now heavily dependent on China for imports. But India is very strong in design, development and production. So I wanted to focus on the Indian market by providing end-to-end solutions for the next three years. After that, I plan to go global by focusing on exports,” he says. Rishabh never sits on an idea; he always acts on it. “Busi- ness is all about taking the leap. Once you take the leap, you can think about what’s going to happen next,” he says. Targeting exponential growth in the coming years with nothing less than 40 per cent every year, Rishabh is now focusing on ways to scale the company’s buying power, to be able to negotiate with the best sup- pliers around the world. He also wants to penetrate the rural market and connect at the grassroots level. “That’s very important for me to be able to build a brand. Also, I am very particular about quality control and servicing. These are really important if you are looking for growth on a long term basis,” says Rishabh.
Changes Brought In : Rishabh wants to build a larger and better team so that he can delegate respon- sibilities as the company grows bigger. He has set up regional offices all over India. He has also shifted the focus of the company from importing to manufacturing.
Challenges Faced : All companies struggle during leadership changes, but Rishabh ensured that the staff members are all comfortable with him. There were times when he had differences of opinion with his father on marketing strategies. “These differences arise in every business and are resolved over time,” he says. He found it tough to convince his father about the importance of delegating responsibility. He believed that if a company needs to be scaled up exponentially, delegation of work is very important. His father mentored him about the government regulations regarding manufacturing processes, which Rishabh found very complex and time consuming.
Management Style : Rishabh strongly believes in delegation of responsibilities. A manager alone cannot perform all the tasks assigned to him. In order to meet the targets, the manager should delegate authority downwards to subordinates.
Vision for Electronics Industry : Rishabh wants to see India becoming a hub for hardware manufacturing soon. The gov- ernment needs to simplify its policies further, and make all policy related information more accessible to new entrants like him. He also suggests a single window clearance, and the introduction of a single tax authority for different types of taxes.
Expansion Plans and Business Strategies : Rishabh aspires to create good quality manufacturing facilities in India. “We are right now heavily dependent on China for imports. But India is very strong in design, development and production. So I wanted to focus on the Indian market by providing end-to-end solutions for the next three years. After that, I plan to go global by focusing on exports,” he says. Rishabh never sits on an idea; he always acts on it. “Busi- ness is all about taking the leap. Once you take the leap, you can think about what’s going to happen next,” he says. Targeting exponential growth in the coming years with nothing less than 40 per cent every year, Rishabh is now focusing on ways to scale the company’s buying power, to be able to negotiate with the best sup- pliers around the world. He also wants to penetrate the rural market and connect at the grassroots level. “That’s very important for me to be able to build a brand. Also, I am very particular about quality control and servicing. These are really important if you are looking for growth on a long term basis,” says Rishabh.
Changes Brought In : Rishabh wants to build a larger and better team so that he can delegate respon- sibilities as the company grows bigger. He has set up regional offices all over India. He has also shifted the focus of the company from importing to manufacturing.
Challenges Faced : All companies struggle during leadership changes, but Rishabh ensured that the staff members are all comfortable with him. There were times when he had differences of opinion with his father on marketing strategies. “These differences arise in every business and are resolved over time,” he says. He found it tough to convince his father about the importance of delegating responsibility. He believed that if a company needs to be scaled up exponentially, delegation of work is very important. His father mentored him about the government regulations regarding manufacturing processes, which Rishabh found very complex and time consuming.
Management Style : Rishabh strongly believes in delegation of responsibilities. A manager alone cannot perform all the tasks assigned to him. In order to meet the targets, the manager should delegate authority downwards to subordinates.
Vision for Electronics Industry : Rishabh wants to see India becoming a hub for hardware manufacturing soon. The gov- ernment needs to simplify its policies further, and make all policy related information more accessible to new entrants like him. He also suggests a single window clearance, and the introduction of a single tax authority for different types of taxes.
