Growing Up Together, Leading Together: Anik Dharamshi on Gujarati Bonds, Seamless Succession, and Going Public

Send us a textAnik Dharamshi, Executive Director of HD Fire Protect, shares the journey of one of India’s oldest fire-protection manufacturers. Founded by his uncle in 1990, the business began by developing Indian alternatives to imported fire-safety products, later securing UL and FM global certifications and exporting to 90+ countries.The company is jointly run by first and second generation family members, with clearly defined responsibilities:Anik → Sales & PurchaseSister → Product Development & FinanceBrother-in-law → International Business, Factory, Legal, StrategyFather (retired) → Finance This clarity is described as the core pillar of harmony.A strong Gujarati joint-family upbringing—growing up in the same house, living close even today, children of both families growing up together—creates deep trust and unity. This shared foundation helps them resolve issues naturally without formal conflict-resolution rules.HD Fire has filed with SEBI to go public; auditors long considered them “public-ready” due to strong governance. Anik sees the IPO not as a shift but a continuation of their disciplined, compliant approach.As President of the Fire Protection Association of India, he stresses that fire safety is widely neglected and awareness must rise for safer buildings and workplaces.A mechanical engineer with a master’s in the UK, Anik values technical grounding and ongoing learning. The HBS OPM program broadened his thinking through professors and real-life cases from peers.The family believes in reinvesting profits back into the business, a philosophy he considers central to their growth. His advice to second-gen leaders: respect the legacy, understand your role, learn deeply in the early years, and earn respect through capability—not entitlement.Here are the Top 10 Takeaways from the conversation:Growing up together builds lifelong trust. A shared childhood with cousins creates natural alignment and smoother decision-making in adulthood.Living close strengthens unity across generations. The family still resides within minutes of each other—maintaining the Gujarati value of staying connected (saath rehvu, saathe vadhvu).Clear roles prevent conflict. Each family member handles defined verticals, avoiding overlap and ego clashes—model succession planning.Shared values remove the need for formal dispute policies. Mutual understanding often solves issues before they become conflicts.Legacy mindset guides responsibility. Second generation must honor what was built before them—continuing the “family name” with integrity.Respect must be earned, not inherited. Leadership credibility comes from decisions and capability, not titles.Reinvestment is a core Gujarati business strength. Putting profits back into the enterprise fuels long-term growth and stability.Be public-ready before going public. Strong governance and compliance early on make major transitions smooth.Blend education with family mentorship. Technical knowledge enhances—but does not replace—the wisdom of previous generations.Continuous learning through peer exposure keeps leaders grounded. Programs like HBS OPM broaden perspective and sharpen decision-making.

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