• We are moving from a largely traditional, relationship-driven industry towards a much more organized, technology-enabled and design-led ecosystem
• Our vision is to become a strategic design and manufacturing partner for organized jewellery retailers
• Our focus is therefore on creating jewellery that is light, aspirational, wearable and design-forward
• I genuinely believe the biggest opportunities for Sky Gold and Diamonds Ltd. are still ahead of us.

Mr. Akash Talesara, a young, dynamic and focused CEO of the fast growing Sky Gold and Diamonds Ltd. shares his vision about leading the Company to the next level of progress. Here are some excerpts of his exclusive interview with gems2jewellery.com:

You recently stepped into the role of CEO after serving as President of Sales & Business Development. What are your top three strategic priorities for Sky Gold and Diamonds Ltd. over the next 12 to 24 months?

A.T.: The next phase of growth for Sky Gold and Diamonds Ltd. is built around three key pillars: scale, innovation and globalization.

First, we want to strengthen our position as a preferred B2B design and manufacturing partner for leading jewellery retailers and brands. Our objective is not simply to increase volumes, but to create greater value through design, technology, speed and reliability.

Second, innovation will remain at the core of our strategy. We are continuously investing in design capabilities, advanced manufacturing technologies, AI-led processes and data-driven decision-making. After adding all the jewellery categories in our portfolio, we wish to be a “One stop Shop” for our customers requirements. Diamond jewellery is one of our priorities for next few years. We want to be a company that anticipates market trends rather than simply respond to them.

Third, international expansion will be a major focus. India is increasingly establishing itself as a global jewellery design and manufacturing hub, and we want to take the capabilities we have built in India to markets across the UK, Europe, the Middle East, the US and other strategic geographies.

Ultimately, our ambition is to build a larger, smarter and globally relevant Sky Gold and Diamonds Ltd., while remaining deeply committed to quality, agility and customer trust.

With a background from both NIFT and IIM, how does blending creative design expertise with management rigor shape your approach to leading a major B2B jewellery enterprise?

A.T.: I have always believed that jewellery is where creativity meets commercial discipline.

My NIFT experience taught me to appreciate design, aesthetics, consumer behaviour and the emotional connection people have with jewellery. IIM, on the other hand, gave me a structured approach to strategy, finance, processes and scalability.

Over more than two decades in the jewellery industry, I have realised that neither can work independently. A beautiful design must also be commercially viable, manufacturable, scalable and relevant to the consumer.

That philosophy strongly influences how I lead. I encourage our teams to think creatively, but execute with discipline. Every idea has to answer two questions: Is it desirable, and can we build a sustainable business around it?

That balance between creativity and execution is particularly important in B2B jewellery, where our success is ultimately linked to the success we create for our customers.

Having over two decades of experience across leading gems and jewellery houses, what core industry shift excites you the most today?

A.T.: The transformation of the jewellery industry excites me the most. We are moving from a largely traditional, relationship-driven industry towards a much more organized, technology-enabled and design-led ecosystem.

Today’s consumer is far more informed and discerning. Younger consumers are looking for jewellery that reflects their personality and lifestyle. They want lighter products, contemporary designs, versatility, value and increasingly, transparency.

At the same time, technology is fundamentally changing how jewellery is designed, manufactured, marketed and distributed.

What excites me particularly is India’s ability to lead this transformation. We have exceptional craftsmanship, a deep manufacturing ecosystem and a growing pool of design and technology talent.

For Sky Gold and Diamonds Ltd., this represents an enormous opportunity to combine India’s traditional strengths with modern technology and contemporary design thinking.

The Indian jewellery retail market is rapidly shifting toward organized, brand-driven players. How is Sky Gold and Diamonds Ltd. positioning itself to be the preferred manufacturing and design back-end for major retail chains?

A.T.: We want to move beyond the traditional definition of a B2B manufacturer.

Our vision is to become a strategic design and manufacturing partner for organized jewellery retailers. That means understanding what their consumers want, identifying emerging trends, developing commercially relevant collections and delivering them with speed, consistency and scale.

One of our key strengths is the ability to bring design, product development, manufacturing and supply-chain capabilities together within one ecosystem.

We also believe that every retail brand has a distinct identity and consumer. Therefore, we work towards understanding that individual positioning rather than adopting a one-size-fits-all approach.

Our ambition is simple: when a jewellery brand thinks about developing a new collection, entering a new category or scaling an existing one, we want Sky Gold and Diamonds Ltd. to be one of the first partners they consider.

Sky Gold and Diamonds Ltd. has seen strong traction with its advance-gold model and asset-light manufacturing. How do these operational models protect margins amidst gold price volatility?

A.T.: Gold price volatility is an inherent part of our industry. The objective is therefore not to eliminate volatility, but to manage the business intelligently around it.

Our advance-gold and asset-light models help reduce the amount of capital that needs to be locked into inventory and minimise unnecessary exposure to gold-price movements.

This approach also improves capital efficiency and allows us to focus our resources on areas where we create the greatest value design, technology, manufacturing expertise, customer relationships and speed to market.

Of course, this needs to be supported by disciplined inventory management, appropriate pricing mechanisms and strong working-capital controls.

In jewellery, gold represents a significant component of the product value. Therefore, operational efficiency in managing the metal becomes just as important as the value we create through design and manufacturing.

You’ve noted that Sky Gold and Diamonds Ltd. sees itself as a design-led partner rather than just a traditional B2B manufacturer. How do you build and sustain a pipeline of high-margin, innovative collections?

A.T.: It begins with understanding that design is not simply about aesthetics; it is about understanding the consumer.

Our teams continuously study global trends, consumer behaviour, fashion movements and retail trends. These insights are then translated into jewellery that is contemporary, differentiated and, most importantly, commercially relevant.

Technology plays a significant role in accelerating this process. Digital design, 3D modelling, rapid prototyping and advanced manufacturing allow us to move from an idea to a finished product far more efficiently.

Our strong in-house design capabilities also enable us to continuously refresh our product pipeline. We look at innovation from multiple perspectives design, construction, weight optimization, manufacturing techniques and consumer relevance.

Ultimately, the real test of a collection is not whether it looks impressive in a presentation. It is whether the consumer wants to wear it and the retailer wants to reorder it.

Consumer demand is increasingly leaning toward lightweight, lower-carat and versatile wear. What design innovations is Sky Gold and Diamonds Ltd. introducing to capture this younger consumer segment?

A.T.: The younger consumer is redefining the role of jewellery. It is increasingly becoming part of everyday fashion rather than something reserved only for special occasions.

This is creating tremendous opportunities in lightweight jewellery, lower-carat offerings, contemporary diamond jewellery and versatile designs that can transition from day to evening.

Our focus is therefore on creating jewellery that is light, aspirational, wearable and design-forward. We are also leveraging innovative construction techniques and advanced manufacturing technologies to create greater visual impact without unnecessarily increasing the weight.

I believe the next generation of consumers will increasingly ask not only, “How much gold is in this?”, but also, “How does this make me feel, and how often can I wear it?” That change in mindset presents a very exciting opportunity for Sky Gold and Diamonds Ltd.

How is Sky Gold and Diamonds Ltd. balancing its traditional gold jewellery strength with the expansion into diamond-studded and value-added categories?

A.T.: We don’t see these categories as competing with each other. We see them as opportunities to build a broader and more comprehensive jewellery ecosystem.

Gold jewellery remains an important part of our DNA and will continue to be one of our core strengths. At the same time, consumer preferences are evolving, and diamonds and other value-added categories allow us to participate in a wider range of occasions and consumer segments.

The advantage we have is that we can leverage our existing strengths in design, sourcing, manufacturing and B2B relationships while expanding into adjacent categories.

Our objective is not to become everything to everyone. It is to become exceptionally good at creating commercially relevant jewellery across multiple categories while maintaining consistent standards of quality, design and execution.

India is cementing its role as a global design and manufacturing hub. What is your roadmap for expanding Sky Gold and Diamonds Ltd.’s footprint across international markets like the UK, Europe, the Middle East and the US?

A.T.: International expansion is an important pillar of our long-term strategy. We believe the opportunity for Indian jewellery manufacturers is no longer restricted to supplying the domestic market. Global retailers are increasingly looking for manufacturing partners who can offer design capability, quality, scale, speed and competitive economics.

Our approach is therefore to build international markets through a combination of direct customer relationships, strategic partnerships and local presence.

The Middle East is particularly important because of its strong jewellery culture and position as a global trading hub. The UK and Europe offer significant opportunities through organised retail and strong Indian-origin consumer communities, while the US represents one of the world’s largest jewellery markets.

However, our approach will be measured rather than purely geographical. We want to build sustainable relationships market by market and establish Sky Gold and Diamonds Ltd. as a dependable global jewellery partner originating from India.

How are recent Free Trade Agreements and shifting global trade routes creating new export momentum for Indian jewellery manufacturers?

The changing global trade environment is creating a significant opportunity for Indian jewellery manufacturers. Free Trade Agreements and India’s expanding network of economic partnerships can improve market access and enhance the competitiveness of Indian exporters. At the same time, global brands are increasingly looking to diversify their sourcing and manufacturing ecosystems.

This plays directly to India’s strengths. India combines craftsmanship, manufacturing scale, design talent and a deeply established gems and jewellery ecosystem. The opportunity now is to transform these strengths into globally competitive, organized manufacturing platforms.

For Sky Gold and Diamonds Ltd., exports are not merely a sales opportunity; they represent a long-term strategic growth engine. As global retailers increasingly recognize India as a high-quality design and manufacturing destination, companies that have invested in technology, processes, professionalization and scale will be well positioned to benefit.

What is the best piece of advice you’ve received in your 20+ year career in the jewellery industry that guides your executive leadership today?

A.T.: One of the most important lessons I have learnt is that business is ultimately about people and trust. Markets change. Technologies change. Products change. Business models evolve. But relationships, credibility and trust remain fundamental.

I have also learnt that a leader cannot build a great organisation by trying to be the smartest person in the room. A leader’s real responsibility is to build a team that is smarter, more capable and more empowered in their respective areas.

That is why my leadership philosophy today is quite simple: listen more, learn continuously, empower people and stay grounded.

After more than two decades in this industry, I have learnt that success is rarely the result of one big decision. It is built through thousands of small decisions, consistent execution and the trust of customers, employees, partners and investors.

And perhaps the most exciting part of my journey is that, despite all these years, I genuinely believe the biggest opportunities for Sky Gold and Diamonds Ltd. are still ahead of us.

Interview by Suresh Chotai