Steering India’s defense manufacturing sector

By pynr.in

03/03/2025

Sahil Luthra’s entrepreneurial energy is ingrained in his very soul, fostered by a family heritage that epitomises inventive commercial acumen. Raised in the vibrant world of enterprise, Sahil was the son of the late Karan Luthra, the visionary ‘Lottery King of India’ who ruled the 1970s and 1980s with his audacious business endeavours! As Sahil watched his father move into land banking with ease, he learned a great deal about flexibility, risk-taking and strategic thinking. His own entrepreneurial trajectory has been greatly impacted by these early experiences, as he currently leads Vijayan Trishul Defence Solutions with a pioneering spirit, fostering innovation and expansion in India’s defense manufacturing industry. He is the epitome of a new breed of entrepreneurs that are changing India’s economic landscape one innovative project at a time. He has over 15 years of varied business expertise. Sahil started his career in land banking with Karan & Co., his father’s business, where he learned a lot about management and business strategy. He further refined his business acumen as a partner in S L INVESTORS & DEVELOPER LLP, preparing him to tackle the intricate realm of defense production. His work supports the government’s ‘Make in India’ campaign, which seeks to increase the nation’s defense manufacturing independence through creativity and workable solutions. Sahil’s father, the late  Karan Luthra, introduced him to entrepreneurship at a young age and his business sense has inspired Sahil’s leadership style! In his spare time, Sahil keeps abreast of advances in the global defense industry and looks into new business ventures to keep his company on the cutting edge of industry trends and technology.

Excerpts from the interview:

Which standard entrepreneurial ideas have helped you navigate changes and how do they translate to the highly strategic field of defense manufacturing?Understanding risk, regulation and long-term sustainability has been a prerequisite for every industry I have entered, including land banking, lottery and now defense manufacture.  Adaptability has served as my compass: as sectors change, so too must business owners.  This flexibility will help defense manufacturers navigate intricate rules, promote innovation and stay in line with national security interests while upholding a sound business plan.

How do you strike a compromise between the need for technological advancement and the limitations imposed by laws and defense procurement procedures?

Defense innovation cannot function independently of policy frameworks; it must be strategic. At VTDS, we’ll make investments in R&D that support India’s procurement and defense regulations, guaranteeing adherence while advancing technology. Our strategy will entail tight coordination with defense installations, policymakers and research and development organisations to close the gap between state-of-the-art developments and practical regulatory requirements.

How do you want to establish India as a major participant in international ammunition supply chains?

Any defense force’s foundation is its ammunition, which guarantees operational preparedness. The impact of ammunition manufacture is more immediate and scalable than that of high-tech weapons, which require extensive R&D cycles. India has the potential to develop into a major global center for the production of ammunition, which would increase strategic exports and lessen reliance on imports. By guaranteeing precision manufacturing, upholding international standards and encouraging future international cooperation, I hope to establish India as a reliable supplier.

Prior to his successful transition to land banking, your father, Karan Luthra, was referred to as the “Lottery King of India.” What particular insights did you get from observing him handle company changes?

I learned two important lessons from my father. The first is that while industries may change, the fundamentals of business—risk assessment, strategic foresight and adaptability—remain constant. Second, the secret to success is seeing opportunities where others see obstacles. His ability to move across industries with ease served as inspiration for my own strategy, which saw defense not just as a sector but also as a chance to make a significant contribution to national security while creating a long-lasting business.

What do you think are the main obstacles that Indian businesses still have to overcome in this industry?

The lengthy procurement process, regulatory impediments and the requirement for greater cooperation between the public and private sectors are the main obstacles. Additionally, a large amount of money and technological know-how are needed for defense manufacture. Faster clearance procedures, stable policies, more funding for domestic R&D and more robust international collaborations to introduce best practices into the Indian ecosystem are all necessary to overcome these obstacles.

In a sector that changes at such a slow rate, how do you make sure Vijayan Trishul Defence Solutions stays competitive and flexible?

Although the defense sector is a long-term one, adaptability will come from staying on top of developments in technology and trends. Modular innovation—creating flexible goods that can be enhanced over time—will be main focus at VTDS. Diversifying holdings, working with up-and-coming digital firms and preserving an adaptable operating architecture that enables to change course in response to market and geopolitical developments are further components of our approach.

In this field, how do you manage the nexus between diplomacy and entrepreneurship?

Defense requires an understanding of the geopolitical environment. We will have ongoing discussions with international stakeholders, defense professionals and policymakers because every commercial choice in this area has strategic ramifications. The objective is to make sure that it enhances India’s standing as a trustworthy international partner in security cooperation while also assisting with its defense readiness!

Do you see chances for foreign collaborations in your work, considering India’s changing defense partnerships with international players?  

Of course. International partnerships contribute technological know-how and “Make in India” guarantees independence. Whether through joint ventures, licensing agreements, or technology transfers, the strategy will be to establish alliances that improve domestic capabilities. The objective is for India to develop a defense ecosystem that is self-sufficient while blending in with international supply chains.

What technical advancements or changes do you think will reshape modern warfare and defense tactics over the next ten years, as someone who keeps up with international defense trends?

AI-powered defense systems, self-governing drones, intelligent weapons and next-generation cybersecurity will be the main forces behind combat in the future.  Hypersonic weaponry and quantum computers will also change offensive and defensive tactics. We will keep a careful eye on these advancements to make sure that our defense and ammunition options adapt to the needs of contemporary combat situations.

Leaving a legacy is an ambition shared by many businesspeople. What type of influence do you think it will have on India’s defense environment?

Our goal is to establish India as a major participant in the global defense supply chain and to make it self-sufficient in defense manufacture. Beyond business, I want it to further India’s strategic strength by guaranteeing that our military personnel have top-notch gear, encouraging domestic innovation and building an environment where India leads the development of defense technology rather than merely consuming it.