Beyond Business: What 3 Tons of Relief Material Taught Me About Logistics and Leadership

We tend to think that Social work is for retired people or rich people with passive income. I beg to differ. After my experience in providing relief and rehabilitation in Tamil Nadu, I strongly feel that every enterpreneur should spend some time in trying to solve social problems. The experience will provide invalueable lessions in building their businesses - lessons that are never taught in Business Schools or learnt in the ordinary course of lfe.

We often talk about "operations" and "logistics" in the context of IT systems or supply chains. But the most critical project management test of my life wasn't in a boardroom—it was in the aftermath of the Tsunami.

Phase 1: The Logistics of Immediate Relief

After the disaster, I felt compelled to act. I travelled to Chennai as part of an NGO and we started relief work in Cuddalore district along with Ravi Singh of Khalsa Aid, UK. This organization is known the world over for their humanitarian relief work in the worst of the areas. In fact, in 2023 Ravi Singh was nominated for the Nobel Peace award.

A few days later, we got an SOS from Campbell Bay at Southernmost tip of the Andaman & Nicobar Islands southernmost tip and one of the most affected areas. Ravi Singh immediately left for Port Blair, but was refused permission to travel to Campbell Bay as he was a British passport holder. There was no way he could send relief material unaccompanied. He called me and requested me to go to Campbell Bay with material. That was the day when I was to return back to Mumbai, having spend over 10 days in Tamil Nadu. Sensing the urgency of the situation, I agreed and changed my plans to come back.

The logistical challenge was immense: personally transporting and distributing over 3 tons of relief material using various modes of transport to reach remote locations. I met with the then Governor of Andaman & Nicobar islands - Mr Ram Naik, a fellow Mumbaikar. With an authority letter from His Excellency, I managed to secure passage on a ship departing for Campbell Bay and accomplish my mission.

Phase 2: The Strategy of Rehabilitation

Immediate relief is vital, but sustainable recovery requires a long-term strategy. I spent the next two years working in the Cuddalore district of Tamil Nadu to rehabilitate Mullukuturai village.

This wasn't just about construction; it was total redevelopment. It required:

• Liaison: Liaison: Working with government agencies for land and permissions. This was our biggest hurdle. We had to purchase land from the villagers to build a new village away from the coastline. While the TN govt had waived off stamp duty on purchase of land for rehabilitation, we still had to pay registration charges.
• Planning: Supervising town planning and identifying genuine beneficiaries to ensure aid reached those who needed it most.The govenment had laid down strict norms for developing the township and we had to build common amenities like a Community Hall and a Primary Health Center in addition to the houses. In order to comply with the guidelines for building houses, we hired an architect from Chennai who helped us with the layout, design and the bleprints.
• Execution: Constructing 150 new houses, a Community Hall, and a Primary Health Centre. COnstruction took over 2 years during which we faced various challenges. During this phase, I travelled to the site every fortnight. I even managed to understand Tamil - a daunting task for a North Indian.

The Takeaway

This experience reinforced my belief in values-based leadership. Whether managing IT infrastructure, scaling EdTech operations, or rebuilding a village, the core principles remain the same: identify the problem, mobilize resources, and execute with integrity.

I am proud to have played a small part in rebuilding lives in Mullukuturai.