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Building Bridges Beyond the Table: Lessons on Customer Relationship Management

Customer relationship is not just about contracts, negotiations, and project deadlines. It is about building trust, respect, and sometimes even friendships that last a lifetime. During my long career in Indian Oil Corporation, BHEL, and later in the private sector with Techno Electric Engineering, I experienced firsthand how cultivating deep personal bonds with customers and stakeholders can help overcome the most complex challenges.

In my view, customer relationships are not built in boardrooms or through formal agreements alone. They are forged on the ground, in moments of crisis, in the willingness to go beyond one’s defined role, and in the shared determination to complete a project despite all odds. When both sides align themselves to the common goal of project completion, they transcend the narrow boundaries of “client” and “contractor” and begin to act as true partners.

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Early Lessons – Panipat (Haryana Electricity Board)

My journey with customer relationship at project sites began at the Panipat Thermal Power Station, where Mr. G. P. Sood, the Chief, became like a mentor to me. He openly admitted that his expertise lay in hydropower, not in thermal plants. This honesty created an instant bond of trust. I acted as his technical advisor and took decisions—even flouting certain BHEL restrictions—to ensure the plant ran during Haryana’s acute power shortage. That experience taught me that customer trust grows when you prioritize their problems over rigid rules.

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Brotherhood at Singrauli (NTPC)

At Singrauli Superthermal Power Station, I worked with Mr. S. K. Dasgupta, an old colleague from Barauni Refinery. Our shared background as shift-charge engineers of captive power plants created a brotherly bond. Together, NTPC and BHEL worked as a single pool of experts, commissioning five 200 MW units in just two years—a record then. The lesson was clear: when both sides stop drawing boundaries, teamwork achieves extraordinary results.

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Empowerment at Wanakbori (GEB)

At Wanakbori Thermal Power Station, I worked under the late Mr. K k Dharangdharia, who valued my frankness in admitting weaknesses. He gave me freedom to plan erection and commissioning. GEB contractors even sought my advice directly. This empowerment led us to synchronize to full load within just 24 hours, a record that brought rewards from GEB. The takeaway: empowerment and mutual respect are the cornerstones of customer confidence.

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Friendship at Vizag Steel Plant

At Vizag Steel Plant, Mr. P. K. Chakraborty, Chief Engineer, became a family friend. We worked shoulder to shoulder during crises, and his support was always strengthened by Mr. B. N. Rath, CMD, who stood by us. Beyond the workplace, badminton became a bridge—Mr. Rath, a passionate player, would often come to my flat to pick me up, and we would proceed together to the CISF court. His closeness with me helped smoothen many inter-departmental issues. This reminded me that personal friendship often paves the way for professional harmony.

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Memories from Indian Oil Days

This bond through sport reminded me of my Indian Oil days, when Mr. G. S. Harnal, DGM at Gauhati, would pick me up for badminton while I was still a trainee. Later in Barauni, our sporting bond gave me visibility and acceptance in the refinery community. A small reminder that shared passions outside the workplace create lasting professional goodwill.

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Farakka Superthermal (NTPC) – Overcoming Trade Union Challenges

My last site posting was at Farakka Superthermal Power Station (1991–1994), where Mr. G. S. Sohal, GM NTPC, was already a close friend from our Singrauli days. Bengal was turbulent then—frequent bandhs and aggressive trade unionism tested progress. But our coordination and trust enabled us to commission 2×500 MW successfully. The experience reinforced that personal bonds act as shock absorbers in volatile environments.

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ER HQ and Kathalgudi (NEEPCO)

Later, at BHEL Eastern Region HQ, my association with Mr. P K Kataki, Chairman of NEEPCO, proved invaluable. He was an IIT Kharagpur alumnus, like me, which gave us an instant connection. With his assurance, we tackled the Kathalgudi combined cycle project despite the looming ULFA menace. His back-channel talks even convinced insurgents that the project would ease Assam’s power woes. This was an extraordinary example of how leaders use trust and credibility to create security for execution teams.

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Beyond Retirement – Suzlon Experience

After retirement, I applied the same principle while working with Techno Electric Engineering. With Mr. P. P. Gupta the owner and Chairman of TEECL, I forged bonds with late Mr. Tulsi Tanti of Suzlon and his chief marketing strategist Mr. I. C. Mangal initially Mr Gupta forged personal equation with Mr.Tanti. Their personal trust in me helped us overcome hurdles during the execution of our 211 MW wind power project. Once again, it proved that relationship capital is often more valuable than financial capital.

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Rokhia Plant – Tripura

Another example was the Rokhia Plant in Tripura, where circumstances were especially difficult due to logistical challenges and local sensitivities. The cooperation between the state authorities, project leadership, and our team was not just contractual—it was built on trust and shared commitment. The Chief Engineer on the customer side worked with me almost like a partner, not as a counterpart across the table. Our alignment to the common goal of completing the project for Tripura’s power needs helped us overcome supply delays, terrain issues, and resource constraints. The experience showed once more that relationships built on mutual trust make even remote and complex projects achievable.

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The Core Principle

Across all these experiences, one dictum consistently stood out:

In each case, the ultimate goal of both sides was the same — successful completion of the project. Once this shared goal was recognized, both sides naturally aligned themselves to it, transcending the narrow confines of contractual terms.

Two persons may sit on opposite sides of the table, but a common bridge can always be built. That bridge—be it technical trust, personal integrity, or even a shared love for badminton—transforms a transactional relationship into a partnership. When that happens, obstacles turn into opportunities, and projects turn into milestones.