RAJESHKUMAR SANKLA

“Hailing from a quintessential merchant clan and being the son of a reputed salt merchant of Pune, Mr. Naupatlal Sankla, he saw great underlying potential in the real-estate sector.”

Foresight distinguishes the extraordinary from the ordinary, and Mr. Rajeshkumar Sankla is a prime example of this rare quality. Raised in a merchant family, he recognised the potential of Pune’s real-estate sector in the early 1980s. His ability to find possibility in seemingly obscure situations led him to lay the foundation of Siddhivinayak Groups in 1986, propelling him to a respected position in Pune’s realty sector.

“This isn’t your regular salt business; construction is a different ball game altogether.”

Although the family salt business was flourishing, the entrepreneur in Rajeshkumarji was drawn to new avenues. An old property in PCMC caught his eye, and he explored developing it with other builders. When most investors questioned the parcel’s financial viability—and one builder offered the remark above—those words became a challenge. With the blessings of his father, he developed the property himself. The result was Giriraj Housing Complex in 1986: a 300+ unit residential-and-commercial landmark at PCMC, along with his first temple, Giriraj Ganesh Mandir.

“The growth story of PCMC was symbiotic with Pune’s meteoric rise into a bustling metropolis, and Siddhivinayak Groups played a pivotal role.”

In 1986, Pimpri Chinchwad was still known as an old town. Industrial growth driven by Hindustan Antibiotics, Telco, Kinetic Engineering, Force Motors, Bajaj Auto, SKF Bearing India and Thermax brought a large influx of workers. Rajeshkumarji recognised their housing needs much before affordable housing became a buzzword. In 1990, Siddhivinayak Nagari—a 45-acre township of more than 1,200 apartments—became a benchmark for quality, design, and cost-effectiveness, helping reshape the real-estate landscape of Pune and PCMC.

“Mr. Rajeshkumarji Sankla has a veritable track record of unearthing gems in the real-estate landscape of Pune and PCMC.”

Whether in NIBM, Aundh, Vishrantwadi, Talegaon, Bhosari, Akurdi, Pimpri Chinchwad, Pimple Saudagar, Hadapsar, or elsewhere, his leadership helped identify and unlock potential long before it was widely recognised. Elegant yet economical projects became a hallmark. His introduction of PCMC’s first mall concept—Jai Ganesh Vision at Akurdi—was an iconic milestone that transformed the region’s commercial landscape.

“A future-focused, globally aware young scion has spearheaded management processes and structural changes at every level.”

As Siddhivinayak Groups marks a new phase of growth, Mr. Rushabh Sankla, Vice Chairman and Executive Director, carries the mantle forward. Introduced to the business during his college years and an MBA graduate of the SP Jain Institute, he brings new-age dynamism to old-school ethics. His focus on management processes, structural improvements, and value-chain excellence is shaping the organisation into a stronger real-estate force for the future.

“Elegance doesn’t necessarily have to be ostentatious; smart sourcing of materials, ingenuity in design, and time-bound execution can create a classy yet cost-effective product.”

Elegant yet economical remains the guiding principle behind every Siddhivinayak Groups creation. Each endeavour seeks to achieve density and efficiency in spatial requirements without compromising the openness, exclusiveness, and quality that every project deserves.

“This concept was a tribute to Mr. Sankla’s mother, Mrs. Pramilabai Naupatlalji Sankla, and to women entrepreneurs with the desire to build a business.”

Two pivotal projects changed the course of the organisation’s history. Among them was World of Mother, a commercial complex launched in 2003 exclusively for women entrepreneurs. Comprising 271 shops priced 25% below the prevailing market rate, it was a visionary initiative inspired by Mrs. Pramilabai Naupatlalji Sankla. The idea arose from a simple conviction: national progress is incomplete without women’s progress. The project sold out within months and became an initiative far ahead of its time, serving both entrepreneurial ambition and the public interest.