Mastering Cross-Industry Transformation and Digital Innovation
Ravi Jain
Chief Operating Officer
Simple Approach
Ravi Jain’s strategic leadership has been a key driver of transformation across diverse sectors. As COO of Simple Approach Ltd., his extensive background in finance, risk management, and digitisation has propelled the company’s growth in Asia’s competitive apparel market. Ravi started his career at Citibank NA India, where he developed critical skills in finance and treasury management. This experience laid the groundwork for his role at PDS Limited in Hong Kong in 2016, where he established the company’s risk department and managed a $300 million+ treasury portfolio. This role marked his shift from technical expertise to strategic leadership. Transitioning from a US bank in India to an Indian entity with a unique Asian culture highlighted the importance of people management and adaptability for Ravi. He fostered a non-micromanaged, supportive environment that encouraged team responsibility and ownership, contributing to the company’s quadrupling in size over eight years and showcasing the effectiveness of open leadership. In the fashion industry, Ravi has applied his global perspective and cultural sensitivity to enhance supply chain efficiency and operational agility through advanced digitisation. His leadership not only inspires cross-cultural teams but also positions Simple Approach as a major player in the apparel sector. Ravi’s journey from banking to fashion illustrates his ability to thrive in diverse environments, integrating traditional business acumen with innovative technology and team management. As we discuss with him how he continues to shape the company’s future, his focus remains on driving growth, innovation, and excellence.
What does your role as COO and CFO entail, and what challenges do you face?
As COO and CFO, I integrate financial strategy with operational management, overseeing finance, IT, HR, and business metrics. The challenge lies in aligning financial goals with broader business strategies and developing frameworks for new acquisitions. I also focus on risk management and guiding new businesses through their initial stages to ensure their success within PDS Limited and Simple Approach. My role involves creating structured support systems and ensuring that new ventures are effectively integrated and positioned for long-term success.
How has the Bangladesh disruption affected your operations, and what’s your response?
The recent disturbance in Bangladesh had minimal impact on our operations. This short-lived crisis was overcome in partnership with our factories, and mutual support from customers and suppliers helped us meet production and delivery schedules. In terms of diversification, we have sourcing alternatives from China, India, Sri Lanka, and Near East locations like Turkey and Portugal. This multi-locational strategy enhances supply chain resilience, mitigates geopolitical risks, and ensures seamless service to our customers.
How do you incorporate sustainability into your operations, and why is it important to you?
We embed sustainability into every aspect of our operations through rigorous practices, such as annual sustainability reports, responsible material sourcing, and setting high targets for sustainable offerings. We’re also pursuing B Corp certification to reinforce our commitment. Personally, sustainability is a core value that drives our efforts to lead the industry in providing responsible solutions.
What are two key learnings from your career journey?
The importance of people management and relationship-building stands out. Transitioning from technical roles to business operations taught me that strong relationships with customers, suppliers, and stakeholders are crucial. Effective people management and nurturing these connections have been vital for success throughout my career.
What habits or routines help you stay healthy and content?
I maintain a spiritual connection, which shapes my health routine and supports physical, mental, and spiritual well-being. Embracing a minimalist lifestyle, eating vegetarian food, and avoiding chaos helps me stay balanced and content.
How do you manage operations across diverse cultures, and what challenges do you face?
Managing operations across culturally diverse countries demands adaptability. Each region, from Bangladesh to London, presents unique challenges. The key is balancing cultural differences while maintaining efficiency. I rely on emotional intelligence and intellectual skills to ensure smooth operations and align with local expectations. For diversity and inclusivity, I prioritise personal engagement with team leaders, using persuasion and example-setting to inspire collaboration and foster an environment where diverse teams work cohesively and effectively.
How are you using digitisation to improve supply chain efficiency?
We use 3D technologies for virtual samples to reduce physical sampling and advanced operational IT tools in production, which help us improve lead times and boost efficiency. Strategically, we’re expanding into home and footwear categories and acquiring brands at the higher end of the market. Lean management and service offerings like sourcing and design keep us agile and competitive
What experience most shaped your perspective as a business leader?
Transitioning from banking to an entrepreneurial business environment was a major shift. During the pandemic, with sales dropping and operations disrupted, we quickly pivoted to producing PPE kits and masks. This experience tested our agility and resilience, highlighting the importance of flexibility and innovation in overcoming unforeseen challenges while restructuring operations and minimising impacts on our team and expenses.
What are your future plans?
In the next five years, I aim to achieve financial independence and contribute back to the industry. Whether through consulting or within my current role, my goal is to mentor and develop younger professionals, helping them prepare for advanced positions in their careers.
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