For over 20 years, Priya Kumari has led in a male-dominated industry, proving that success knows no gender. Her journey began in Jamshedpur, where a progressive upbringing shaped her confidence. Starting as the only woman on the shop floor at Scooters India and later at Tata Motors, she challenged the misconceptions. From leading the Hyderabad Metro project at Otis to heading Smiths Detection, she proved that confidence, competence, and balance can help achieve goals.
Priya Kumari is the Managing Director of Smiths Detection. Smiths Detection is part of the Smiths Group, a British multinational engineering company headquartered in London. The company specializes in developing and manufacturing advanced detection systems that identify explosives, weapons, narcotics, chemical agents, biological threats, and contraband. Priya holds an MBA in Marketing and Operations from XLRI, Jamshedpur, and has completed her MTech at Ranchi University.
Priya was born and raised in Jamshedpur, a small town in Jharkhand. This small yet vibrant city helped her shape her foundation for her career. It had a cosmopolitan culture due to the foundation by Jamshedji Nusserwanji Tata, the visionary behind the Tata Group. He brought people from all over India to build the city, making it diverse and progressive.
Living in Jamshedpur helped Priya be exposed to different cultures from an early age. This promoted an environment of respect for all communities and backgrounds, shaping her perspective on inclusivity and education. After completing her education, Priya started her career at Scooters India Limited, though it was for a few months. However, her aspiration to join TATA Motors got fulfilled in 2003. For her, it was a true transformation for her career.
From the Shop Floor to Strategy
We hear stories of women facing many challenges in a male-dominated manufacturing industry. However, Priya has embraced those challenges and achieved her goals. She says, “I understand that women everywhere, whether in India or globally, face their share of struggles in professional spaces, but I have also seen incredible women rise above these challenges and achieve great heights.” This inspires Priya, and she tries to contribute in any possible way.
Priya shares that in 2000, there were very few female workers in Scooters India Limited, but women worked in the legal or HR departments. She remembers, “When I needed to use the washroom, I had to walk to the admin building, as there were no facilities for women in my workspace.” However, Priya admits that these challenges gave her a different sort of confidence that “yes, I can also work in such a setup.”
At Scooters India then, Priya Kumari was the only one on the shop floor. She shares, “Being one of the very few initial women on the shop floor, it used to be different from what it is today because the shop floor used to be full of men”.
Later, she joined TATA Motors in Lucknow, where the situation was slightly different as she had a couple of female colleagues in her department. There, she was on the vendor development team in the techno-commercial area. After that, she again moved back to Jamshedpur to handle vendor management for TATA Motors.
During that time, TATA Motors was launching a new division to assemble full vehicles instead of chassis. This allowed Priya, responsible for handling this from the vendor’s side. This suggested that she was again back on the shop floor. However, she received tremendous support from her bosses and colleagues, who always encouraged her. They trusted her to handle the role, assuring that it wasn’t a “man’s job” but something she was more than capable of managing, shares Priya.
After working there for two years, she pursued her MBA. After completing her MBA, she moved to the corporate headquarters and joined Tata Motors’ sales and marketing team as a product manager. She was assigned to commercial vehicles.
Product development required extensive fieldwork and travelling to different locations to understand customer requirements. Customers in the commercial vehicle segment were primarily drivers, fleet owners, and small-scale lorry owners, as large fleet associations were not yet prominent. So when she visited, it was a surprise for them. She shares, “They used to look at me very strangely, like what this lady is doing here and why. And drivers used to be very uncomfortable when we used to go and talk to them”.
However, she acknowledges that they were also very supportive. Gradually, she built strong relationships and gained valuable insights into their needs.
Then she transitioned into sales at Tata Motors, handling one of the most prominent dealers in the country. She was posted in Tamil Nadu, where she neither knew the language nor the local culture. According to her, Tamil Nadu was not traditionally a strong market for Tata vehicles. Still, she admits that she worked hard to connect with people and build meaningful relationships, some of which remain strong today. Priya realised that she received huge support from local stakeholders and was able to make a significant impact, even though initially there were some challenges.
From Elevators to Leadership Elevation
In 2010, Priya became part of Otis Elevator Company as a National Account Manager, a very different industry for her. One of her key projects was the Hyderabad Metro Rail project, a massive venture involving 760 elevators and escalators in collaboration with L&T and the Andhra Pradesh government. She managed this project single-handedly with support from her organisation and the president of Otis Elevator Company, Sebi Joseph.
Priya recalls, “We really worked together to close that deal, which is still a landmark deal in Otis because it was huge in nature”. She reveals that managing such a large-scale project required coordinating with different factories, finalizing specifications and convincing customers, a significant learning experience and a major achievement in her career.
Later, she took on the role of Head of Project Sales at Otis Elevator, before moving to Eaton, where she was the head of corporate marketing. This was a unique challenge for Priya as Eaton had three divisions in India, all led by competent and strong-minded men. Her role required her to align their marketing strategies with organisational goals, convincing them of necessary changes. It was a highly strategic and strong position. However, she feels fortunate to have a team that participated actively and contributed towards their shared objectives.
Following this, she moved into a P&L role at AkzoNobel before taking on the role of Managing Director at Smiths Detection. Due to personal challenges, she took a break during this time. However, looking back at her journey, she shares, “I find it very interesting, I feel that I’m what I am just because I had this journey. And it has been fascinating and very learning at every place and phase, and it’s been great traveling so far”.
From Equality to Equity: The Changing Phase!
According to Priya, there is a distinct difference in how women are treated in the manufacturing sector in different parts of the country, particularly between the southern and northern regions. But the competition is the same, and when gaining due recognition, the challenges remain the same across the country.
She believes that in the early 2000s, particularly from 2000 to 2006, the manufacturing sector still had few women and struggled for even the most basic facilities, recognition and opportunities. When she hears the stories of women who made their names in the industry, like Sudha Murthy and what they endured, she feels that even during her time, the scenario had not changed much. Making a space and gaining acceptance in a male-dominated industry was a constant struggle.
However, from 2010 onwards, there was a significant transformation in the manufacturing sector. Companies realised the importance of diversity and began actively working towards gender inclusivity. They introduced basic infrastructure improvements and started focusing on equality. Now, the conversation has moved to equity, where they are trying to provide an atmosphere conducive to the changes.
Still, there is a long way to go, especially in the higher levels. She explains, “When you reach the boardroom, when you reach the place where the male community still dominates it, you are at times being seen as diverse, as a diversity candidate.” Society needs to recognise that women in leadership have earned their place through dedication and effort, just like their male counterparts. While the lower levels of the industry have evolved significantly, the higher levels still require a mindset shift.
Change Starts from Home
Priya believes that parents’ role is crucial in shaping a child’s future and mindset. When girls are born, they are often told to follow specific rules and be watchful, while boys are not subjected to the same restrictions. From her point of view, if we start setting similar expectations for boys, society as a whole will improve. The environment at home plays a significant role; if a girl grows up in a suppressive atmosphere, she may hesitate to take initiatives.
She feels lucky enough to have grown up in a family where there was no discrimination between girls and boys. She shares how her brother used to have a curfew of 10 p.m. This upbringing gave her immense confidence. While pursuing her MBA, she would drive home alone at midnight without her family ever questioning her. She says, “Thanks to Jamshedpur, a pretty safe place. These are the environments you provide in society, then only females can grow.”
She recalls, during campus placements, companies would ask women engineers if they could work night shifts for machine breakdowns, subtly pushing them towards IT or computer science. Priya also got suggestions to follow HR, legal or finance instead of marketing, sales or shop floor roles. According to her, the word ‘diversity’ is itself problematic, as women are not a separate category. They are talented professionals just like men. She believes organisations must create an environment where women can choose their paths.
Ambition Needs Balance, Not Sacrifice
She advises young females to follow their passion and not let others decide their career.
Throughout her career, there were times when she faced bias, especially when dealing with technical subjects. Customers often assumed that she would not understand the technical details as a woman. But she never backed down, she put her foot down and ensured she explained things clearly. She says, “I conducted extensive technical training sessions at Tata Motors and Eaton. Seeing customers acknowledge my expertise and say, “That was helpful, ma’am,” gave me immense satisfaction.
At Smiths Detention, she led growth efforts in India, Sri Lanka, Bangladesh, and beyond. As a British MNC, Smiths prioritises gender diversity, with women in key roles across engineering and leadership. She is also responsible for establishing a manufacturing unit in India, an opportunity that reflects the company’s trust in her.
While Indian firms like Tata Motors and Mahindra have improved infrastructure for women, MNCs are often more progressive regarding leadership opportunities. However, the real gap lies in mindset, not resources. Similarly, SMEs and MSMEs see hiring women as a “luxury” rather than a necessity, despite their proven capabilities.
A common challenge women face is skepticism about balancing work and family. However, many successfully manage both. Organizations must move past these biases and create workplaces where women can thrive without compromising their careers or personal lives.
Priya believes young women engineers should pursue their dreams without fearing the future. Marriage and motherhood are important, but shouldn’t mean sacrificing a career. Family comes first, and being a mother is a unique and beautiful experience that no woman should forgo just for work. She adds, “Instead, choose the career you love and when the time comes, take a break if needed. Many companies now offer return-to-work programs, recognising the challenges of nuclear families and work-life balance.
Priya took a nine-month break when she had her child, and looking back, she says, “I haven’t lost anything.” The key is not to rush. Ambition is essential, but so is balance. Priya shares, “I’ve personally experienced career shifts, studying chemical engineering but working in mechanical fields. Tata Motors saw my potential beyond my degree and gave me a platform to grow. We always need a platform.”
