As India’s electronics manufacturing ecosystem gathers pace, Tescom Private Limited is scaling alongside it. In this exclusive conversation, Nandini B from Tescom Private Limited, tells EFY’s Akanksha Sondhi Gaur and Nikita Kumari how the company crossed ₹1 billion in turnover, won the confidence of global customers, and is preparing for its next phase of growth.
Q. What kind of customer response are you seeing currently, and what does it indicate about the mood in India’s electronics manufacturing sector?
A. We have been actively engaging with customers across regions, which has given us a fresh opportunity to connect with North India’s rapidly growing electronics ecosystem. The initial response was gradual, but momentum picked up quickly and has since been highly encouraging. We are seeing strong interest, serious business discussions, and positive energy across the industry. It clearly shows that India’s electronics sector is no longer in a gradual growth phase. It is expanding rapidly. There is visible excitement among manufacturers, original equipment manufacturers (OEMs), investors, suppliers, and technology partners.
Q. What exactly do global customers expect from an Indian contract manufacturer today?
A. Their expectations are very clear. First, they want scalability. Customers do not want a partner who can only build prototypes or small batches. They want someone who can grow with demand. Second, they expect strict quality adherence through certifications, process discipline, traceability, inspection systems, consistency, and low defect rates. Third, they expect commercial competitiveness. However, today, cost alone is not the deciding factor. Quality, responsiveness, and the ability to ramp up quickly are equally important. If an Indian manufacturer can combine scale, quality, speed, and competitiveness, global customers are ready to engage.
Q. Which sectors are currently driving your business growth?
A. Automotive has traditionally been one of our strongest sectors and continues to remain important. At the same time, newer high-growth opportunities are emerging from Internet of Things (IoT) products and modules, telecom electronics, radio frequency (RF)-based products, defence electronics, aerospace, and medical electronics. So, while automotive and medical remain strong foundations, the next wave of growth is clearly being driven by connected devices, communications, and strategic sectors.
Q. Telecom and RF manufacturing are emerging areas. Why are they important now?
A. Telecom infrastructure is expanding rapidly, and connectivity is becoming central to both industrial and consumer systems. This creates demand for electronics requiring precision manufacturing, RF expertise, shielding, reliability, and strong process control. RF-based products are particularly exciting because they typically involve higher-value manufacturing, specialised assembly, and tighter tolerances. As India strengthens its telecom ecosystem and indigenous technology capability, this can become a major growth engine.
Q. You also mentioned defence and aerospace. How significant are these opportunities?
A. They are becoming extremely important sectors for India. As a country, we need resilience and self-reliance in critical technologies. Electronics sits at the heart of modern defence systems, avionics, control platforms, surveillance systems, and mission-critical equipment. The growth we are seeing here is substantial. In many ways, defence and aerospace are becoming the strategic nerve centre of advanced electronics manufacturing in India.
Q. You mentioned flexible PCBs. How big is this opportunity?
A. Flexible printed circuit boards (PCBs) are definitely a growing segment. Wearables, compact medical devices, portable electronics, automotive modules, and next-generation consumer products are increasingly adopting flex and rigid-flex designs because they save space, reduce weight, and improve form factors.
India still has limited domestic suppliers that can deliver high-quality flex PCBs with speed and consistency, creating a major opportunity for local ecosystem development. We need stronger domestic capability in flex PCBs, rigid-flex PCBs, advanced multilayer boards, and fast-turn prototypes with production-grade quality. Reducing dependence on imports in this segment should be a priority.
Q. Tell us about your manufacturing facility. How much is done in-house?
A. Our manufacturing is largely complete in-house from an assembly and integration standpoint. We operate around 10 surface mount technology (SMT) lines that are highly automated from loader to unloader, supported by advanced quality systems such as solder paste inspection (SPI), automated optical inspection (AOI), X-ray inspection, and other modern process-control systems. Where we still depend externally is on bare PCBs and electronic components. However, for PCB assembly, system integration, and production execution, we are fully capable in-house.
Q. Which machine brands do you use, and why?
A. We primarily use Yamaha lines, Panasonic lines, Mirtec AOI systems, X-ray systems, and some Juki machines. These were selected based on long-term performance, consistency, uptime, support, and manufacturing accuracy. Over the years, we have learned that machine reliability matters as much as specification sheets. We are also trying to standardise around one or two major platforms to reduce changeover time, simplify maintenance, and improve efficiency.
Q. Are you still investing in new machines regularly?
A. Yes, continuously. Demand is rising, and some older machines may not support newer component sizes or the placement precision now required. As a result, we keep investing in new placement machines, X-ray systems, inspection systems, and process quality equipment. Typical investments range from ₹5 million to ₹10 million or more per machine. This is not occasional spending. It is a continuous process.
Q. Your capacity planning model seems unusual. Why do you keep spare capacity?
A. As a contract manufacturer, speed is critical. Customers cannot wait months for a production slot. Our internal policy is to operate at around 70 to 75% line loading while retaining 20 to 25% spare capacity. This allows us to take on urgent customer programmes, start new projects quickly, support sudden demand surges, reduce bottlenecks, and maintain responsiveness. Once spare capacity begins filling up, we start planning fresh investments, creating a seamless expansion model.
Q. How quickly can you onboard a new customer project?
A. If the Bill of Materials (BoM) validation and purchases, documentation, tooling, and process readiness are completed, then, from a manufacturing line availability standpoint, we can be ready in around one week. That speed matters greatly in today’s market.
Q. Supply chains have been unstable globally for years. How has that affected your business?
A. The last four to five years have been challenging. The industry has faced COVID disruptions, logistics shocks, component shortages, geopolitical tensions, and wars. However, the ecosystem has matured significantly. We now manage these challenges better through stronger systems, better planning, alternative sourcing, and support from global partners who provide visibility and mitigation inputs. Supply chains remain challenging, but today they are manageable.
Q. How does currency fluctuation impact electronics manufacturing?
A. Currency volatility directly affects us because many components and materials are imported or dollar-linked. A quotation may be submitted to a customer, but if the dollar rises sharply during negotiations, the cost structure changes. That creates commercial pressure for both electronics manufacturing services (EMS) companies and OEMs. We use escalation clauses where possible, but many customers operate with frozen end-product pricing. So, cost pressure often gets distributed across the supply chain.
Q. You recently crossed ₹1 billion turnover. Why is that milestone important?
A. Crossing ₹1 billion is more than a financial milestone. It is a credibility milestone. Many global customers and investors begin taking a company more seriously after that point. Even if the capability exists earlier, the market often uses turnover as a confidence marker. For us, growing from ₹500 million to ₹1 billion was a major challenge. In many ways, that phase can be harder than growth after ₹1 billion.
Q. Are investors showing interest now?
A. Yes, investor enquiries have started coming in. Now that we have crossed ₹1 billion, we are evaluating whether to bring in investors during the course of this year. However, we want the right strategic fit rather than rushing the process.
Q. Do you have initial public offering (IPO) or listing plans?
A. Not immediately. We may consider a public listing in around two years, depending on our growth trajectory and valuation. For us, valuation matters more than turnover. We would like the company valuation to reach around ₹3 billion before seriously pursuing an IPO.
Q. What are your revenue growth plans over the next few years?
A. Last year, we crossed ₹1 billion. This year, we are targeting close to ₹2 billion, and based on the current order book, that looks achievable. However, we remain cautious, as geopolitical developments can still impact business sentiment and supply chains. Beyond that, our roadmap is to reach ₹3 billion, and further, we want to reach ₹7 billion within the next five years. The opportunity exists, but execution discipline remains critical.
Q. What advice would you give entrepreneurs entering electronics manufacturing?
A. Electronics is one of the biggest growth opportunities today, but success requires discipline. New entrants must focus on cost consciousness, global competitiveness, process discipline, a deep understanding of customer requirements, customisation capability, on-time delivery, quality consistency, and long-term trust building. It is not enough simply to buy machines and create capacity. Everything must align with customer expectations.
Q. Finally, what is your broader vision for the next three to five years?
A. The industry is opening up rapidly, and opportunities are coming from multiple directions. Our job is to keep our eyes and ears open, stay agile, avoid missing opportunities, keep investing wisely, and scale responsibly. If we continue doing that, growth will naturally follow.
