Meet our People: CP Vyas

When I look back at my years with the organization, I don’t see a straight line, but a journey shaped by both planned choices and unexpected turns. After nearly four decades, these experiences have quietly shaped how I think, lead, and respond. As I prepare for my next chapter, I wanted to share a few of those reflections.

I began my career as a Service Engineer in Mumbai and Delhi, later moving into sales, account management, and branch leadership roles across India. Each transition brought a new perspective and new challenges, from working in remote locations to managing key customer relationships.

A defining moment came when I moved to Baroda as National Sales Manager in the High Voltage business, an entirely new space. Transitioning from sales to operations required a shift in mindset, as I worked closely with production, planning, and quality teams. These experiences reinforced a core belief: adaptability, collaboration, and communication are essential for growth.

If you only choose what you already know, you may feel safe but you will not grow.

In Baroda, we faced a major quality challenge impacting both performance and credibility. Recovery began with accepting reality and responding with transparency.

We worked closely with global teams and customers, strengthened quality processes, and introduced a focused approach by separating crisis management from day-to-day operations.

This experience reinforced a belief I carry with me: calm, clarity, and honesty are critical in navigating any crisis.

When I moved to Nashik to lead the Medium Voltage business, we faced challenges across quality, compliance, performance, and trust.

Rebuilding belief became the starting point. It meant engaging directly with customers, being transparent internally, and strengthening accountability. With strong support from Bruno Melles, we reinforced a “quality and HSE first” mindset. We also strengthened product portfolio management, built technology capabilities and centers, improved operations, and restored trust across stakeholders.

The turnaround was about rebuilding confidence, ownership, and teamwork.

In Bangalore, I led the Electrification Products division formed by integrating Low Voltage and Medium Voltage businesses. The challenge was to build a unified, growth-driven strategy.

We focused on collaboration across teams and customers, expanded market reach, and strengthened portfolio and operational excellence. Establishing governance frameworks and investing in capabilities helped create a scalable and resilient organization.

This phase reinforced the importance of embracing uncertainty and building systems that enable collaboration and long-term growth.

Over the past five years, I have worked in global roles across ABB and Hitachi Energy. These roles deepened my understanding of diverse cultures and complex global operations.

We strengthened operational excellence, enhanced HSE culture, and drove improvements through systems like Integrated Transformer Management. Working across regions requires continuous learning, adaptability, and alignment.

Growth truly comes when you step into roles that challenge your perspective.

Throughout these forty years, I have made career decisions thoughtfully, often balancing professional opportunities with personal priorities. I have always believed that while careers are long, families are irreplaceable. Work gives us identity and purpose, but it should never come at the cost of the relationships that ground us.

For me, retirement is not about stopping, it is about redirecting. I look forward to spending more time in my hometown, Jodhpur in India, and cherishing special moments with my grandson in Bangalore.

In the next chapter of my journey with Hitachi Energy, I will continue to remain closely connected to the Transformers Business Unit. I will support our growth initiatives, work closely with the Real Estate team on the successful execution of our largest investment program, and contribute to the SEOP (Sales, Engineering and Operations Planning) and OMP (Operations Management Program) programs to help develop future leaders.

I also look forward to exploring India more deeply, its rich culture, diversity, and spiritual heritage.

At the same time, I am keen to give back through consulting or part-time engagements, so that my experience and knowledge can continue to support and guide others.

• Be adaptable, continue to learn, stay curious, and take on new challenges.
• Be flexible when life moves you.
• Be honest, transparent, and accountable: especially in difficult times.
• Build and invest in relationships, collaborate openly, communicate with clarity, and empower your people by trusting them to deliver.
• Stay grounded in strong ethics and values. Titles, locations, and roles may change; however, how you respond under pressure stays with you for life.

#MeetOurPeople #ProudtobeHitachiEnergy