Vinati Saraf Mutreja Age, Husband, Children, Family, Biography & More

Quick Info→
Profession: Businessperson
Nationality: Indian
Age: 37 Years

vinati saraf mutreja

Famous ForSince her joining in the company Vinati Organic Ltd (VOL), the earnings and profit revenues have risen from Rs 66 crore to Rs 1,000 crore. Vinati Organic Ltd (VOL) was listed under Asia's 200 Best under a Billion Dollar companies by Forbes. Vinati finally became the CEO and the Managing Director of the company, after 12 years of hard work.
Physical Stats & More
Eye ColourBlack
Hair ColourBlack
MemberShe is a member of The Entrepreneurs’ Organization (EO) & Young President Organization (YPO)
Awards, Honours, Achievements • Vinati Saraf Mutreja was chosen as the Outstanding Woman Business Leader for 2018 by the jury of The Economic Times Family Business Awards, 2019.
Vinati Saraf Mutreja receiving ‘Outstanding Woman Business Leader’ award from Anu Agha,at The Economic Times Family Business Awards, 2019
• She was also named as part of Forbes India W-Power Trailblazers 2019 and is part of the ET Women ahead list in 2019.
Personal Life
Year of Birth1984
Age (as of 2021)37 Years
College/University• IMD Business School, Lausanne, Switzerland
• University of Pennsylvania, Philadelphia, Pennsylvania
• The Wharton School, Philadelphia, Pennsylvania
• Harvard Business School, Boston, Massachusetts
Educational Qualification• Vinati did Executive Education from IMD Business School
• She got degree in Bachelor of Applied Science- BASc, Engineering from the University of Pennsylvania in 2005.
• She did Bachelor of science in Economics, Finance, General from The Wharton School in 2005.
• She has done Owner president Mangement program from Harvard Business School in 2019.[1]Vinati Saraf Mutreja LinkedIn account
Relationships & More
Marital StatusMarried
HusbandMohit Mutreja (runs an algorithmic trading firm that specialises in high frequency trading)
Vinati Saraf Mutreja, Vinod Saraf, Parshant Mittal, Viral Saraf Mittal, Kavita Saraf, Mohit Mutreja
ParentsFather- Vinod Saraf (Chairman,Vinati Organics Ltd)
Vinod Saraf (Chairman,Vinati Organics Ltd) with daughter Vinati Saraf Mutreja (MD& CEO, Vinati Organics Ltd)
Mother- Kavita Saraf
ChildrenShe has 2 children.
SiblingsSister- Viral Saraf Mittal (She is a part of the management at Vinati Organics)
Favourite Things
Books• 'Bottle of Lies: 'Ranbaxy and the Dark Side of Indian Pharma' by Dinesh Thakur and Katherine Eban
• 'Lean In' by Sheryl Sandberg

Vinati Saraf Mutreja

Some Lesser Known Facts About Vinati Saraf Mutreja

  • Vinati Saraf Mutreja is an Indian woman entrepreneur who joined the family business of her father, Vinati Organic Ltd (VOL) in 2006. To make VOL profitable, she had to work really hard. In 1990, Vinati’s father started VOL, a chemical manufacturing company. Reportedly, since Vinati’s joining in 2006, the company profits and revenues have risen from Rs 66 crore to Rs 1,000 crore. Forbes listed the company VOL under Asia’s best 200 Billion Dollar companies under the leadership of Vinati Saraf Mutreja. Vinati Saraf Mutreja is the MD & CEO of Vinati Organics Limited.
  • Vinati Saraf Mutreja got a middle-class upbringing. At her home stress on education was the priority and knowing the importance of money has held Vinati in good stead. Vinati, as a teenager, started accompanying her father on board meetings and sales visits. This exposure to the companies in meetings and sales led her to pursue engineering, chemistry, and business at the University of Pennsylvania. In 2006, After completing her education in Pennsylvania, Vinati returned to India and she was just 22 when she joined VOL.
  • In an interview, Vinati said that she started learning different business functions in different departments from the day one of her return to India from Pennsylvania. She said,

    I started from the ground up spending time in different divisions and learning about different business functions.”

  • Reportedly, after joining VOL in 2006, Vinati was given the challenge, by her father Vinod Saraf, to turn around their ATBS plant that was a part of VOL company, from a loss-making unit to a world-class facility. It was done so that the ATBS unit could take the global competition and make Vinati work independently in the business structure.
  • In 2019, in a conversation with the media house, Vinati explained the major turning point regarding the ATBS plant. She said that the ATBS plant was started in 2002 and because it was not producing the right quality chemical products, her father was thinking of shutting it down or selling it off. She said there were only two other companies in the world who were making that chemical product. She explained,

    We started the ATBS unit in 2002 and because we were not getting the right quality, we were thinking of shutting it down or selling it off. We were a small company then and had exhausted all our resources and expertise available. There are only two other companies making this product in the world. So we were in a fix since this was a niche market.  But I managed to bring a consultant on board who helped streamline processes.”

  • During Vinati’s work on the ATBS plant, she also succeeded in connecting and fastening long-term contracts with global MNCs, independently. These MNCs gave her company (VOL) durable sales visibility. Until 2006, VOL was mostly dealing and selling its products in the Indian domestic market but now approximately 75 percent of sales of VOL company are derived from exports.
  • In an interview, Vinati said that her company (VOL) was focusing on cutting the costs and improving productivity through the best or most effective use of batch timings during the production procedure that had resulted in increased capacity with minimum investment. She said,

    We focused on cutting costs and improving productivity by optimizing the batch timings. This resulted in increased capacity with minimal investment. There was also the considerable effort put in for improving the quality by engaging international R&D experts which paid off.”

  • In 2019, VOL’s unit ATBS became the largest portion of the company and it was its colossal manufacturer of chemical products globally. Vinati said in an interview that better quality and high productivity with boosted sales expanded the working capacity of the ATBS plant. She said,

    Better quality, higher productivity accompanied by annual contracts buoyed up sales and we started expanding capacity at regular intervals, usually pre-empting demand.”

  • In 1991, Vinati’s family business held 26 percent shares of VOL. In 2019, it gradually increased to 74.01 percent.
  • According to Vinati, more budding women entrepreneurs can contribute to the field of manufacturing. In an interview, she said that we should encourage women to take up the engineering field and did not be hesitant to join the business field and Vinati appealed to the other companies to make the working environment more conducive to women. She narrated,

    Women don’t see other women in this industry and are hence, hesitant to join. It is important to break this cycle so that when our daughters are in the workspace they don’t feel like a minority. Women bring in diversity and empathy and a different dimension to any discussion. We should encourage women to take up engineering and make our work space environment more conducive for them to thrive.”

  • In 2019, VOl stands over Rs 8,000 crore market capitalization in India. However, in 2006, this company had a market of approximately Rs 20 crore. While sharing her experience with a media house, Vinati said that her vision was to increase the company’s footprints to expand our market potential all over the world. She said,

    Our vision is to grow at 20-25 percent year-on-year, essentially double revenues in three years. We are still a very small company in the chemical space. Most mid-sized chemical companies have revenues of Rs 3,000/4,000 crore. We have better margins but need to increase our footprint since our existing products have limited market potential.”

  • In an interview, Vinati said that she guided and directed the company VOL independently, which made it a giant venture that produces chemical products globally. She felt proud by saying that she did not choose between giving preference to the family and a career because of the immense support of her family members. She said,

    Most women I know give up work after having children. I enjoy my work and the faith our stakeholders have in me. This drives me to keep doing better.”

    Vinati Saraf Mutreja

    Vinati Saraf Mutreja

  • In an interview, when Vinati was asked about the biggest deterrent to women pursuing their careers, she said that self-inflicted bias was the biggest deterrent to women rising in their careers. She added that it was the only reason many people did not want to see women in senior leadership in many big business ventures. She explained the facilities her company VOL providing to the female employees. She said,

    If we talk purely about the middle to upper-middle-class urban society most women take up a job after graduation. It is only at some point after starting a family that they succumb to the notion that they have chosen between having a career and having a family. This self-inflicted bias is the biggest deterrent to women rising in their careers and the reason why we don’t see many women in senior leadership. Apart from providing extended maternity leave, we provide flexible working hours to women in our organization. Simply by hiring more women than other factories we can make our environment more conducive to women. Finally, this can only change if men start taking more responsibility at home. This requires a cultural shift and our society will take some time to get there but we are moving in the right direction.”

  • In an interview when Vinati was asked about what she enjoyed most about work, then she said that she enjoyed reading about green, clean and lean chemistry and making the chemicals. She said,

    Coming up with innovative processes to make our niche chemicals. I enjoy reading about green, clean and lean chemistry. I take pride in our excellent record in the environment, health and safety.”

  • In a conversation with a media house, when she was asked how she managed work and personal life then Vinati said that she had learned how to balance work and life through real-life working experiences in the office and at home; however, her most creative ideas came to her when she was in the office. She said,

    Is actually easy to achieve if you stop believing in face time. My most innovative and out of box ideas have come to me when not in the office.”

  • In an interview when Vinati was asked how companies could improve gender diversity at the top level of management. Vinati replied that it was only through encouraging women to take up higher leadership roles in the management and the companies must demonstrate to the women employees that quality time must be valued than quantity time while working. She explained,

    Most women leave the workforce at some point after having children. To encourage women to take higher leadership roles, companies need to demonstrate that quality time at work is more valued than quantity time. Providing flexible work hours and reduced emphasis on after-hours networking are some ways organizations can achieve this.”

  • Vinati Saraf Mutreja has often seen giving investment advice on renowned Indian Business News Channels.

    Vinati on an Indian Business News channel

    Vinati on an Indian Business News channel