Unimech Aerospace का IPO 23 दिसंबर से खुल चुका है. आप 26 दिसंबर तक अप्लाई कर सकते हैं. Unimech Aerospace का फ्यूचर प्लान, बिजनेस मॉडल क्या है? कहां होगा IPO से जुटाई रकम का इस्तेमाल? Unimech Aerospace के Whole-Time Director & CFO Ramakrishna Kamojhala और Whole-Time Director (IT, Business Development & Growth) Rajanikanth Balaraman से GoodReturns की खास बातचीत
#ipo #unimechaerospace #unimechipo #Beststocks #TopStocks #TopPicks2025
#ShareMarketToday #ShareMarket #StockMarket #Sensex #Nifty
~ED.148~GR.122~HT.336~
#ipo #unimechaerospace #unimechipo #Beststocks #TopStocks #TopPicks2025
#ShareMarketToday #ShareMarket #StockMarket #Sensex #Nifty
~ED.148~GR.122~HT.336~
Category
🗞
NewsTranscript
00:002024 is the year of IPO. Many big companies have launched IPO and are now listed.
00:06Hello and welcome. My name is Shruti Sarkar and you are watching Good Returns.
00:10And today we have with us Ramakrishna Kamujana, full-time director and CFO,
00:15and Rajinikanth Balaraman, full-time director, Unimake Aerospace.
00:20My first question, rather I would want to congratulate you first on the IPO launch.
00:31First, we would like to know about Unimake Aerospace, your company,
00:37what kind of business you are in and I know you are based out of Bangalore.
00:43We know a lot about HAL from Bangalore, but I think you know, please tell us more about the company.
00:51First of all, thank you Shruti for bringing us on this show.
00:56We started Unimake in 2016 and we are an aerospace, we have two offerings,
01:07we are a complete engineering solution providers and manufacturers of aero-tooling,
01:17which includes aero-engine tools and airframe tools.
01:22And the other category is Christian parts and complex sub-assemblies.
01:29In this, we cater to aerospace, semiconductor, defence and more importantly nuclear energy.
01:37Thanks for that. Now, my second question is, you know, as per my knowledge,
01:41you guys, you know, you started with Rs. 66 lakhs and you have built around,
01:47I think 35-100 crore valuation of the firm right now in 8 years.
01:54So, the viewers probably would want to know a little bit more.
02:02You know, in the past 8 years, how was the journey?
02:13Other than that, we have three other founders.
02:17One is Anil, Anil Puthan, Kumar Krithan, Mani Puthan, who is also the older brother of Anil
02:25and Krithan Shimoga, who is another founder.
02:29So, all three actually come from very strong mechanical, manufacturing and engineering background.
02:38Ram is a CA, CS and I come from a computer science engineering background.
02:45So, all of us have, you know, been professionals working for two startups,
02:51multinational companies and large, you know, manufacturing companies as well.
02:56And, you know, having work instincts like managing director, CFO, running a whole practice.
03:05After doing that, we felt, you know, this might actually be a good time to start our own.
03:12During this time, you know, Anil, who is the CEO, he jumped onto the entrepreneurship bandwagon,
03:20started a consulting firm called Unimech Consulting, which was engineering,
03:26which is providing engineering services to both domestic as well as international customers.
03:32And as part of that, two years in, we had one of a European customer who said,
03:40anyway, you're doing manufacturing engineering, why don't you do manufacturing also for us?
03:46This is kind of where Unimech Aerospace was born.
03:50And we've had strong bonds between all five of us.
03:55We've known each other, like I've known Mani and Anil since childhood.
04:00Ram and Mani used to work in the previous company that they worked with,
04:04which is Rolls-Royce and HAL Joint Venture.
04:07As you can hear the name, these are, you know, big aerospace companies.
04:12And even Anil and Pritam used to work for Rolls-Royce through an engineering consulting firm.
04:21And, you know, this was kind of how it started.
04:24And we got into this high mix, low volume kind of manufacturing.
04:29As you can see, engine tooling or aero tooling is high mix, low volume.
04:36Just to give you a number, our engine has anywhere between 1,200 to 1,500 different tools
04:43that are needed to assemble, disassemble, transport, inspect, and calibrate the engine.
04:50Similarly, you know, aircraft also has similar number of tools.
04:55So you're looking at a high variation of tools and volumes anywhere ranging between 1 to 20, right?
05:02So it takes a certain skill and a certain handling operation complexity in terms of scale to run a business like this.
05:13And these, the five of us were having complimentary skill that we were able to actually take off.
05:19And we've been fortunate that all our hard work, sweat and tears have basically come to a point
05:27where we've been able to raise some free IPO funds as well.
05:32And at least I can represent the whole founding team and say that we're just getting started.
05:38Sounds very, very interesting.
05:41Let's talk a little more about businesses, Rajni.
05:46Your two manufacturing units are already there in Bangalore.
05:52What is the capacity and what is planned next?
05:57I might actually answer this question.
06:00Okay.
06:01So, yes, we have two facilities in Bangalore.
06:06Two facilities focusing on two different business segments.
06:11The segment number one is aero tooling segment.
06:15Segment number two is nuclear.
06:18Less precision parts business also we are going to start in a new facility.
06:24We are using the second facility only, but eventually a new facility.
06:29Now, coming to the capacity utilization or capacity side.
06:35Our capacity, from the member perspective, is machining capacity, I can say.
06:42But always high complex, high mix segment, the capacity is not just machine hours.
06:50It is a combination of end-to-end manufacturing of different activities,
06:56such as engineering itself, one important activity.
07:01Higher value addition in terms of revenue side, pricing side.
07:05Second is machining, which is machining in terms of hours.
07:10I would like to explain anyway.
07:12Third, fabrication, which is welding, high-end, high-class welding aspect.
07:18Fabrication is very important in our segment.
07:21Then assembly, where again human interference is very high.
07:26So the capacity is different in terms of manpower.
07:29When I say capacity, it is a mix of everything.
07:33Having said the machining side, we are right now around 100 machines we are using.
07:411,70,000 hours of machining capacity.
07:47Plus the capacity, this is what I mentioned in-house capacity.
07:55We also use external capacity, which is called subcontracting vendor.
08:00We have a strong vendor ecosystem, which is needed to manage lead time.
08:07And the objective of Unimech is to get complete assembly of the tool.
08:16Not just a part of that.
08:18So that is where I think managing end-to-end activity, including machinery,
08:23the top-class machining is within our facility.
08:27The low-end machining is managed by others.
08:30In terms of capacity managed by others, we have more than 40 vendors,
08:34who have more than 100 machines used for Unimech to meet the capacity requirement.
08:42Broadly, this is the capacity story.
08:47Let's move on from the capacity story.
08:51My next question to you is, what kind of revenue are you seeing in the next 5 years?
09:02Well, I think considering the constraints we have from the CBI,
09:08I might not tell the numbers, but I can give the feel.
09:12It always translates the importance to the revenue.
09:16So right now, the last year, the 100th year, and before that 100th year,
09:22the growth that you see, back from late years, except living through COVID,
09:29where our revenue journey is always more than 100% CAGR growth.
09:35Every year, we are doing that.
09:37And why this revenue growth is coming?
09:40Because there is a compounding effect, which viewers need to be aware of.
09:44Compounding effect, in a simple language, is like any business, any company,
09:50which has multiple customers getting added every year.
09:57And each customer penetration, in terms of more uproar, is happening year on year.
10:01Then the revenue that each customer gives, and multiple customers give in each segment,
10:08will have a compounding effect, and the revenue growth will be high.
10:13And in our case, exactly that is happening.
10:16We started with one segment, which is Marvel tooling, Aero tooling.
10:21Within that, engine tooling we started.
10:24Engine tooling with one customer, and eventually moved to 6, 7 licenses.
10:30And then started airframe companies, eventually moved to a couple of customers.
10:34And then one segment, we added another segment.
10:37We are focusing on high sunrising and high demand industries,
10:41such as nuclear and semiconductor industries,
10:46which expect the exact skill that we have,
10:49which is high mix, high complex, and low volume category of focus.
10:54Which in fact, when China is not there in that,
10:57we are fortunate that we are focusing on that.
10:59Such segments we started, and their customer arm is there.
11:03If you see, the journey is like, more segment, more customers added,
11:08and who are giving compounding effect in each year.
11:11That's why 130% CAGR has happened,
11:14and which will continue in the next decade.
11:18And towards that, the CapEx expansion is happening.
11:21More missions are adding.
11:23In the last 3 years, 3 times CapEx expansion happened,
11:26and next we are going to do 2 times CapEx expansion happening.
11:30This is exactly towards this journey.
11:32Right.
11:33We talked about CapEx expansion and revenue expectations.
11:39Let's hit the elephant in the room now.
11:42We would like to talk about your IPO.
11:45Can you please tell us the size, price band,
11:48any other details that you would like to add on the IPO front,
11:53which is, I think, the most interesting part of this conversation.
11:57I think, now the issue size is 500 CR,
12:00consists of OFS and 50% offer for sale, 50% fresh ships.
12:06And the shares are going to be listed in both BSE and NSE exchanges.
12:11The price band is 745 to 785 rupees.
12:15And retail and HRI is going to be a proportion,
12:18they can participate in that,
12:20which is going to be in the newspaper as well.
12:22Yeah, so this is broad information,
12:25we are eager to see the next big journey as well.
12:31Well, I wish you guys all the best.
12:33And before I let you go, I have a quick last question.
12:36And if Rajiv could answer that, you know, and Ram too.
12:40What is your overall view of your company in the long run?
12:46Where do you see your company?
12:48In one sentence, I would like to say,
12:50our aim is to become a preferred tier one, you know,
12:55strategic supplier for all top OEMs,
12:59who we are working with,
13:01both airframe as well as engine segment, you know, and their licenses.
13:04So we want to be their specially preferred, you know,
13:07supplier in high complex, high mix category of business,
13:11what they are looking for.
13:13We want to be like, you know, make a big difference
13:17and want to be a big player in this game.
13:20Global.
13:21Rajiv, do you want to add something?
13:23Just I think Ram covered very nicely on the tooling side of things,
13:27but what I would say is also on the efficient parts and subassembly
13:31is exactly the same thing.
13:33We would want to be among the top supplier for nuclear semiconductor
13:39and other industries that we are targeting on these commodities
13:43of efficient parts and turnkey subsystems.
13:47Right.
13:48Lovely.
13:49Thank you so much for joining us today.
13:51Thank you viewers for watching us.
13:53That was a leadership team from Unimech Aerospace.