Kushal Kunder’s career has been shaped more by real work than by designations. Today, as the chief operating officer (COO) of ANJ Group, he brings a leadership style that comes from years of being on the ground, walking sites, speaking to teams and understanding how people work. Those who have worked closely with him often say that he has an instinct for sensing problems before they surface, almost like a built-in radar that comes from experience, not theory.

His journey in the design-and-build industry has spanned over two decades, during which he has stayed deeply connected to everyday operations. Mr Kunder’s belief is straightforward: leaders should know what is happening on the floor, not just in reports. This habit of listening, observing and questioning small gaps has helped him build systems that are practical, consistent and easy for teams to follow.

Mr Kunder’s leadership rests on quiet but powerful principles. He listens more than he speaks, intervenes only where his involvement can impact outcomes and believes in accountability without fear. For him, performance speaks louder than recognition. Yet, he acknowledges that when processes are designed with intention, results follow naturally. A recent example is ANJ Group scoring 71 and receiving the Silver Sustainability Rating from EcoVadis, a global sustainability authority. Rather than viewing it as an accolade, he sees it as validation of the group’s focus on disciplined systems, ethical execution and long-term responsibility values that he consistently advocates internally.

Mr Kunder describes his own philosophy as “operational intelligence”, a blend of discipline, intuition and humility to keep learning. He is inspired by leaders who stay grounded, while building long-term value, the ones who choose trust over attention.

In a wide-ranging interview with Sharmila Chand,
Mr Kunder envisions ANJ Group and The Canvas growing into brands that people rely on not because they shout the loudest, but because they deliver with craft, consistency and sincerity.

Your five management mantras

·         Clarity beats speed: When people know exactly what to do, they move faster.

·         Stay connected to ground realities: Real insights come from daily operations, not dashboards alone.

·         Empower freely, but stay available: People work better when they know I have their back.

·         Consistency over intensity: Discipline practised every day builds outcomes that bursts of effort never can.

·         Respond, don’t react: Decisions made calmly stand up better over time.

A game that helps your work
Cricket has influenced me more than any formal management teaching. It teaches reading the situation, adjusting strategy mid-game, and trusting every member to play their part. The way a team builds momentum in cricket patiently and collectively mirrors how large projects succeed.

Turning point in your career
A major turning point came when I shifted from being someone who executed tasks myself to someone who had to scale operations across cities. I realised that leadership was not about doing more personally but about
creating systems, nurturing people and trusting processes over instinct.

Secret of your success
I credit discipline, involvement and humility to keep learning. Simply showing up every single day, even on the rough ones, has built trust and credibility that has shaped my success far more than big moments ever did.

Your philosophy of work
For me, work is a daily commitment. Do things thoroughly. Finish what you start. Treat everyone with respect. Hierarchy doesn’t decide how you speak to people. These simple principles create long-term stability.

Anyone you admire who has inspired you
I admire ground leaders who build large businesses quietly, with integrity and long-term thinking. Leaders who value trust over visibility continue to influence my approach.

The best advice you have received
“Don’t aim to be important. Aim to be useful.” This simple line has changed the way I look at leadership, relationships and decisions.

Your journey so far and the key lessons learnt
My journey has been built through observing people, understanding situations and learning from mistakes. The key lessons are:

·         Listen more than you speak.

·         Understand people before focusing on processes.

·         Stay calm when things get chaotic.

·         Growth comes from adapting, not rushing.

Your favourite books
I gravitate towards leadership and self-improvement books that offer practical, everyday wisdom. Books that help build clarity, discipline and a steady mind appeal to me more than heavy theory.

Maintaining calm in stressful situations
By slowing down mentally, I focus on breathing, observing the situation without reacting and breaking the problem into smaller parts. I believe that one calm person can help steady an entire room.

Five mantras for success in business

·         Build trust before ambition: A business grows only when people believe in its intentions. Trust takes time, honesty and consistent delivery. Ambition without credibility creates noise, not value. When people trust you, they move with you, not behind you.

·         Create systems, not dependencies: Organisations scale when processes are stronger than individuals. Systems bring predictability and transparency, reducing confusion and protecting culture. A strong business can function smoothly even when people change roles.

·         Stay close to customers: Real insight comes from understanding what clients truly expect, not what we assume. Listening to their constraints, priorities and pressures helps shape better solutions. Staying connected to the clients’ reality strengthens the business.

·         Focus on long-term value over short-term wins: Shortcuts may bring quick victories, but they don’t last. Brands are built through consistent, reliable delivery over the years. Sustainability in decisions matters more than speed in results.

·         Invest in people relentlessly: Teams build companies. When people feel valued and clear about their role, they naturally deliver their best. A strong culture becomes a competitive advantage that no strategy can replicate.

Your message to young managers
Management is not about authority; it is about responsibility. Be disciplined, stay curious, and learn by doing. Progress takes time; consistency and humility will take you further than shortcuts ever will.

Lastly, how would you define yourself?
I see myself as a calm operator – someone who builds steadily, leads with clarity and prefers letting results speak rather than words. Stability, not spotlight, defines my approach.