Girish Wagh Tata Motors

As part of the ongoing restructuring at Tata Motors, Girish Wagh, Head of Product Line, Medium & Heavy Commercial Vehicle (M&HCV) has been elevated as Head of the Commercial Vehicle (CV) business unit. Girish Wagh replaces Ravindra Pisharody, the latest in line of a series of top exits from Tata Group companies. Girish Wagh takes charge with immediate effect, and will work closely with Ravindra Pisharody, to ensure a smooth transition according to Tata Motors’ press statement. Known for playing a crucial role in passenger vehicles business unit at the company, Wagh is credited with rolling out products like the ‘Tata Indica’, and ‘Tata Nano’. Especially in case of the latter, the world’s smallest and cheapest car (Nano) that made it to the list of milestone projects for the company. Leading up to the top post, these credentials are known to have been further bolstered by Wagh’s contribution to the commercial vehicles business unit. It is here that he headed the ‘Tata Ace LCV’ project, a top selling brand for the company today. Wagh only recently moved out from the passenger vehicles division to the commercial vehicles division. His replacement as the Head of Product Line – M&HCV is expected to be announced in due course of time. Until then, Wagh continues to oversee the related scope of responsibilities. An old hand at Tata Motors, Wagh joined the Original Equipment Manufacturer (OEM) in 1992. Back then he was selected on campus from a premiere institute, having enrolled under a manufacturing programme. Having spent 25 years of his entire career at Tata Motors, Wagh rose through the ranks to eventually attain the top post. He takes over from Pisharody at a critical juncture, with Tata Motors undertaking a massive transformation process. As part of the process, about 1400 people are known to have been sacked, with various roles and responsibilities for key executives being revised. The process that started on April 01, 2017 is part of an in-house project, Organisational Effectiveness or OE.


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