Mr. Rajiv Wahi, CEO (International Business), Captain Agri Machinery Exim LLP
In a candid conversation with Diplomatist Magazine, Mr. Rajiv Wahi, CEO of International Business, Captain Agri Machinery Exim LLP, articulates his ambitious blueprint for repositioning India’s agri-machinery sector on the global stage. Charting his trajectory from automobiles and construction equipment to smallholder-centric agricultural mechanisation, Mr. Wahi unpacks the untapped potential of the compact tractor segment, the intricate hurdles of penetrating emerging markets, and the indispensable value of strategic partnerships and ecosystem innovation. With a lens on ingenuity, localisation, and the evolving contours of international agricultural engagement, he presents a visionary roadmap for 2035: elevating India to a leadership role in sub-50 HP tractors, exporting not merely equipment but empowerment, resilience, and sustainable impact.
Your career has traversed automobiles, construction equipment, and now agricultural machinery. What was the turning point that made you recognise agriculture, particularly smallholder-focused mechanisation, as a strategic global growth frontier rather than a traditionally domestic market?
Having spent decades in automobiles and construction equipment, I saw early on how mechanisation transforms productivity and the dignity of labour. The turning point came when I realised that agriculture — particularly smallholder-driven farming — was entering a similar inflection point globally.
Across Asia, Africa, and Latin America, 80% of farmers still operate on under 5 hectares of land. The world has long focused on high-horsepower machines for industrial farms, while the true volume opportunity lies with the small and marginal farmer who needs affordability, versatility, and simplicity.
In my earlier roles, I saw how compact Indian tractors performed brilliantly in Europe and Latin America — proof that India could lead this segment globally. That insight made me see agriculture not as a domestic activity, but as a scalable frontier for inclusive global growth. Captain Agri, with its deep expertise as a pioneer in small tractor development, became the perfect platform to translate that belief into impact.
Captain Agri is focused on mini and compact tractors, often overlooked by global giants. From your vantage point, what is the strategic advantage of this segment, and how can India use that niche to reshape agricultural mechanisation in emerging markets?
The mini and compact segment is not a compromise — it’s the future of sustainable mechanisation.
Strategic advantages include:
For India, this is a niche that can be turned into a global leadership opportunity. We already produce high-quality, cost-efficient tractors that meet global standards. If India becomes the global hub for sub-50 HP tractors, it can redefine mechanisation in emerging markets just as Japan did with small cars in the 1970s.
You have led expansion into 70+ countries across multiple continents. In your view, what is the single biggest structural barrier Indian agri-machinery exporters face in African and Latin American markets today, and how would you propose to overcome it?
The single biggest barrier today is the absence of robust local ecosystem infrastructure — financing, spares, and service.
Indian exporters have strong products, but farmers in Africa or Latin America often struggle with credit access, reliable after-sales support, and consistent parts availability. The solution lies not just in exporting tractors, but in exporting complete ecosystems.
At Captain Agri, we are addressing this by:
Once the ecosystem gap is bridged, the inherent strength of Indian machinery — value, reliability, and simplicity — becomes unbeatable.
Given the shift in global supply chains, localisation and “China+” sourcing models are gaining attention. How is the agri-machinery sector in India positioned in this new paradigm, and what strategic choices is Captain Agri making to leverage this trend?
The global supply-chain realignment is a once-in-a-generation opportunity for India. Buyers today want resilience, diversification, and ethical sourcing — areas where India scores high.
The Indian agri-machinery industry combines engineering capability, competitive cost structures, and democratic governance. Unlike China, India offers transparency and long-term partnership comfort.
Captain Agri’s strategy is two-fold:
1. Localisation in export markets: For example, SKD/CKD assembly in Africa and Latin America to enhance local value addition and comply with tariff norms.
2. Diversified sourcing: We are developing tier-2 and tier-3 vendor ecosystems in India to ensure resilience and agility in the face of global disruptions.
In essence, we aim to position Captain Agri as the preferred global partner in the sub-50 HP “China+1” tractor space — a segment where India can genuinely lead.
Partnerships matter in global markets. Could you share a concrete example of a non-traditional partnership (for example, with a technology firm, finance partner, or local ecosystem) that has accelerated Captain Agri’s international outreach and what lessons you have drawn from it?
At Captain, we have been open to partnering with Global brands and leveraging our mutual strengths. We have been providing our frugal range of Compact tractors under OEM and White labelling to leading brands in Europe, Asia and Latin America. While it helps Captain enter new markets with our products, the enables the global brands to offer a competitive range of Tractors to their channel and customers, thus opening new segments for them. This partnership approach is mutually beneficial and helps us expand our global reach.
Additionally, we’ve worked with micro-finance networks in Africa and Latin America to bundle tractor sales with credit and service assurance. These partnerships taught us that innovation doesn’t always come from R&D labs — it often emerges from ecosystem collaboration.
The key lesson: global success in agriculture today depends on building partnerships and offering innovative solutions to our customers.
Looking ahead to 2035: if you were asked to articulate one bold, visionary goal for India’s agri-machinery exports in the New Global Order, what would it be and what is the first strategic step Captain Agri will take in the next 12 months to begin realising that vision?
By 2035, I envision India becoming the world’s largest exporter of sub-50-horsepower tractors and allied farm solutions, accounting for at least 25% of global small-tractor demand.
This vision aligns with the global call for inclusive mechanisation — enabling every 2–3 hectare farmer, anywhere, to own or access affordable machinery made in India.
The first strategic step Captain Agri will take in the next 12 months is to establish “Captain Global Hubs” in key global geographies with on-the-ground support and service from the Captain team available to our partners and customers in real time. This will convert exports into local ecosystems, transforming us from a manufacturer into a global solutions provider.
That, to me, is the essence of India’s new agricultural diplomacy — exporting empowerment, not just equipment.
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