Praveen Gupta, Chief Operating Officer at STS Group, shares how empathy, technology, and culture drive lasting business excellence.
Q. You’ve built your career in operational leadership. How has your leadership philosophy evolved as you transitioned into senior roles like COO?
My professional journey started in 1982, embarking on product selling and setting up a manufacturing unit. I began my professional career with India’s leading industrial and household brand name Godrej (Godrej & Boyce Mfg. Co Pvt Ltd.). My stint here provided me with solid experience, gaining deeper insights on professionalism as well as building strong customer relationships. Then I established a denim garment manufacturing plant for Ahmedabad-based textile giant Chiripal Group (Nandan Denim Ltd.). Here, my negotiation skills were brought to the fore while interacting with international machinery suppliers and being involved in the intricacies of the manufacturing processes.
Subsequently, I joined one of the leading transport companies, V-Trans, heading their strongest region, and drove the company’s philosophy of changing its culture from a traditional to professional one. Today, I serve STS, again a transport and logistics company, reputed for its pan-India operations as a leader in the segment. Throughout my career, my mantra for success has been based on three pillars: guide the team, deliver first and deliver the best.
Q. What frameworks or principles do you rely on to ensure operational efficiency while still enabling innovation and growth?
Online monitoring, continuous analysis, and pragmatic guidelines to field personnel play a vital role in any organization’s growth.
In the SCM and logistics industry, we need cost-efficient performance, adhered to through the best planning and management. The power of digitization has been one of the key factors we consider. Actively managing shipments using modern shipment visibility technology like RFID and barcode systems improves tracking, reduces waste and the number of rejected shipment incidents, enhances detention rate monitoring, and proactively mitigates in-transit excursions. Companies that adopt technology and digitalization will have more opportunities to grow.
“I want to remain at the forefront,
not just as a service provider,
but as a partner in life transitions”
Q. In today’s rapidly changing business environment, how do you balance short-term execution with long-term strategic priorities?
STS has come a long way from being a traditional transport company to becoming a national-level, systems and technology-driven, well-diversified company. The key factors we focus on include smart fleet management, retail transportation, and precise logistics supply chain solution offerings. Today, all vehicles are equipped with trackers and are on a 24×7 monitoring system managed by our qualified teams. This reduces the time spent by personnel monitoring shipments for deviations, leading to improved communication between consignor and consignee. This is how we stay responsive to immediate demands while keeping our long-term growth strategy firmly on track.
Q. What role does organizational culture play in operational success, and how do you actively shape it within your teams?
I believe that cultural change is more than logistics; it is about bridging the gap between cultures, people, processes, and new possibilities. I’m a firm believer that great customer service starts with a strong internal culture. We prioritise mutual respect, open communication, and shared purpose. We celebrate both individual achievements and team milestones. I also encourage personal growth by supporting training, mentorship, and cross-functional learning. When people feel trusted and empowered, they bring that energy to their work, and our customers feel the difference.
Q. What key mindset shifts or capabilities should emerging leaders develop to succeed in operations and executive leadership roles today?
I believe in leading from a place of empathy and clarity. Every team member is encouraged to take ownership, contribute ideas, and feel proud of the difference they are making in the business. My vision is to create experiences that are not just efficient but memorable. We want our customers to feel genuinely delighted, not just happy. I want to remain at the forefront, not just as a service provider, but as a partner in life transitions. I also believe that to achieve operational excellence, SCM and logistics organizations must automate and streamline operations, leverage smart technology to accomplish more with fewer staff, diversify their carrier networks, and embrace digitalization. Smart operations is the success mantra.
