Que: Could you briefly share the founding journey of Sunkind India? What are the key milestones the company has achieved so far?

Ans: The idea of building something of my own was always there, even though I come from a well-established business family. For me, it wasn’t about continuing an inherited legacy; it was about creating one of my own. I wanted to test myself in a space that demanded conviction, not comfort. I remember reading The Hard Thing About Hard Things by Ben Horowitz during one of my early career phases, and a line stayed with me: “There are no silver bullets — just lead bullets.” That idea of consistency, ownership, and solving real problems resonated deeply.

At the time, I was closely observing how India’s energy landscape was shifting. Solar wasn’t just a trend; it was a structural opportunity. But the real gap I noticed was between execution and long-term trust. Clients were looking for more than just installation; they wanted systems that delivered performance, scale, and clarity.

That’s how Sunkind Energy was born in 2019 — with a clear purpose: to engineer clean energy solutions for Industrial India. We started small, focused entirely on EPC, and stayed obsessed with execution quality. Over time, we grew through word-of-mouth, delivering more than 200 MW of projects across core manufacturing states like Punjab, Haryana, Rajasthan, and Chhattisgarh.

What followed was a natural evolution. We moved from being EPC contractors to solution providers, expanding into custom-designed structures, O&M, and now, vertical integration with module and cell manufacturing. We’ve signed partnerships with global leaders like JA Solar and Confirmware, and are developing 4 GW of manufacturing capacity in Rajasthan and Madhya Pradesh.

Sunkind today is more than a company; it’s a commitment. A commitment to deliver energy systems that are not only clean and efficient but also engineered for trust. And that journey, I believe, is just getting started.

Que: EPCs and developers entering the solar manufacturing space is a hot trend in the industry right now. What prompted you to adopt vertical integration into the structure, and now solar modules and cells?

Ans: For us, vertical integration wasn’t a trend to follow; it was a decision born out of market requirement and vision. As we scaled our EPC business, I started seeing patterns. Every delay in procurement, every variation in quality, and every unexpected pricing swing directly affected project performance and client confidence. And I’ve always believed that the only way to build long-term trust is to take ownership of the value chain.

When I look back, I realise this decision aligns with the same mindset that inspired me to start Sunkind — if you want to build something reliable, you have to build it yourself, brick by brick. Up until now, manufacturing our own solar structures has allowed us to bring precision, stability and consistency to the projects we deliver.

But it’s not just about market control. It’s about building capability. When you work with industrial clients, you’re not just installing panels; you’re engineering infrastructure. And that requires deeper design thinking, material integrity, and performance benchmarking. By integrating manufacturing into our structure, we’re future-proofing the solutions we offer.

This move also positions us to contribute meaningfully to India’s self-reliance goals in renewable energy. With upcoming manufacturing facilities in Rajasthan and Madhya Pradesh, and support from global technology partners, we’re not just entering manufacturing, we’re building it with intent, innovation, and responsibility.

Que: Could you share more details about your upcoming solar cell facility in Rajasthan and the integrated cell-module unit in Madhya Pradesh?

Ans: We’re setting up a 1.5 GW module manufacturing facility in Mathasula, RIICO Industrial Area, Rajasthan, and a 2.5 GW integrated cell and module plant at Mohasa-Babai Renewable Manufacturing Hub, Madhya Pradesh. Together, these units will add 4 GW of solar manufacturing capacity to our portfolio.

The facilities are being developed with support from global technology leaders like JA Solar and Confirmware PV Manufacturing Solutions, and the production lines will incorporate high-efficiency cell technologies such as TOPCon and back-contact architectures. The plants are expected to begin phased commissioning in 2026. The total investment is INR 200 crore for the Rajasthan plant and INR 1500 crore for the Madhya Pradesh plant.

Que: Inclusion of solar cells in ALMM from June 1, 2026, is expected to create challenges for EPC players, regarding limited availability and higher prices of DCR panels, affecting project timelines. How do you plan to tackle this?

Ans: ALMM inclusion for solar cells is a strong signal for domestic capacity building, and we welcome it. However, as you rightly pointed out, it introduces short-term bottlenecks, especially for EPC firms working on DCR-compliant projects with tight execution timelines.

Our strategy to move into cell manufacturing is partly in anticipation of this shift. By developing in-house cell production aligned with global partners, we hope to ensure supply security, price stability, and long-term compliance for our clients. In the interim, we’re also engaging with developers and DISCOMs to plan procurement cycles with longer lead times.

Que: In your view, what are the most critical policy or regulatory steps needed to accelerate solar adoption and manufacturing in India, especially for MSMEs in this sector?

Ans: For India’s solar ambitions to succeed at scale, empowering MSMEs is not optional — it’s essential. As the country works toward becoming a global hub for solar manufacturing, targeted support for smaller players must be central to the strategy. Backward integration across the value chain will be key to achieving cost competitiveness and reducing dependence on imports.

To enable this, upstream manufacturing needs immediate attention. While India has made notable strides in module and cell production, critical segments like ingot and wafer manufacturing remain underdeveloped. MSMEs can play a significant role here if given the right enablers — including capital subsidies, shared infrastructure, and access to global technologies.

Finance continues to be a major bottleneck. Smaller firms face persistent challenges in accessing affordable capital. Dedicated credit lines, low-interest loans, and a PLI-type scheme tailored specifically for MSMEs would go a long way in building real capacity and encouraging new entrants into the ecosystem.

Regulatory complexity also acts as a deterrent. Schemes like ALMM and DCR are important for ensuring quality and promoting domestic manufacturing, but many MSMEs lack the resources and institutional knowledge to navigate approvals. Fast-track clearances, single-window systems, and dedicated facilitation cells can help address these challenges.

Lastly, investments in skilling and R&D must be expanded. As solar technology rapidly evolves, MSMEs need structured support to adopt advanced solutions like TopCon, HJT, and smart automation. Public-private partnerships for training and targeted R&D funding can help smaller firms stay competitive and future-ready.

With the right policy mix and ecosystem support, India’s MSMEs can become powerful engines of innovation, execution, and energy self-reliance, helping the nation achieve both its climate goals and manufacturing ambitions.

Que: Looking ahead, what are your strategic priorities for the next 3–5 years, and how do you envision Sunkind’s contribution to India’s 500 GW non-fossil energy target by 2030?

Ans: We’re currently focused on commissioning our 4 GW solar manufacturing capacity in Rajasthan and Madhya Pradesh, developed in partnership with global tech leaders. Additionally, we aim to deepen our presence in the solar sector, continuing to deliver high-efficiency systems backed by strong engineering.

We see Sunkind playing a pivotal role in helping Industrial India transition to solar, not just through installations, but by providing end-to-end, tech-enabled systems that improve reliability, economics, and sustainability. By 2030, we aim to contribute 10–12 GW cumulatively, through both installed capacity and manufactured components, while continuing to lead with quality, innovation, and long-term trust.