Pankaj Sharma isn’t afraid of a challenge or two – rather, he embraces them. “I’m always looking for problems,” he tells The CEO Magazine. “I’m not happy if I go trang chủ in the evening and I haven’t improved anything during the day. They don’t all have to be major or breakthroughs either – even small improvements are important.”



As part of an industry that is constantly in flux – evolving & developing at a rapid rate – Pankaj believes that flexibility is one of the most useful traits that an employee can develop. “In the environment of manufacturing, everything changes so fast,” he says.

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“The previous methodologies and philosophies become outdated very quickly, so whatever we learn, we learn for today, because in a few years it will need khổng lồ be unlearned và relearned as everything is updated. I think one of the biggest recipes of success is the ability to lớn unlearn and relearn.

I started in automotive, moved to glass, then steel và then electrical water heaters. Now I’m in clippers và trimmers. You need the ability lớn go into a new industry và start from zero.

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“It’s also about adapting, because having lived and worked in different countries, you realise that people are different, cultures are different & mindsets are different. A solution that worked in Italy probably can’t be applied lớn Vietnam – it needs khổng lồ be customised và understood.”

I think one of the biggest recipes of success is the ability to unlearn và relearn.

Pankaj is also a firm believer in the power nguồn of supporting employees and ensuring they’re mix up lớn succeed within the company. “I am really passionate about developing people,” he reveals.

“It’s a target for me, và it’s a target for all of my subordinates, that when we go lớn work, our single goal is that all our employees – wherever they are – should be one level up in one year, in terms of skills, knowledge và confidence of application. That’s a driver for us.”

At the over of the day, Pankaj is a leader who prioritises a people-first, hands-on approach that heralds a transparent dialogue between employee & employer – a mentality that is supported wholeheartedly by Wahl Clipper as a corporation. “Leadership cannot be driven from the boardroom,” Pankaj concludes.

“We need to be present there with the people, making sure that we’re communicating with them in the right way. Until you can drive connection và engagement, you’re just working on a surface level. We have a responsibility to lớn make our vision visible khổng lồ all staff – transparency is a real strength in our company culture, and ultimately that builds trust within the teams.”