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Harish Suri

After leaving an indelible mark on foreign shores, a journey marked by scaling heights as the youngest and first regional director from India, and finally, MD (Asia Pacific) Citibank, Harish Suri crafted a global legacy. Yet, when the call of duty of a son echoed, he chose to be by his ailing mother’s side in Dehradun in 2002, leaving everything behind at the zenith of his career. In his glorious second innings, he created one of the largest automobile dealership groups with seven companies. He considers himself fortunate to have built two careers, each spanning 20 years, one as an employee and the other as an employer. His life’s narrative is a tapestry woven with the threads of success, sacrifice, and the unwavering ties of family. At the height of his career, Harish Suri made the courageous yet necessary decision to return to his roots to care for his ailing mother, Sudershan Suri. His father, Late Madan Gopal Suri died in his thirtees. He was into lime stone business in Doon. Shortly after a period of voluntary unemployment, he capitalised on the expertise he acquired at The Doon School, BITS Pilani, and Harvard Business School, as well as his experience as a prominent banking expert, to establish a vast automobile dealership network quickly. Now, as the Managing Director of Dehra Dun Premier Motors Group (DDPM) Rajpur Road, North India’s most extensive automobile dealership conglomerate, he oversees operations for brands such as M&M, Hyundai, VW, Tata Motors, Bosch, and Mobis, among others, across 20 locations in Uttarakhand and Western UP.

Harish’s inspiring journey exemplifies prioritising family at the right time over the allure of distant opportunities. In a world obsessed with chasing the next big thing, he found true treasure in the warmth of familial relationships. Now, he stands out for his commitment to a balanced life. This includes early dinners, yoga, hybrid workouts, and meaningful family interactions, all part of his deliberate shift from the workaholic norm. This newfound equilibrium was realised through a poignant revelation – in his past role, he would work over a hundred hours weekly, with travel occupying 20 days each month, leaving scant moments for bonding with his children. Reflecting on this, he said, ‘When I returned to India to care for my mother, I got to spend time with my kids to realise what I was missing. As a corporate head, I would take decisions cut and dry but dealing with kids required empathy and understanding of a child’s psychology.’

Reflecting on his return to the tranquil and unassuming town of Doon in 2002, he said, ‘Previously, right from the time I boarded the flight to attending meetings and disembarking, everything was impeccably organised for me. However, once back in Doon, I hardly knew anyone. I struggled with the anonymity for a year and a half. I sometimes questioned my decision, especially when I was tightening my budget while my peers and banking heads were on TV discussion panels. It was somewhat disheartening. Yet, my purpose was clear: I needed to be there for my mother. Who else would care for her if not me? Looking back isn’t my practice. I prefer to keep my history clear.’
Harish had an extensive career spanning twenty years as a top banker, engaging in investment banking, corporate banking, and establishing stock exchanges in Shanghai, Manila, Singapore, and the NSE in India. Venturing into the securities business, he was a pioneer in E-commerce, marking an intellectually and financially stimulating chapter of his life. Starting anew in Doon presented, both, a challenge and an achievable task. ‘I stumbled into the automobile dealership business in Doon by chance, drawing on my experience with the automobile sector in Tokyo. I began by selling 20 cars a month and soon transitioned to a corporate-style operation.’
On adapting to the Indian work environment after two decades abroad and launching a new venture, he stated, ‘Working overseas had altered my mindset. I was unaccustomed to dealing with local bureaucracy, particularly at the lower levels—it was challenging. However, my team stepped in, ensuring seamless operations. I recruited professionals from larger cities for senior roles to steer the business. Leveraging the ingenuity of the industry’s finest minds fosters innovation and strategy. My policy of treating employees well, creating a supportive work environment, and trusting their decision-making abilities has facilitated smooth operations. Moreover, they appreciate living in Dehradun for its climate, quality schools, and lesser traffic issues, which contributes to their retention.’
 
Harish and his wife hold a deep desire for their children to forge their own destinies, seeking education and careers on their own terms, and to grow as responsible citizens. ‘We have three kids. Our two daughters, educated at prestigious institutions, are well-grounded. We’ve always encouraged them to build their own lives, independent of our wealth. We’re generous but firm parents, and it’s distressing to see so many of Dehradun’s youth lost to drugs and alcohol. I feel parents have to be somewhat tough at times to instil the right values,’ he asserts.
 
Driven by a passion for business creation, Harish embodies the belief that success is a continual journey, not just a destination. He attributes his success to a dedicated team, nurturing a collaborative environment where their collective achievements surpass any individual’s inputs.
 
Regarding the Investors Summit, he remarks, ‘Uttarakhand was once overlooked by investors, but now it’s gaining attention. I’ve signed four MOUs representing significant investment in the state, likely among the largest. However, we’re still awaiting a nodal officer to progress further.’ He observes, ‘In India, execution falls short. We need better planning to materialise our goals.’ About Doon, he notes, ‘The city has everything you need. Its beauty, superior weather compared to other North Indian cities, better connectivity, and a thriving business scene make it special.’
 
With twenty years in banking and another two decades as a businessman, Harish cherishes traveling and cultivating new enterprises. During his downtime, he enjoys reuniting with extended family and traveling together. He leads a disciplined life with few social events, considering Delhi his retreat. Spending ten days a month there, he keeps abreast of business developments in about an hour. He believes in delegation: ‘My team manages the business better than I could. I thrive on launching ventures with innovative strategies. Once they’re operational, I hand them off and pursue the next project.’
 

It was good to meet the trailblazing entrepreneur who courageously stepped away from the corporate grind to sow the seeds of a flourishing automobile business in Dehradun – largest in North India and Uttarakhand and UP. His journey to success is not just about accumulating wealth but a narrative woven with the threads of patience, the realisation that there are no free lunches in life, change is the only constant and innovative strategies and unrelenting hard work as success mantras. ‘My time is now invested in developing new businesses. Patience, hard work, fresh ideas, strategic thinking, delegating to capable individuals, and acknowledging that one never fully masters a business, even after decades, these are the pillars of my success. Perhaps they are why I’ve succeeded.’

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