Abstract
The professional journey of S. M. Mokashi exemplifies the fusion of academic excellence, industrial leadership, and entrepreneurial vision in India’s chemical engineering landscape. Beginning with his education at UDCT (now ICT), he built a distinguished career spanning plant operations, project engineering, global management exposure, and technology entrepreneurship. Through leadership roles at Davy Powergas, co-founding Xytel India, and contributing to academia through teaching and authorship, Mokashi significantly influenced chemical engineering practice, education, and technology commercialization in India.
Chemical Industry Digest interacted with S. M. Mokashi to reflect on his remarkable journey and contributions to the chemical engineering profession. Excerpts from the interaction are presented below. Mokashi has been closely associated with Chemical Industry Digest since its inception as a valued member of its Editorial Board.
Early Foundations in Education
The professional journey of S. M. Mokashi reflects a remarkable blend of academic excellence, industrial innovation, and entrepreneurial vision. Born into an environment that valued education and discipline, Mokashi received his schooling in Pune, where he studied at one of the city’s reputed institutions during the early 1950s. During his formative years, he developed a deep interest in mathematics, science, English, and Sanskrit, subjects taught by highly respected teachers who left a lasting impact on his intellectual growth. His fascination with analytical thinking and scientific reasoning gradually guided him toward a career in engineering.
At that time, the educational system in Maharashtra followed an 11-year school structure, after which students pursued two additional years of college education known as First Year and Inter-Science. These years were crucial for students aspiring to careers in science and technology, as they determined whether one would pursue medicine or engineering. Mokashi’s decision was clear from an early stage—he aspired to become an engineer.
Choosing Chemical Engineering
During the early 1950s, Chemical Engineering was still an emerging discipline in India and far less common than other branches of engineering. It was Mokashi’s elder brother who introduced him to the field and encouraged him to explore it as a potential career. At that time, the program was offered only at a few institutions, including Kharagpur and Bombay Universities. In 1954, Mokashi applied to the University Department of Chemical Technology (UDCT), Bombay—today known as the Institute of Chemical Technology (ICT). Admission to the program was highly competitive. Only 20 students were selected, and just two seats were allocated to students from Pune University, where Mokashi had completed his Inter-Science education.
Securing one of those coveted seats, Mokashi joined the four-year Bachelor of Chemical Engineering (B.Chem.Eng.) program, which had only recently been introduced in 1951. Some of the basic engineering courses were conducted at the nearby Victoria Jubilee Technical Institute (VJTI), providing students with exposure to broader engineering disciplines.
Early Exposure to Industry
As part of the curriculum, students were required to complete a four-week industrial internship after their second year. Mokashi undertook this training at the BEST main workshop in Mumbai, which maintained the city’s trams and buses. Mokashi spent time observing the functioning of mechanical systems, assisting workers with tools, and understanding workshop operations.
Entering the Professional World
In 1958, Mokashi graduated from UDCT with a First Class B.Chem.Eng. degree. Even before completing his studies, he had received a job offer from National Rayon Corporation (NRC) near Kalyan, conditional upon successful graduation. At NRC, Mokashi began his professional career with a monthly salary of ₹275, a respectable income at the time.
The company employed several UDCT alumni in managerial positions, which helped create a supportive and intellectually stimulating work environment. The plant was considered highly advanced for its era, featuring modern instrumentation, systematic layout, and a strong focus on safety and operational efficiency. Mokashi was assigned responsibility for the Water Treatment Plant, a role that provided valuable practical exposure, especially in instrumentation—an area that had not been extensively covered during his undergraduate studies.
Pursuing Higher Studies at IIT Bombay
While many of Mokashi’s classmates went abroad for higher studies, financial constraints prevented him from pursuing that option. Around the same time, the Indian Institutes of Technology (IITs) were being established with international collaboration from countries such as the United States, the United Kingdom, and the Soviet Union. In 1959, IIT Bombay introduced an M.Tech. program in Chemical Plant Design, a subject that immediately appealed to Mokashi. The scholarship offered by the program was nearly equivalent to his NRC salary, and hostel accommodation was also available. Recognizing the long-term value of advanced education, he made the bold decision to leave his job and enroll in the program.
The M.Tech. course combined theoretical instruction with research work. Mokashi’s class consisted of only six students, and the faculty included both Indian professors and visiting Russian experts. While the classroom teaching did not fully meet his expectations, the research component proved intellectually stimulating and provided deeper insights into engineering design.
Early Career Challenges
During his postgraduate studies, Mokashi received an attractive offer from Baroda Rayon, where his former manager P. B. F. Chinoy was to become Works Manager. The position included overseas training, making it highly appealing. However, Mokashi decided to remain committed to completing his M.Tech. degree, believing that abandoning the course midway would undermine his academic goals. After completing his postgraduate studies, he faced a challenging job market. At the time, the chemical industry was in initial foray in India, and IIT Bombay had not yet gained widespread recognition. Eventually, Mokashi accepted a position at a medium-scale chemical plant. The experience proved disappointing due to poor safety practices, limited automation, and a lack of mentorship from experienced senior professionals. Nevertheless, the three years he spent there provided valuable exposure to real-world industrial operations.
At those times, there were very few chemical industries. The industry was evolving and most people considered the hydrocarbon industry as the chemical industry. Jobs were also difficult at that time, though as Mokashi told us, he was lucky to be offered jobs. Later the chemical industry acquired wider meaning encompassing a wide sweep from petroleum, petrochemicals to pharma and all other downstream chemicals.
A Turning Point: Project Engineering Career
A major turning point in Mokashi’s career came in 1964, when he joined Humphreys & Glasgow, a British project engineering company, as part of its Process Engineering Department. Although the organization was well established, the limited number of engineering projects at the time prompted Mokashi to explore other opportunities. In 1966, he joined another British engineering firm, Davy Powergas (DPG). This decision proved transformative. Starting as a Project Engineer, Mokashi steadily advanced to become Project Manager and eventually Director – Technology. Over the next 25 years, he played a crucial role in designing, engineering, and executing complex industrial projects, working across a wide range of sectors, including: Pharmaceuticals, Synthetic Fibers, Petrochemicals and Metals.
Organic and inorganic chemicals
This diversity helped Mokashi develop exceptional versatility as an engineer. Many projects involved scaling technologies from bench or pilot plant level to full commercial production, requiring rigorous engineering calculations and innovative problem-solving. He learned that successful engineering extends beyond the core process plant and must also consider utilities, storage systems, packing and dispatch operations, effluent treatment, instrumentation, and safety studies.
Leadership and Continuous Learning
During his years at Davy Powergas, Mokashi discovered a natural ability to lead and manage multidisciplinary teams. His leadership skills frequently led to his appointment as head of critical and time-sensitive projects. One key lesson from his experience was the importance of never relaxing until a project is fully completed, as unexpected challenges often arise during the final stages.
Global Exposure and Management Training
In his forties, Mokashi attended a six-week Senior Executive Management Program at the London Business School. The program covered topics such as finance, human relations, international law, and strategic management. Among the 20 participants from countries across Europe, the United States, and Asia, Mokashi was the only representative from India. His peers elected him class monitor, a recognition that strengthened his confidence in international professional settings.
According to Mokashi the chemical engineering courses have also evolved over the years in the manner of teaching and from processes to instrumentation. He feels that those who want to pursue an entrepreneurial career, should learn business management also because an entrepreneur has to know administration, marketing, finance management etc. It is also important for entrepreneurs to develop leadership qualities or acquire it. Comparing the stint, he had overseas he said that our teaching and delivery should go beyond bookish mode to more industrial interactions. Lectures should also be delivered in a more exciting manner creating enthusiasm with effective interactions with students.
Entrepreneurship and Innovation
In the early 1990s, Mokashi ventured into entrepreneurship by co-founding Xytel India, in collaboration with partners from Xytel Corporation (USA). The company specialized in high-pressure and high-temperature pilot plants, bridging the gap between laboratory research and commercial production.
Over the next 25 years, Xytel India successfully developed sophisticated turnkey skid-mounted pilot plants for industries such as petroleum refining. In 2014, Mokashi and his colleague Dr. Rama Iyer retired and sold their shares. During this period, the value of their investment had increased more than 400 times, marking a remarkable entrepreneurial achievement.
Academic Contributions and Mentorship
As Mokashi started withdrawing from active professional job, Prof. M. V. Joshi, then Head of the Engineering Division at UDCT (now ICT, Mumbai), invited him to serve as a visiting professor and assist in teaching the Process and Project Engineering course for final-year Chemical Engineering students. When Prof. Joshi later moved to MIT, Pune, they jointly initiated a post-graduate diploma course in Piping Engineering. Despite its importance, piping engineering was rarely taught formally in academic programs. The course therefore filled a major gap and proved to be highly successful both academically and financially.
Dr. V. V. Mahajani who had earlier worked with him at Davy PowerGas, where he was involved in feasibility studies for new chemical projects, collaborated with Mokashi for the joint publication of the book “Chemical Project Economics.” Dr. Mahajani contributed extensively as an author, and the book was widely appreciated by both project engineers and business management students. Subsequently, they co-authored another book titled “Chemical Plant Utilities.” The book provides valuable guidance for both design engineers and plant operating engineers, including those in mechanical disciplines. This book is awaiting publication.
Inspired by his management training, Mokashi later introduced a weekend course on “Chemical Technology Management” for PhD students at the Institute of Chemical Technology (ICT). The course exposed scientists to essential business and management concepts, including technology commercialization, finance, marketing, and project management. Students who completed the program found themselves better prepared for industrial careers and often received significantly higher salaries. Drawing from these lecture notes, he later developed them into a book titled “Management of Chemical Technology.”
He also actively encouraged professors and students to transform research ideas into commercially viable technologies. To support this vision, Mokashi contributed financially to initiatives promoting innovation. In recognition of his contributions, the Institute of Chemical Technology established an Innovation Centre in his name—an honor that stands as a lasting testament to his commitment to engineering excellence, education, and industrial innovation.
