India’s automotive aftermarket is undergoing a period of rapid transformation, driven by evolving vehicle technologies, changing customer expectations, and the growing need for stronger industry partnerships. In this conversation, Charu Saxena, Managing Director, HELLA India Autoparts and Services Pvt. Ltd., reflects on her leadership journey, shares her perspective on the evolving aftermarket landscape, and outlines FORVIA HELLA’s strategy for driving sustainable growth across India and the subcontinent.
You have had an exceptional career spanning more than two decades across renowned organisations such as Tata Motors, Cummins, Castrol, Escorts Kubota, Goodyear Autoparts, Freudenberg, and now FORVIA HELLA. What has shaped your leadership philosophy over the years?
Charu: Every organisation and every role has been a learning experience. Whether it was engineering, R&D, business transformation, sales & marketing, strategy, or leading complete P&L responsibilities, each phase taught me that successful businesses are built around people and customers.
Working across different industries and geographies also reinforced that while technologies evolve, leadership principles remain constant – listen carefully, stay close to customers, empower teams, and never stop learning. I believe leadership is about creating an environment where people feel inspired to innovate, collaborate, and continuously improve.
Your journey combines engineering, innovation, strategy, commercial leadership, and business transformation. How has this multidisciplinary experience helped you in leading an automotive aftermarket business?
Today’s aftermarket is incredibly dynamic. Understanding technology alone is no longer enough, and commercial excellence alone is not sufficient either.
Having worked across engineering, product development, sales, marketing, strategy, and transformation enables me to view challenges holistically. It helps us connect technology with customer requirements and translate business strategy into practical execution.
Ultimately, our objective is to simplify complexity for our customers while creating sustainable value for our partners.
You are among the few women leading a major automotive aftermarket business in India. What does this responsibility mean to you?
I see it less as a personal milestone and more as a reflection of how our industry is evolving. The automotive sector is increasingly recognising that diversity of thought strengthens decision-making, innovation, and organisational performance.
I’ve been fortunate to work with outstanding leaders throughout my career, and I’ve always believed opportunities should be driven by capability, curiosity, and commitment.
If my journey encourages more women to consider careers in engineering, manufacturing, or automotive leadership, I would consider that a meaningful contribution.
India’s automotive aftermarket is changing rapidly. What do you see as the biggest opportunities over the next decade?
India is one of the most exciting automotive markets globally. The vehicle parc continues to grow, technologies are becoming more sophisticated, and customer expectations are rising.
This creates enormous opportunities – not only for product suppliers, but for companies that can deliver complete aftermarket solutions, technical expertise, and long-term partnerships.
The future belongs to organisations that combine global technology with local market understanding.
How is FORVIA HELLA preparing for this next phase of growth in India and the subcontinent ?
Our strategy is centred around three priorities: i) Strengthening the product portfolio; ii) Expanding our network; iii) Enhancing brand awareness
We continue to invest in expanding our portfolio across Thermal Management, European replacement parts, lighting, electronics, filters, lubricants, accessories, and products that address the growing Asian vehicle parc.
At the same time, we are strengthening our distribution network, deepening workshop engagement, and working closely with channel partners to build a stronger aftermarket ecosystem.
Portfolio diversification appears to be a key strategic priority. Why is this so important?
Vehicle technologies are evolving rapidly. Customers increasingly prefer partners who can offer comprehensive solutions rather than isolated product categories.
Our objective is therefore to create a balanced portfolio that serves both current vehicle parc requirements and future mobility needs, while maintaining the OE quality standards that FORVIA HELLA is known for globally.
Beyond products, what role do workshops and channel partners play in FORVIA HELLA’s long-term strategy?
They are absolutely central. The aftermarket succeeds when distributors, retailers, workshops, and technicians succeed.
We therefore continue investing in technical capability development, workshop engagement, training initiatives, and stronger customer relationships because sustainable growth can only happen through collaboration.
Having worked across global markets, what opportunities do you see specifically for India and the subcontinent?
India’s scale, entrepreneurial spirit, and pace of development make it one of the most promising aftermarket markets in the world.
There is tremendous opportunity to combine global technology with localised solutions. For FORVIA HELLA, India and the subcontinent represent not only an important growth market but also an opportunity to contribute to the development of a stronger, more capable aftermarket ecosystem.
Finally, what would you like FORVIA HELLA to be known for over the coming years?
I would like us to be recognised not only as a trusted supplier of OE-quality products but as a long-term partner that helps customers grow.
If we can strengthen our partners’ competitiveness, support workshops through knowledge and capability development, and continue delivering innovative solutions that anticipate future market needs, we will have achieved our purpose.
At FORVIA HELLA, we believe in pioneering technologies for mobility experiences that matter to people—and that purpose will continue to guide everything we do.