Back in 2011, Polaris Inc. was recognised globally for its world-class ATVs, but entering the Indian market posed significant challenges There was no established market, no distribution, and no demand. Just regulatory hurdles and untapped potential.
That’s when they hired Mr Pankaj Dubey as leadership. As the CEO of Polaris India he was tasked with building the business from the ground up, from sowing the seeds to nurturing the plant.
The concept of recreational off-roading was introduced to India through the establishment of Polaris Experience Zones, allowing customers to get a real feel of ATVs.
By the mid-2000s, Intex Technologies was known primarily as a peripheral IT player. The
mobile phone market in India was beginning to take shape, but was dominated by global
brands with entrenched supply chains and deep consumer loyalty.
It was during this time that Pankaj Dubey, our Founder and CEO, was brought in to launch
and lead Intex’s mobile handset business. From 2005 to 2007, under his leadership, the
business underwent a period of exponential growth, scaling from ₹118 crore to over ₹8000
crore in turnover.
Back in 2011, Polaris Inc. was recognised globally for its world-class ATVs, but entering the Indian market posed significant challenges There was no established market, no distribution, and no demand. Just regulatory hurdles and untapped potential.
That’s when they hired Mr Pankaj Dubey as leadership. As the CEO of Polaris India he was tasked with building the business from the ground up, from sowing the seeds to nurturing the plant.
The concept of recreational off-roading was introduced to India through the establishment of Polaris Experience Zones, allowing customers to get a real feel of ATVs.
Back in 2011, Polaris Inc. was recognised globally for its world-class ATVs, but entering the Indian market posed significant challenges There was no established market, no distribution, and no demand. Just regulatory hurdles and untapped potential.
That’s when they hired Mr Pankaj Dubey as leadership. As the CEO of Polaris India he was tasked with building the business from the ground up, from sowing the seeds to nurturing the plant.
The concept of recreational off-roading was introduced to India through the establishment of Polaris Experience Zones, allowing customers to get a real feel of ATVs.
By the mid-2000s, Intex Technologies was known primarily as a peripheral IT player. The mobile phone market in India was beginning to take shape, but was dominated by global brands with entrenched supply chains and deep consumer loyalty.
It was during this time that Pankaj Dubey, our Founder and CEO, was brought in to launch and lead Intex’s mobile handset business. From 2005 to 2007, under his leadership, the business underwent a period of exponential growth, scaling from ₹118 crore to over ₹8000 crore in turnover.
By the mid-2000s, Intex Technologies was known primarily as a peripheral IT player. The mobile phone market in India was beginning to take shape, but was dominated by global brands with entrenched supply chains and deep consumer loyalty.
It was during this time that Pankaj Dubey, our Founder and CEO, was brought in to launch and lead Intex’s mobile handset business. From 2005 to 2007, under his leadership, the business underwent a period of exponential growth, scaling from ₹118 crore to over ₹8000 crore in turnover.
By the mid-2000s, Intex Technologies was known primarily as a peripheral IT player. The mobile phone market in India was beginning to take shape, but was dominated by global brands with entrenched supply chains and deep consumer loyalty.
It was during this time that Pankaj Dubey, our Founder and CEO, was brought in to launch and lead Intex’s mobile handset business. From 2005 to 2007, under his leadership, the business underwent a period of exponential growth, scaling from ₹118 crore to over ₹8000 crore in turnover.
By the mid-2000s, Intex Technologies was known primarily as a peripheral IT player. The mobile phone market in India was beginning to take shape, but was dominated by global brands with entrenched supply chains and deep consumer loyalty.
It was during this time that Pankaj Dubey, our Founder and CEO, was brought in to launch and lead Intex’s mobile handset business. From 2005 to 2007, under his leadership, the business underwent a period of exponential growth, scaling from ₹118 crore to over ₹8000 crore in turnover.
A robust vendor and manufacturing ecosystem was developed across Taiwan and Chaina, enabling competitive pricing and consistent supply. Strategic brand partneerships were forged- including with Disney and the Bollywood film Guru, helping build mainstream consumer appeal in an increasingly competitive market.
A high-performance leadship team was also assembled, many of whom would go on to be
influential game-changers in the industry. The strong talent foundation helped sustain the
company’s growth long after the initial scale-up.The result was a complete transformation- Intex went from a niche IT accessories player to one of India’s top mobile phone brands. This success was not just about market share, it demonstrated how sharp strategic vision, speed of execution and the right partnerships could disrupt an entire industry.
By the mid-2000s, Yamaha India was facing a steep decline, with its brand drifting toward irrelevance in a fast-evolving motorcycle market. A once-iconic name was nearing market exit - until a bold revival strategy was put into motion.
Between 2007 and 2010, the turnaround was led by DSPIN CEO Pankaj Dubey, serving as National Business Head at Yamaha. During this time, Yamaha’s transformation became one of the most talked-about revivals in the Indian automotive sector.
A fresh brand identity was cultivated, pivoting Yamaha toward the youth segment and reigniting aspiration through performance and design. This shift was anchored by the launch of iconic models such as the R15, FZ16, Fazer, SZ, and VMAX.
The “Yes Yamaha” marketing campaign was introduced, along with the innovative Yamaha Bike Station concept, offering an elevated retail and ownership experience. Dealer policies were overhauled, including the rollout of an advanced payment system.
The results were striking: revenue grew from ₹450 crore to ₹2,500 crore in just three years.
More importantly, Yamaha was brought back into the cultural mainstream, regaining
relevance among young riders and significantly enhancing its market share.
This revival stands as a clear example of how the perfect balance of brand, product, and channel strategies can breathe new life into even the most challenged businesses.
With the global shift toward clean mobility accelerating, the challenge in India was clear - how to enable scalable, cost-effective EV adoption while balancing infrastructure constraints and policy complexity.
Under the leadership of the our Founder & CEO Pankaj Dubey, DSPIN Consulting positioned itself at this intersection of innovation, strategy, and service. As a strategic advisor, DSPIN facilitated the India entry of Power Global - an American EV innovator founded by a former SpaceX engineer - bringing cutting-edge battery and retrofit solutions to the Indian market.
Innovations such as swappable battery systems and EV retrofit kits were introduced, tailored for both urban and rural deployment.
A cost-efficient, scalable supply chain was also developed, specifically designed for India’s
unique conditions and economic realities.
A high-performance cross-functional team was assembled, drawing talent from Tata, Exide, Hero, Mercedes-Benz, and other industry leaders. DSPIN actively engaged with policy- making bodies such as NITI Aayog and the Ministry of Road Transport and Highways (MoRTH), advocating for EV-friendly reforms to support adoption at scale.
