Today, India stands on the threshold of a once-in-a-generation opportunity that could redefine its role in the global aerospace supply chain. It’s no longer just about fulfilling offset obligations or being a secondary destination for manufacturing. The world is watching India, and it’s ready to lead. At the forefront of this transformation is Jeh Aerospace, co-founded in 2022 by aerospace veterans Vishal R Sanghavi and Venkatesh Mudragalla. With deep roots in India’s engineering talent and a bold US presence, Jeh is redefining what the world expects from Indian manufacturing.
An alumnus of Ramrao Adik Institute of Technology (RAIT), Vishal R Sanghavi completed his Bachelor of Engineering in Electronics and Telecommunication in 2005 with First Class honours. With nearly two decades of experience in the aerospace and defence industry, Vishal has held leadership positions in some of India’s most prestigious aerospace ventures, including the Tata-Boeing, Tata-Sikorsky, and Tata-Lockheed Martin joint ventures. Today, he is the Co-founder and CEO of Jeh Aerospace, a company on a mission to revolutionise precision manufacturing and elevate India’s role in the global aerospace supply chain.
In an exclusive conversation with Machine Maker, Vishal shares how Jeh Aerospace is not just manufacturing high-precision aerospace components but building belief in India’s engineering capabilities, one micron at a time. In the last three years, Jeh Aerospace has swiftly positioned itself as a trusted partner for global OEMs: cutting-edge certifications, strategic funding, and a strong focus on supply chain resilience back it.
Jeh Aerospace is based out of the US, with its manufacturing capabilities in the growing industrial capital of Telengana, Hyderabad. Vishal is on a mission to reimagine aerospace manufacturing through cutting-edge technologies—robotic automation, AI, AR/VR—and the strategic vision of friend-shoring. Backed by his impactful legacy at the Tata Group, where he led game-changing joint ventures with Boeing, Sikorsky, and Lockheed Martin, Vishal is now steering Jeh Aerospace to become a new-age manufacturing powerhouse, delivering 10x better, faster, and more cost-efficient solutions for the world’s aerospace giants.
Building Resilience, One Link at a Time
When the world’s most advanced helicopters take flight, or critical commercial aircraft soar across continents, there’s a quiet confidence in the precision behind every part. For Vishal, that confidence is personal. Vishal—alongside his long-time colleague Venkatesh Mudragalla—launched Jeh Aerospace with a bold vision: to bridge the growing global gap in aerospace supply chains through speed, quality, and innovation.
“So Venky and I were quite fortunate to be part of India’s aerospace growth story through the Tatas,” Vishal reflects. “We were at the right place at the right time with the right group, doing the right things with the right team. That helped.”
Vishal’s words echo his deep gratitude and pride for the experiences that shaped him. As the former Tata Boeing Joint Venture CEO and previously a leader at Tata Sikorsky and Tata Lockheed Martin JVs, he wasn’t just part of India’s aerospace boom—he helped build it. His teams tackled some of the industry’s most complex projects, from manufacturing the fuselage of the world’s most lethal Apache helicopters to producing the vertical fin for the 737 MAX.
“We did complex aerospace work,” he adds with quiet conviction. Recognition came in powerful moments. In 2022, Boeing and its team honoured Vishal as Supplier of the Year—an accolade given to only a handful of over 20,000 suppliers. Venky, too, led excellence in manufacturing at Tata Sikorsky, with acknowledgements from Rolls-Royce and GE for their unmatched precision.
But even the most decorated journey isn’t immune to turbulence. The back-to-back black swan events—the 737 MAX grounding followed by the COVID-19 pandemic—shook the aerospace industry. Layoffs, closures, and uncertainty followed. Yet, in that void, a vision emerged.
“After COVID, the demand bounced back to pre-pandemic levels,” Vishal explains. “But the supply—people, processes, factories—it takes time to rebuild all that. That’s why the entire industry is now talking about supply chain resilience. And Jeh Aerospace was formed to build that resilience—one link at a time.”
A Vision Rooted in India, With a Global Mission
When Jeh Aerospace was born, Vishal and Venky’s mission was clear: Build a new-age, technology-first aerospace manufacturing company from the ground up, one that could compete with the best in the world.
“And we started, and we are at this point, focusing on manufacturing aero-engine and aero-structure components,” shares Vishal. “We’ll be taking on bigger and more complex work as we mature in this journey.”
The foundation of Jeh’s operations lies in Hyderabad, a city Vishal calls a natural choice. “Everything we did in the Tata aerospace venture was out of Hyderabad. So when it came time to build Jeh Aerospace, Hyderabad was the obvious place,” he explains.
From a modest team to a growing force, Jeh Aerospace now employs nearly 50 professionals—young, driven, and deeply skilled. At the heart of the operation, Venky oversees all manufacturing activities, ensuring the same level of excellence they once delivered in their corporate roles.
A Leap of Faith, Fueled by Perseverance
“There was—and still is—huge demand in the industry,” Vishal recalls. “But with so many disruptions, suppliers couldn’t deliver on time. We knew there was a gap. A big one. But stepping in to fill that gap wasn’t easy.”
On August 15th, 2022—India’s Independence Day—Vishal and Venky made a symbolic exit from the Tata Group, closing a proud chapter of their lives. “We started the Jeh Aerospace journey on 16th August 2022,” he shares. “For the first few months, we were just trying to wrap our heads around what we needed to do.”
It was a daunting transition—from leading massive joint ventures to becoming a two-person startup with a dream and a deck. “We struggled badly during the first year, year and a half,” Vishal admits. “Why would anyone trust you to deliver critical aerospace components when all you have is a presentation and no infrastructure?”
That uphill climb was made steeper when Vishal made the tough call to move to the U.S. with his family in December 2022, aiming to get closer to customers and unlock global contracts. “I moved to the US with my family to be closer to the customers, win contracts, and raise funding,” says Vishal. “I’m based out of Atlanta but often visit Hyderabad.”
Meanwhile, Venky held the fort in India, managing operations and keeping the vision alive.“We always knew the Tata name opened doors like nothing else,” Vishal reflects. “But now, we were on our own. And nothing prepares you for that feeling—when your past doesn’t guarantee your future.”
There were days when giving up might’ve seemed like the practical option. But they didn’t even when the odds piled up. “I had to sell my house in Hyderabad just to keep us going,” Vishal reveals, his voice heavy with emotion. “Venky and his wife discovered they were expecting a child during this time. It was a scare. But he didn’t flinch. He stood tall and kept going.”
Their perseverance didn’t go unnoticed.
“A few people decided to trust us. A few people decided to put business in us,” he says. “And that’s when things started to move. Once you persevere, you start to get lucky.”
Fast-forward to today, and Jeh Aerospace is no longer just an idea. They’re leading with nearly 50 full-time employees, and many more indirectly, a sprawling 60,000 sq. ft. Grade-A shop floor in Hyderabad and an expanding suite of high-end CNC machines. “We have 25 machines on our floor,” Vishal beams. “And more importantly, we have customers who are mind-blown by the speed and quality of our deliveries.”
Engineering the Impossible
“We manufacture critical, hard metal, precision-machined components that eventually end up in aero engines and other high-performance aerospace systems,” says Vishal. “These are parts made from materials like Inconel, titanium, and high-grade steel—materials that are incredibly difficult to work with.”
These components demand a level of accuracy that challenges even the best in the business. “We deal with tolerances in the micrometer range,” he explains. “That’s what makes this work so complex. More than cutting metal, it’s about mastering precision, quality systems, documentation, and process control.”
The focus today is on subtractive manufacturing, but Vishal hints at the horizon ahead. “We may tie up with a partner in the additive space—it’s still too early. There’s a lot that needs to happen before additive manufacturing works at scale in aerospace. But it’s on our radar.”
The Rise of India: A Manufacturing Story Still Being Written
Before the 2000s, India wasn’t even on the global aerospace map—not as a manufacturer, not as a partner. That began to change around 2006, when the Indian government took a critical step: opening the defense and aerospace sector to private Indian companies.
“It was quite ironic,” Vishal recalls, “that India was okay buying aerospace components from foreign private companies, but Indian private firms weren’t allowed to build them here. That mindset shift—when private players were allowed in—was the real beginning.”
The opening of the sector allowed foreign direct investment (FDI) to flow in, and global defense giants saw potential in India. That’s how ventures like Tata Lockheed Martin and Tata Sikorsky were born. And with them, a new generation of Indian engineers and leaders—like Vishal and Venky—learned how to build at world-class levels.
“Thanks to Tata, we were able to build this ecosystem,” Vishal reflects. “They manufactured. real, complex manufacturing. What we did at Tata was genuine, it wasn’t some hanky-panky offset play.”
Another catalyst was India’s offset policy, where defense purchases came with a mandate for local sourcing. It wasn’t perfect—some exploited loopholes—but it did lead to landmark achievements. Tata Lockheed began manufacturing empennages for the C-130 Super Hercules. Tata Boeing delivered critical assemblies for Chinooks and Apaches.
“As we started manufacturing and learning,” Vishal says, “the world started noticing. We’re still in the early days, but we’ve proved that we can manufacture as good or even better than anyone else in the world.”
Government policies have also begun reinforcing this transformation. “Rules like mandating 30% local partnerships have been game changers,” he says. “They ensure Indian companies are key players in global collaborations.”
Still, Vishal is grounded in realism. “We’re among the top three markets for aerospace consumption. But as a manufacturing industry, we may not yet be in the top 15 or 20 globally. There’s a long way to go.”
The Tipping Point: India’s Moment in Aerospace Manufacturing
“India is the fastest-growing aerospace manufacturing industry in the world,” says Vishal with conviction. “The kind of expansions we’re seeing from OEMs—Airbus, Boeing—is huge. And it’s no longer just because of policy obligations. It’s because of need.”
As the world grapples with labour shortages, rising inflation, and talent attrition, the manufacturing calculus is shifting. Countries like China, once the go-to destination, are now viewed with geopolitical caution. That leaves a handful of credible alternatives—and India is emerging as the most promising.
“Today, India has immense human capital—skilled engineers, young talent, and a growing ecosystem,” Vishal explains. “If we can now back that up with solid manufacturing, delivering high-quality parts on time, consistently—we will win this game.”
For Vishal and Venky, Jeh Aerospace is a contribution to India’s moment on the global stage. It’s a belief that if the right foundation is laid today, Indian aerospace will be a part of the supply chain, and a force shaping its future.
“We are at a great tipping point,” Vishal says. “One that can change the arc we take into this industry.”
The Formula for the Future: Talent × Technology = Transformation
“If you ever see all my LinkedIn posts,” Vishal smiles, “there’s one hashtag I always use—#TalentXTechnologyEqualsTransformation. That’s the philosophy we live by at Jeh Aerospace.”
He acknowledges a lingering mindset challenge in India—a tendency to rely too heavily on low-cost labor as a competitive edge. “But that’s not a game you win for the long term,” he cautions. “If we want to build global organizations with sustainable global impact, we must first focus on upskilling talent, improving their proficiency, effectiveness, and efficiency.”
At Jeh Aerospace, this belief translates into real action—investing in people, tools, and systems that drive excellence. “High-quality talent is not secular,” Vishal adds. “You have to work hard to shape it, mentor it, and support it.”
And then comes technology—two-fold.
Operations technology powers the shop floor, providing the right machines for the right applications, precision cutting tools, quality control systems, robotics, and automation. Equally vital is digital technology, which brings transparency, traceability, and performance visibility across the organization.
“Digital tools are the leapfrog opportunity,” Vishal says. “They drive seamlessness and productivity like nothing else. And when you bring great talent together with cutting-edge technology, real transformation happens.”
That’s the winning formula behind Jeh Aerospace—and perhaps, behind India’s long-awaited leap into the frontlines of global aerospace manufacturing. Because when vision meets courage, and experience meets execution, transformation isn’t just possible. It’s inevitable.
“Once You See It, You Can’t Unsee It.”
“I come from very humble backgrounds,” he shares quietly. “Very middle-class family roots. But what happens is—once you see something, you can’t unsee it.” He’s seen it. The factories in Europe. The processes in the U.S. The mindset of precision, pride, and purpose that drives world-class manufacturing.
“We’ve seen how they think and work,” Vishal says. “And once your horizon expands, you start asking—why can’t we do it better? Why not us?”
For him, it’s not a question of if—it’s a question of how soon. Yes, transformation on a national scale may take a generation or two. But it doesn’t have to. Not if we show people what “good” truly looks like. Not if we expose them to excellence and demand nothing less.
That’s what Jeh Aerospace stands for—a mission born from experience. A company fueled by vision. A team driven by belief—that India is ready. Not someday. Now.
