00:00My second big break. At 29, I established a global trading house dealing in polymers,
00:11metals, textiles and agri-products. And within two years, we had become the largest global
00:18trading house in the country. This is when I understood the combined value of both,
00:26speed and scale. Thereafter, in 1994, we decided it was time to go to public.
00:38And Adani Exports, now known as Adani Enterprise, launched its IPO.
00:47The IPO was a strong success and understood for me the importance of public markets.
00:56However, while we had been a beneficiary of the economic reforms, I began to realize
01:06the limitation of our business model. Trading, by its very nature, is volatile.
01:16To build a stable and sustainable enterprise and gain the confidence of the markets,
01:26I recognized that we needed to invest in assets that would provide a solid foundation for growth.
01:37I realized that to break the next set of boundaries,
01:42I would have to first start with challenging my own status quo.
01:50The future belongs to those who dare to see beyond the present,
01:59who recognize that today's limits are tomorrow's starting points.
02:06And my third major break was about to come, one that would propel us into a new orbit.
02:20These realizations prompted the next critical shift in our business model.
02:28In 1995, the Gujarat government announced the Port Focus Industrial Development Plan
02:38through our public-private partnerships. Around that time, we had been approached
02:46by the global commodities trader Cargill. It was a proposal to partner for the manufacturing
02:54and sourcing of salt from the Kutch region. While the partnership did not materialize,
03:03we were left with about 40,000 acres of marshy land
03:08and approval to build a captive deity at Mundra for the export of salt.
03:15What others saw as a marshy, barren land, we saw as a canvas waiting to be transformed.
03:26That canvas is now by far our nation's largest port. Mundra became my karmabhoomi.
03:44you
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