R Mohan's Strategic Vision for Automotive Innovation

*R Mohan’s Strategic Vision for Automotive Innovation As Managing Director of Tamil Nadu’s State Express Transport Corporation (SETC), R Mohan is redefining public mobility through strategic innovation, operational efficiency, and customer-centric leadership.

In the bustling corridors of India’s public transportation sector, few roles are as complex—or as critical—as leading a state transport corporation. With over 68,000 passengers daily, the State Express Transport Corporation (SETC) in Tamil Nadu stands as a vital artery for long-distance travel across the state. At the helm of this formidable operation is R Mohan, a seasoned veteran with decades of experience in India’s transport ecosystem. Under his leadership, SETC is not only adapting to modern challenges but actively pioneering transformative change.

our publication caught up with Mohan to discuss his strategic vision, leadership philosophy, and how he’s steering SETC into a new era of efficiency and innovation.

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our publication: You’ve recently overseen a major shift in infrastructure—moving SETC’s main terminus from Chennai to Coimbatore. What prompted this decision, and how has it impacted operations? R Mohan: The decision was largely driven by the government’s broader urban development goals and traffic decongestion initiatives. Chennai, being one of India’s busiest metropolitan cities, required strategic reallocation of resources. Moving our main terminal to Coimbatore—specifically to the Kalaignar Centenary Bus Terminus—was both a logistical and visionary move.

While we ensured minimal disruption during the transition, the change has presented its share of challenges. Passenger behavior is habitual, and many continued going to the old Chennai terminus. We saw a 9.7% drop in ridership between 2023 and 2024. But we believe that with the right communication, infrastructure, and customer experience, we can regain that trust and more.

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What strategies are you employing to rebuild ridership and enhance service delivery? Our approach is two-pronged: operational excellence and digital innovation. Internally, we’ve focused on optimizing costs without compromising service quality. Externally, we’ve launched a comprehensive digital platform called Namma Payani, which gives us real-time visibility into fleet performance, conductor behavior, and route efficiency.

Since its launch in May 2024, Namma Payani has significantly improved our operational transparency and responsiveness. We now track everything from vehicle maintenance schedules to real-time departures and passenger feedback. This has helped us identify bottlenecks and address them proactively.

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How do you ensure customer feedback translates into actionable improvements? Customer satisfaction is the cornerstone of any service-based organization. Every day, I personally review feedback collected across eight key parameters—dispatch time, scheduling, cleanliness, conductor behavior, vehicle condition, safety, ticketing ease, and comfort.

We’ve built a culture where feedback isn’t just collected—it’s acted upon. For instance, if passengers consistently report delays on a particular route, we investigate the root cause—whether it’s traffic, driver behavior, or vehicle issues—and implement corrective measures. This has led to a noticeable improvement in our occupancy ratio and, more importantly, customer loyalty.

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How does SETC’s cost structure compare with other state transport corporations, and how does that influence your strategy? One of SETC’s biggest strengths is operational efficiency. Our cost per kilometer is among the lowest in the country, which allows us to offer competitive fares while maintaining service quality. Although pricing is regulated by the government, our ability to manage variable costs gives us a significant advantage.

We’ve built strong partnerships with vendors and suppliers, ensuring that we get the best value for fuel, spare parts, and maintenance services. This vendor ecosystem is crucial. It’s not just about procurement—it’s about collaboration and shared goals.

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You’ve spoken about innovation—what does that look like in a public transport organization like SETC? Innovation in our context isn’t about flashy tech for the sake of it—it’s about solving real problems. Namma Payani is one such innovation. It’s a centralized dashboard that integrates data from across our operations, giving us unprecedented visibility.

We’re also exploring partnerships with fintech firms to enable seamless digital payments and are piloting GPS-enabled buses for better route tracking. Additionally, we’re investing in staff training to ensure our conductors and drivers are aligned with customer-centric values.

Innovation also means rethinking traditional processes. For example, we’ve streamlined our ticketing system and introduced dynamic scheduling based on historical data and seasonal demand. These may seem like small changes, but they have a profound impact on the customer experience.

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As a leader, how do you foster a culture of accountability and performance within a large public organization? Leadership, to me, is about setting the tone from the top. I believe in leading by example—being present, accessible, and consistent in my communication.

We’ve implemented performance dashboards not just for operations, but for individual teams and employees. Transparency in performance metrics has created a culture of ownership. When people see the impact of their work—whether it’s a driver maintaining punctuality or a conductor improving passenger interaction—they take pride in their roles.

Regular town halls, feedback loops, and recognition programs also play a big part. We celebrate small wins because they build momentum for larger transformations.

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What are your long-term goals for SETC, and how do you plan to stay ahead in an increasingly competitive landscape? Our vision is to make SETC the most reliable, efficient, and customer-friendly long-distance transport service in India. We’re not just competing with private operators—we’re redefining what public transport can be.

In the next three to five years, we aim to expand our digital infrastructure, introduce eco-friendly buses, and enhance last-mile connectivity. We’re also exploring collaborations with smart city initiatives to align our services with urban mobility ecosystems.

Ultimately, we want passengers to say, “SETC is my first choice.” That’s the benchmark we’re aiming for.

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Final thoughts—what advice would you give to fellow public sector leaders navigating transformation? Change is never easy, especially in large public institutions. But it’s necessary. My advice is to stay close to your customers, empower your teams, and be relentless in pursuit of excellence. Technology is a great enabler, but it’s people who drive transformation.

At SETC, we’re proving that with the right strategy, even traditional organizations can reinvent themselves. And that, to me, is the essence of leadership.

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R Mohan’s strategic mindset and commitment to innovation are setting a new standard for public transportation in India. As SETC continues to evolve, it stands as a model for how public enterprises can thrive in a rapidly changing world.*