AMOL B. PATIL

Partner & Founder

Amol has 15+ years of progressive leadership spanning direct plant management and consulting assignments across India. Of this, 10 years were in industry — starting as a Design and Development Engineer and rising to Plant Operations Manager across automotive, electrical, and automation manufacturing companies. This was followed by 5 years in consulting, where he progressed from Consultant to a Director-level role. His hands-on expertise spans Strategic Planning, Process Digitization, Production, Maintenance, Quality, Supply Chain, Lean Practices, Smart Manufacturing, Management Control Systems, and Governance.

Lean six sigma black belt
Masters in Manufacturing (VIT Vellore)
Bachelors in Mechanical Engineering

15+

Years Experience

30+

Organizations Helped

10+

Industries Served

Why Alberton Exists

For years, I worked with some of India's largest companies — organizations with turnovers upwards of ₹500 crore. The work was good, but I noticed something: the consulting being delivered at that scale came at a price point that put it completely out of reach for everyone else. And "everyone else" is most of Indian manufacturing — the SMEs, and the Tier 1/2/3 suppliers who keep larger OEMs running, often without access to the same structured operational excellence support. I saw this gap firsthand across Pune and Maharashtra, but it holds true for SMEs across India.

That gap became personal too. The travel that came with top-tier consulting work meant weekdays away from home, with only weekends left for family — and at some point, I had to ask myself what the work was actually for, if it came at that cost.

Alberton exists to close that gap. We don't chase the biggest logos — we focus on the SMEs and mid-sized manufacturers who need this the most, and who deserve consulting that's practical, hands-on, and priced for their reality, not just the Fortune 500's.

Key Achievements

Steel

15% throughput improvement via MCS & governance structure

Dye Manufacturing

46% output improvement – 56 to 82 ton/month

Electrical Panels

20% turnover increase, lean practices & visual management

Automobile

TAKT time achievement via line balancing & kaizen

Rail Wagon

53-day reduction in order-to-ship via ECRS & digital platform

Packaging

20% assembly throughput increase; 7% quality defect reduction

Production Planning

Lead time from 21→17 days; 15% more machine utilization

Engine Assembly

+2 engines/shift via Menard operational sequence technique

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