Incorporated in 2015, Anlon Technology Solutions Limited is primarily engaged in the business of providing engineering services. The company provides engineering services for engineering systems, built on automotive chassis and allied areas, majorly for airports, high-rise buildings, and refineries.
The company offers services such as Airport Rescue and Fire Fighting vehicles, High rise building rescue, evacuation and fire fighting equipment, Industrial Fire Engines, Runway Rubber removal and paint removal machines, Runway sweeping and Bay cleaning, Disabled Aircraft Recovery Kit (DARK), Supply of Airport interior components.
There are two primary segments for the bifurcation of the business:
1) Engineering services: Commissions from the Sale of Equipment, Spare Parts Trading, and Maintenance and Service.
2) Designing, Fabrication, and Installation Services: Maintenance and Service for the products sold.
The company clocked a total revenue in FY20, FY21 and FY22 of Rs. 1,381.25 lacs, Rs. 1,444.00 lacs and Rs. 1,958.60 lacs respectively.
The company provides services to clients spread across the country, namely in cities like Mumbai, Bangalore, Thane, Delhi, Hyderabad, Kurnool, Kannur, Jamnagar, Kolkata, Barmer, Ahmedabad, Lucknow, Guwahati, Mangalore and Chennai.
Here are excerpts from the interview with Unnikrishnan Nair PM, Chairman, and MD, Anlon Technology Solutions Ltd, that showcase his vision and leadership:
Q. Can you describe the initial vision and mission of your company when you first started, and how those have evolved leading up to your IPO?
Between 2003 and 2008, I was associated with Vanderlande for setting up the whole baggage handling system for various airports. During this time, I was part of the discussions for setting up the baggage handling system as the government started developing public-private partnership airports with the ICAO regulations. I was requested by the airport authorities to help in finding ICAO-compliant fire trucks, which led me to meet representatives from Rosenbauer in India, who were one of the few suppliers with ICAO-compliant fire vehicles.
In 2007 end of the year majority of the focus shifted to airport firefighting vehicle installation and commissioning works which became major business line for the company later. Over a time, we added multiple OEM partners and expanded into the field of offering life cycle support for high-end equipment in mobile firefighting, airport airside maintenance and spare parts distribution.
Our vision has been to provide life cycle support for all the equipment we are instrumental in selling from the conceptual stage to the end of the life of the vehicle.
During the period when the government started encouraging projects and tenders under 200 crores to be made in India, we seriously considered setting up a manufacturing and assembly plant. This initiative was a key step towards aligning with the government’s ‘Make in India’ policy and meeting the increasing demand for locally manufactured products.
Q. What were the primary challenges your business faced before deciding to go public, and what factors influenced your decision to pursue an IPO?
The sudden requirement for capital and the lack of opportunities for finding financial support, coupled with the high cost of funding, presented significant challenges. Then our team and some of our OEM associates realized the importance of starting an assembly plant to remain competitive in the market. Considering the mandatory requirements of the ‘Make in India’ scheme and the niche market we operate in we have come to a conclusion that IPO is an ideal solution for us.
Q. How did the IPO process unfold for your company, from preparation to the actual public offering?
We received tremendous support from our associates during the IPO process. With their help, we were able to achieve our targeted timelines in a professional manner. The market’s response was overwhelming, as our IPO was oversubscribed by 428 times, reflecting great confidence and enthusiasm from investors.
Q. What immediate changes or impacts did you notice in your business operations and market presence after going public?
Post-IPO, we have been given the opportunity to participate in tenders directly, a role previously handled by our associated OEM. This has significantly increased our visibility in the market, making it easier for us to approach new opportunities as a listed public limited company.
Q. How has the influx of capital from the IPO been utilised to drive your company’s growth and expansion?
The IPO has given us the flexibility to expand from being an exclusive after-sales support company to becoming a manufacturing and assembling company. With the technical support of associated OEM’s we have been able to present several solutions to the market. Additionally, we have acquired our own internal Research and Development and Engineering team.
Q. In what ways has the IPO improved your company’s credibility and relationships with stakeholders, including customers, investors, and employees?
During the IPO what has been promised to achieve through IPO the success of the IPO helped us to convert that into practical reality. And being a listed company has increased our visibility, our adherence to corporate governance values and brand recognition. The expansion post-IPO has instilled confidence in our company’s precious human resource base. This has given our business a new energy. The strong relationships we have built with stakeholders, including customers, investors, suppliers and employees, validate our conviction before and during the IPO. We have proven that our company is on a growth path with our expanded business areas.
Q. Looking ahead, what are your future plans and strategies for sustaining growth and maintaining the momentum gained from your IPO?
Transitioning from an after-sales support company to a manufacturing and assembling entity, our goal is to indigenize most components and integrate cutting-edge technology available from our associates in Make in India-based manufacturing. This strategic move aims to establish ourselves as a comprehensive manufacturer and make a significant techno-commercial impact in the market.
We are focusing on strengthening our supply chain through components and consumables sourced locally making it more sustainable and making available technology at lower costs Additionally, we are expanding our network of associated OEM partners, particularly where the ‘Make in India’ initiative applies, to enhance our local manufacturing capabilities.
Our investment in research and development, coupled with our engineering capabilities, plays a crucial role in our journey towards indigenizing products. This effort not only supports our current operations but also positions us to introduce new and innovative products to meet evolving market demands.
