I’m sure that having me around was tough for my father too—initially. Hidesign is his first child—he didn’t how I would ease into it.

Joining Hidesign was never a dream. But working in his father’s company has been a wonderful homecoming.

Being part of Hidesign was never planned. I never dreamt of doing this for sure. The company and the children were never discussed in the same context—except when my father would say that none of his children were interested in the business. I studied for my Bachelor’s in Stanford University, and was interested in government, international relations (like father, like son) and law. My interests started changing when I was in law school—there was a surprising amount of business in law school. Especially, if you chose to work for a law firm. Increasingly, I found myself drifting towards the business of a law firm. I did try to keep a regular job for a bit after the law firm stint, but found it to be tedious and boring. Also, I was in the US for too long and longed to return to India. At that time, it wasn’t about Hidesign at all. My home coming was about figuring out what I wanted to do. I thought of many options.  

Around the same time, Louis Vuitton (which picked up a minority stake in Hidesign in April 2007) offered me an internship in France, where the company headquarters is. By then, I was slowly thinking of Hidesign as an option. The Louis Vuitton offer helped convince my wife, who was a lot more skeptical about us moving to India. It was a big change, especially because we had just become parents as well. It gave her the confidence that Hidesign wasn’t a fly-by-night firm. It was an interesting company with a positive future. 

Throughout this period of decision-making, my father never pushed me. In fact, he never, ever, does that. It’s probably why this has worked out—I am a part of Hidesign because I want to be. Actually, when I was joining the firm, he was quite nervous. He didn’t know how the personal dynamics would be affected because of this move. He wanted to make sure that our personal relationship wasn’t impacted. But he could see that I wanted to return and that I wasn’t very happy in the US. 

I’m sure that having me around was tough for him too—initially. Hidesign is his first child—he didn’t how I would ease into it, how much he should let go and how we could structure it. He was so deeply involved with every little detail—every tiny piece bit of the business. He didn’t want me to come in and start making decisions without any experience. 

Yet, it didn’t take him long to become confident of my understanding of the business. I appreciate that he was so quick to trust me. The way I work probably played a part here. Because I’m so cautious myself, I only take decisions when I’m very confident. I think he’s seen that. And it’s not that I was fresh out of college with no prior experience. I had worked in the US and I think my stints helped me to grow. 

When I joined, I was put in charge of the international markets and our institutional sales division. That really helped— that a defined role was created for me. Dad kept out of it: which was important for me. Otherwise, I wouldn’t have learnt.

For example, the greatest amount of resistance I faced when I came in was from some of our international buyers. Because we hadn’t been paying so much attention there, buyers were getting whatever they wanted from our production teams. When I came in, I pushed back a little and there was some conflict. At first the teams were a little skeptical. I’m sure they thought—this young guy has come in and is trying to change how things work.  Now our relationship with our buyers has stabilised. That benefits both of us in the long-term. 

I didn’t have any struggles with employee buy-in though. People were very warm. As a second-generation entrepreneur though, at the back of your mind, you’re constantly asking—do people really respect you or are they just forced to show that they do because of your father? There is always this chip on your shoulder, this fear that you have to prove that you are capable. 

Because I do more now, I’ve become the second line-of-command. I think our employees are happy with that. They appreciate the fact that when they can’t reach my father, they can reach me. 

I try and rise to all the decision-making that comes my way. I don’t shy away from it. My father and I work very independently, and he’s confident I’ll take reasonable decisions. Also, I’ve been an employee somewhere else, and that’s been very helpful. I know that valuable employees are those who will try and figure things out on their own—they wouldn’t dip into somebody else’s management time to help them take a decision. Plus, as a second-generation entrepreneur, another benefit is that there’s a certain degree of objectivity that you bring to the table. 

I’ve tempered my father a little. I’ve forced him to look deeply into finance, administration etc. He and I are different. He’s more of an entrepreneur and a creator. I’m not sure if I’m one at heart. In fact, when there’s a discussion on how to take things ahead, he wishes to grow and grow some more. I push to consolidate. At the end of the day, the differences help our relationship and the company. We appreciate the fact that the other brings a fresh perspective. Hidesign is really growing thanks to the battle of wits. Maintaining product quality and store experience is a challenge. These three years have been great. I do enjoy the job. More importantly, I enjoy my relationship with my father more. 

I try and rise to all the decision-making that comes my way. I don’t shy away from it. My father and I work very independently, and he’s confident I’ll take reasonable decisions." - Vikas Kapur

I now have a definite goal—to run the company someday. I see no reason why that shouldn’t be the goal. I also have three siblings—my elder brother isn’t interested. But, I wouldn’t be surprised if my two younger siblings join the company. I think that the dynamic will be much more interesting if they do. It’s not a father-son relationship where the son recognises his father’s years of experience. But the way Hidesign is growing, all extra hands—especially if they are family—will be more than welcome. 

MY TIP 
The first generation should be very comfortable with bringing in a new generation. More than ability, they should trust the judgement of the second generation. That is very important. 

Company Profile|Hidesign 
Founded in 1978 by Dilip Kapur, Hidesign began as a two-man workshop in Puducherry. Over the last three decades, it has established a strong brand with its leather goods—handbags, belts, briefcases and wallets. Today, Hidesign has 68 exclusive stores in India, retails at premium international outlets like John Lewis, Selfridges and Robinsons in the UK, South East Asia and Australia, and clocks an annual turnover of more than Rs110 crore.