In 1968, when Ram Ratan Gupta, a coal mining entrepreneur from India, decided to create an indigenous version of a highly specialised industrial pump, few could have foreseen the ripple effects. At a time when India relied heavily on imports—especially for critical industrial machinery—he built a progressive cavity pump from scratch, not only as a product but as a symbol of India’s industrial awakening. 

More than five decades later, Roto Pumps Ltd., the company born from that revolutionary idea, is a multinational entity present in 55+ countries, with over 325,000 successful pump installations. At the helm today is Harish Chandra Gupta, Ram Ratan Gupta’s son and Chairman & Managing Director, who is not only carrying forward the legacy but aiming for a bold new target—$100 million in revenue by 2028. 

“This is not just about scaling. We’re redefining what Indian engineering can achieve globally. My father always said, ‘If I can do it, you can do it,’ and that spirit still drives us,” says Gupta. 

In the last six years, the company has grown by 2.3 times. Currently, they are targeting growing three times in the next four years. “2/3rds of our sales come from exports, particularly from developed countries,” Gupta asserts. 

In the last capex cycle, ₹75 crores have already been invested in capital expenditure, and another ₹50 crores is planned—much of it directed at a new solar pump manufacturing facility, signalling Roto’s ambitions in renewable energy solutions. 

From import substitution to export supremacy 

One of the most remarkable aspects of Roto Pumps’ journey is its transformation from an import-substitution company to a global exporter. Today, nearly two-thirds of its sales come from international markets, primarily developed countries with stringent performance standards. 

“We compete directly with German, American, and British manufacturers—and win. In these demanding markets, Roto is now a known and trusted name,” says Gupta. 

With state-of-the-art manufacturing spread across 40,000 square meters and vertical integration capabilities like in-house elastomer compounding and tungsten carbide coating, Roto ensures complete quality control—a key differentiator in the world of positive displacement pumps. 

The P range: A symbol of reinvention 

Earlier this year, Roto Pumps unveiled the P Range—a new series of compact progressive cavity pumps designed for critical applications across oil & gas, mining, wastewater management, and food processing. 

“This P Range is my brainchild. We’re not just launching a product; we’re staking our claim in global markets that demand high-quality, sustainable, and efficient pumping solutions,” Gupta proudly asserts. 

To support this expansion, Roto has earmarked ₹10 crores specifically for manufacturing 5,000 P Range pumps by FY 2025-26—part of a broader plan to produce 15,000 pumps that year.  

A family-built powerhouse with global reach 

Roto Pumps began with a singular mission: to substitute imported mono pumps used in coal mining with a domestically manufactured, high-performance alternative. Ram Ratan Gupta, frustrated by exorbitant tariffs (up to 150 per cent) and the scarcity of spare parts, took it upon himself to engineer a solution. His breakthrough came when he invented a unique manufacturing process for machining the complex rotor—the heart of a progressive cavity pump. 

“We were part of the early wave of India’s industrial self-reliance. Import substitution was not a trend; it was survival. And we made history,” says Gupta. 

That pioneering spirit runs deep in the DNA of Roto Pumps. Harish Chandra Gupta has spent over 56 years with the company, calling himself the most experienced person in the world when it comes to progressive cavity pumps. Now joined by his sons, Anurag Gupta (Joint Managing Director) and Arvind Gupta (Deputy Managing Director), the company remains family-led—but with a modern, global perspective. 

“The mantle will eventually be passed on to the third generation. I will transition into the role of Chairman, while the Managing Director’s responsibilities will be handed over to Anurag. There is a clear understanding within the family regarding how this succession will take place. As for the fourth generation, they’re not ready yet. We aren’t grooming them at this stage,” says Gupta. 

Building for future, rooted in past 

Despite tragedy striking in 1980 with the death of founder Ram Ratan Gupta in Thailand, the family business did not just survive—it flourished. Harish Chandra Gupta, who had co-founded the company alongside his father, took over the reins and kept pushing forward. His style was shaped by his father’s “learn by doing” philosophy. 

“He never taught us in a classroom sense. We just followed his actions. That’s how we learned to lead,” says Gupta. 

When it comes to blending traditional values with modern technology, the vision of the founder of Roto Pumps stands out as a remarkable example of forward-thinking leadership. 

“My father as a founder was far ahead of his time. He combined deep-rooted principles with a progressive mindset. One of the examples of this was his approach to investing in equipment. Rather than opting for standard tools, he consistently chose larger, more advanced machine tools. He would often say, “You’ll need this in the future.” His actions reflected not just ambition but an exceptional ability to foresee the evolving demands of the industry,” Gupta reminisces. 

Today, that legacy continues. The company may be publicly listed—with nearly 30 per cent held by public shareholders—but the family retains a controlling stake of 65 per cent, and the ethos of long-term thinking remains unchanged. 

Each member brings complementary skills to the table, with a shared long-term vision rooted in their founder’s values of integrity, engineering excellence, and self-reliance. 

Self-sustaining is key 

When it comes to the company’s current financial strategy, the focus remains firmly on self-sustained growth. While many have speculated about the possibility of a second public offering, the leadership has made it clear that there are no such plans on the horizon. 

“The answer is no—not at the moment. We believe in managing our growth internally, and that’s exactly what we’ve done so far. We are virtually debt-free, with only occasional working capital borrowings when needed,” Gupta reveals. 

Interestingly, its initial public offering in 1994 was modest—just ₹3 crores—and came at a very low cost. In contrast, today’s fundraising environment is far more expensive, with costs running as high as 15–20 per cent unless the capital raised is substantial. Given these factors, the company sees little value in pursuing another public issue. Instead, it continues to fund its current and future growth through robust internal accruals. 

$100 million roadmap 

Achieving a $100 million revenue target by 2028 is not a pipe dream. It’s a calculated goal based on infrastructure upgrades, new product lines like downhole pumps and mud motors for the oil & gas sector, and increased market share in regions where Roto is already trusted. 

The company’s strategy is twofold — expand existing product lines into more territories with established customer bases and introduce new products after building strong domestic case studies before going global. 

“The market is massive. We’re not trying to reinvent the wheel—just grow our slice of it. We already have the warehouses, people, technology, and goodwill. Now it’s about sharper execution,” Gupta contends. 

Roto Pumps’ story isn’t just about machines that move fluids—it’s about resilience, reinvention, and relentless belief in indigenous innovation. From coal mines in India to oil fields in Texas, Roto has carved a niche as a world-class manufacturer with Indian roots and global ambitions. 

“We’re not chasing the next quarter. We’re building for the next generation. That’s what my father would’ve wanted—and what we owe to the future of Indian industry,” Harish Chandra Gupta confidently asserts as he signs off.