As India's infrastructure story evolves with digital growth and upscale urban projects, Umiya Buildcon Limited is strategically placing itself within these booming industries. The company experienced a financially strong and operationally progressive year under Group Captain C.S. Krishnadas (Retd)'s leadership, with its telecom and networking products business showing significant momentum and its real estate ventures making steady progress. In a conversation with The Economic Times Digital, Krishnadas explains Umiya Buildcon's approach to managing different business areas, its role in promoting domestic production, and its plan to establish a more robust, execution-driven growth model moving forward.
Economic Times: How would you describe the year gone by for Umiya Buildcon Limited in terms of strategic progress across its key business segments?
C.S. Krishnadas (CSK): The past year has been one of strong and well-rounded progress for Umiya Buildcon, both operationally and financially. The company reported consolidated revenue of Rs 7236.5 lakhs for FY26, reflecting a 48.9% year-on-year growth, with Q4 revenue at Rs 2087.9 lakhs compared to Rs 1280.2 lakhs in the same period last year. This growth was supported by improved execution across all three business segments and a more balanced contribution to overall performance.
The Products segment emerged as a key growth driver, delivering 79.5% year-on-year growth and recording its highest quarterly sales in the last decade, led by strong demand for indigenous networking solutions. The Real Estate segment also saw meaningful traction, with annual revenues growing by 70.4%, supported by project launches and customer engagement in markets like Bengaluru and Goa. Meanwhile, the Solutions segment maintained steady execution, contributing to overall stability.
Beyond financial performance, the focus during the year has been on strengthening execution discipline, expanding product capabilities, and building a more diversified and resilient business model. This balanced progress across segments positions the company well for sustainable growth going forward.
ET: With operations spanning telecom/networking and real estate, how does the company balance priorities between these two distinct verticals, and where do you see stronger momentum building?
CSK: Even though telecom and networking and real estate are two very different industries with their own cycles and execution processes, we believe that both are key components of India's broader infrastructure and consumption story. With this in mind, we have developed a strategy whereby each of these two verticals operates as an independent operating company with its own leadership focus, operational cadence, and growth roadmap, while maintaining group-level discipline around capital allocation and risk management.
Telecom and networking currently have a much higher level of activity, supported by sustained investments in digital infrastructure and continued growth in data consumption. This has translated into strong performance in our Products segment, which recorded 79.5% year-on-year growth during the year, along with steady execution in the Solutions segment, providing good near-term visibility and momentum for the business.
In contrast, demand for real estate has been more measured but continues to show steady progress. The segment recorded 70.4% year-on-year growth, supported by traction from key projects and sustained interest in premium and lifestyle housing. Our approach remains selective, focusing on markets where we see long-term potential, with careful attention to location, product positioning, and execution timelines rather than pursuing expansion for scale alone.
ET: What structural trends are you seeing in India’s telecom and digital infrastructure space, particularly around indigenous manufacturing, and how is the company aligning with them?
CSK: India’s telecom and digital infrastructure space is seeing a clear shift towards indigenous manufacturing and greater self-reliance, driven by both policy support and the need for more resilient supply chains. At the same time, the rapid growth in data consumption is increasing the need for scalable, high-performance, and cost-efficient network infrastructure. There is also a growing emphasis on building capabilities across data centre networking and software-led network management.
We are seeing increasing acceptance of domestically developed solutions, especially from enterprise and public sector customers, which is creating a strong foundation for long-term growth. Our approach has been to align closely with these trends by continuing to invest in our product portfolio, strengthening our R&D capabilities, and building solutions that are both reliable and adaptable to evolving requirements.
At the same time, we are focusing on deepening our presence in system integration and government-led digital infrastructure projects, where localization and innovation are becoming key priorities. Overall, we see indigenous manufacturing as a long-term structural shift, and our focus is on building capabilities that allow us to participate meaningfully in this evolving ecosystem.
ET: The products business seems to be gaining traction. What is driving demand in this segment, and how do you see this evolving over the next few years?
CSK: The traction in the products business is being driven by the increasing complexity and scale of network infrastructure requirements. As enterprises and service providers look to upgrade their systems, there is a growing need for solutions that are not only reliable but also adaptable to evolving technology environments.
We are also seeing a shift in customer expectations, where there is greater emphasis on performance, interoperability, and long-term support, rather than just cost efficiency. This is creating opportunities for players who can offer well-integrated and consistent solutions across use cases. This is also reflected in the segment delivering its highest quarterly sales in the last decade. The Government thrust on Make in India products especially for the telecom sector also has been a boost for Home grown Indian COmpanies like ours. We are focussed on expanding R&D and have invested significantly towards development of Network Hardware design capabilities and indigenous Network Operating System. We have a strong development roadmap for the future to induct more cutting-edge tech products which will be truly designed and made in India.
Over the next few years, we see the products business evolving beyond a transactional model into a more capability-driven segment, where deeper customer engagement, continuous product development, and integration with broader network ecosystems will play a key role. Our focus will be on strengthening these capabilities to build a more sustainable and differentiated presence in this space.
ET: In real estate, what is your approach to scaling in markets like Bengaluru and Goa, and how do you assess demand in the premium and luxury housing segments?
CSK: Our approach to scaling in real estate is anchored in selectivity and long-term value creation rather than rapid expansion. In markets like Bengaluru and Goa, we are focused on well-established micro-markets that offer a combination of location advantage, lifestyle appeal, and sustained end-user demand. Our recent developments, including Umiya Prism in Bengaluru and Umiya Bricklane in Candolim, Goa, reflect this philosophy of entering markets with a clear product-market fit. This is further complemented by our acquisition of a prime CBD land parcel in Bengaluru for an ultra-luxury development, reinforcing our focus on high-quality, location-driven growth.
Demand in the premium and luxury housing segments continues to remain resilient, but it is also becoming more discerning. Buyers today are placing greater emphasis on design, quality of construction, privacy, and overall living experience, rather than just location or price appreciation. This shift is shaping how projects need to be conceptualised and delivered.
ET: As you look ahead, what are the key growth levers and potential challenges that could shape the company’s trajectory over the next 12–18 months?
CSK: Over the next 12–18 months, our focus will be on sustaining the momentum built over the past year and maintaining a steady run rate across the business. We expect this to be supported by a strong order book in our Products business and continued progress across our other segments. Also, our R&D efforts are bound to bear fruit this year and we expect more products to roll out to meet the increasingly growing demand for Make in India Telecom products.
We remain optimistic about our growth trajectory and expect to sustain this momentum into FY27 on the back of a healthy order pipeline in our Products business, along with steady advancement in our real estate portfolio.
At the same time, the operating environment continues to require careful calibration, particularly around input costs, project timelines, and regulatory requirements. As we scale, maintaining execution discipline and alignment across teams will be critical.
Our priority will be to strengthen internal capabilities, improve consistency in delivery, and build a more agile operating model that enables us to navigate these dynamics effectively while continuing to deliver long-term value.
Economic Times: How would you describe the year gone by for Umiya Buildcon Limited in terms of strategic progress across its key business segments?
C.S. Krishnadas (CSK): The past year has been one of strong and well-rounded progress for Umiya Buildcon, both operationally and financially. The company reported consolidated revenue of Rs 7236.5 lakhs for FY26, reflecting a 48.9% year-on-year growth, with Q4 revenue at Rs 2087.9 lakhs compared to Rs 1280.2 lakhs in the same period last year. This growth was supported by improved execution across all three business segments and a more balanced contribution to overall performance.
The Products segment emerged as a key growth driver, delivering 79.5% year-on-year growth and recording its highest quarterly sales in the last decade, led by strong demand for indigenous networking solutions. The Real Estate segment also saw meaningful traction, with annual revenues growing by 70.4%, supported by project launches and customer engagement in markets like Bengaluru and Goa. Meanwhile, the Solutions segment maintained steady execution, contributing to overall stability.
Beyond financial performance, the focus during the year has been on strengthening execution discipline, expanding product capabilities, and building a more diversified and resilient business model. This balanced progress across segments positions the company well for sustainable growth going forward.
ET: With operations spanning telecom/networking and real estate, how does the company balance priorities between these two distinct verticals, and where do you see stronger momentum building?
CSK: Even though telecom and networking and real estate are two very different industries with their own cycles and execution processes, we believe that both are key components of India's broader infrastructure and consumption story. With this in mind, we have developed a strategy whereby each of these two verticals operates as an independent operating company with its own leadership focus, operational cadence, and growth roadmap, while maintaining group-level discipline around capital allocation and risk management.
Telecom and networking currently have a much higher level of activity, supported by sustained investments in digital infrastructure and continued growth in data consumption. This has translated into strong performance in our Products segment, which recorded 79.5% year-on-year growth during the year, along with steady execution in the Solutions segment, providing good near-term visibility and momentum for the business.
In contrast, demand for real estate has been more measured but continues to show steady progress. The segment recorded 70.4% year-on-year growth, supported by traction from key projects and sustained interest in premium and lifestyle housing. Our approach remains selective, focusing on markets where we see long-term potential, with careful attention to location, product positioning, and execution timelines rather than pursuing expansion for scale alone.
ET: What structural trends are you seeing in India’s telecom and digital infrastructure space, particularly around indigenous manufacturing, and how is the company aligning with them?
CSK: India’s telecom and digital infrastructure space is seeing a clear shift towards indigenous manufacturing and greater self-reliance, driven by both policy support and the need for more resilient supply chains. At the same time, the rapid growth in data consumption is increasing the need for scalable, high-performance, and cost-efficient network infrastructure. There is also a growing emphasis on building capabilities across data centre networking and software-led network management.
We are seeing increasing acceptance of domestically developed solutions, especially from enterprise and public sector customers, which is creating a strong foundation for long-term growth. Our approach has been to align closely with these trends by continuing to invest in our product portfolio, strengthening our R&D capabilities, and building solutions that are both reliable and adaptable to evolving requirements.
At the same time, we are focusing on deepening our presence in system integration and government-led digital infrastructure projects, where localization and innovation are becoming key priorities. Overall, we see indigenous manufacturing as a long-term structural shift, and our focus is on building capabilities that allow us to participate meaningfully in this evolving ecosystem.
ET: The products business seems to be gaining traction. What is driving demand in this segment, and how do you see this evolving over the next few years?
CSK: The traction in the products business is being driven by the increasing complexity and scale of network infrastructure requirements. As enterprises and service providers look to upgrade their systems, there is a growing need for solutions that are not only reliable but also adaptable to evolving technology environments.
We are also seeing a shift in customer expectations, where there is greater emphasis on performance, interoperability, and long-term support, rather than just cost efficiency. This is creating opportunities for players who can offer well-integrated and consistent solutions across use cases. This is also reflected in the segment delivering its highest quarterly sales in the last decade. The Government thrust on Make in India products especially for the telecom sector also has been a boost for Home grown Indian COmpanies like ours. We are focussed on expanding R&D and have invested significantly towards development of Network Hardware design capabilities and indigenous Network Operating System. We have a strong development roadmap for the future to induct more cutting-edge tech products which will be truly designed and made in India.
Over the next few years, we see the products business evolving beyond a transactional model into a more capability-driven segment, where deeper customer engagement, continuous product development, and integration with broader network ecosystems will play a key role. Our focus will be on strengthening these capabilities to build a more sustainable and differentiated presence in this space.
ET: In real estate, what is your approach to scaling in markets like Bengaluru and Goa, and how do you assess demand in the premium and luxury housing segments?
CSK: Our approach to scaling in real estate is anchored in selectivity and long-term value creation rather than rapid expansion. In markets like Bengaluru and Goa, we are focused on well-established micro-markets that offer a combination of location advantage, lifestyle appeal, and sustained end-user demand. Our recent developments, including Umiya Prism in Bengaluru and Umiya Bricklane in Candolim, Goa, reflect this philosophy of entering markets with a clear product-market fit. This is further complemented by our acquisition of a prime CBD land parcel in Bengaluru for an ultra-luxury development, reinforcing our focus on high-quality, location-driven growth.
Demand in the premium and luxury housing segments continues to remain resilient, but it is also becoming more discerning. Buyers today are placing greater emphasis on design, quality of construction, privacy, and overall living experience, rather than just location or price appreciation. This shift is shaping how projects need to be conceptualised and delivered.
ET: As you look ahead, what are the key growth levers and potential challenges that could shape the company’s trajectory over the next 12–18 months?
CSK: Over the next 12–18 months, our focus will be on sustaining the momentum built over the past year and maintaining a steady run rate across the business. We expect this to be supported by a strong order book in our Products business and continued progress across our other segments. Also, our R&D efforts are bound to bear fruit this year and we expect more products to roll out to meet the increasingly growing demand for Make in India Telecom products.
We remain optimistic about our growth trajectory and expect to sustain this momentum into FY27 on the back of a healthy order pipeline in our Products business, along with steady advancement in our real estate portfolio.
At the same time, the operating environment continues to require careful calibration, particularly around input costs, project timelines, and regulatory requirements. As we scale, maintaining execution discipline and alignment across teams will be critical.
Our priority will be to strengthen internal capabilities, improve consistency in delivery, and build a more agile operating model that enables us to navigate these dynamics effectively while continuing to deliver long-term value.
