Led by CEO Flavio Farroni, the company has expanded into what he describes as a ‘MegaRide holding’, comprising multiple specialised businesses, each targeting different segments of the automotive technology sector.

“We embrace an unconventional approach to startup building: we invest in organic and gradual growth, which keeps us independent from private funding and allows us to reinvest our revenues into the team and R&D projects fully,” says Farroni, who co-founded the company after conducting tyre research at the university.

FROM ACADEMIA TO INDUSTRY DISRUPTOR

MegaRide’s journey represents a new technology transfer model from academia to industry. Farroni acknowledges that this transition wasn’t without challenges.

“The main leadership challenges we faced along our journey were, first and foremost, gaining acceptance for our role as researcher-entrepreneurs – researchpreneurs – both within academia and in the market. In the beginning, neither was sufficiently advanced to recognise such a new and competitive figure,” Farroni explains.

This ‘researchpreneur’ model has since become central to MegaRide’s competitive advantage. The company maintains close ties with universities and ensures a continuous pipeline of cutting-edge research that feeds into commercial applications.

“Our deep synergy with universities makes research and innovation our core mission. This allows us to explore methodologies and techniques that may not immediately apply to current products but lay the groundwork for future advancements,” explains Aleksandr Sakhnevych, MegaRide’s Chief Technology Officer.

ITALIAN TECH FIRM REVOLUTIONISES TYRE SCIENCE WITH PHYSICS-BASED SIMULATION

In a nondescript business park on the outskirts of Naples, a team of researchers-turned-entrepreneurs is quietly revolutionising how the world’s leading vehicle manufacturers and motorsport teams understand tyre performance. MegaRide, founded by academic researchers from the University of Naples Federico II, has grown from a university spinoff to one of the most innovative players in automotive simulation technology.

The company specialises in physics-based modelling software that predicts tyre behaviour with unprecedented accuracy – crucial information for both racing teams seeking competitive advantages measured in milliseconds and vehicle manufacturers designing safer, more efficient cars for everyday drivers.

THE TECHNOLOGY: DIGITAL TWINS FOR TYRES

These physics-based models simulate how tyres behave under different conditions, predicting temperature changes, grip levels and wear patterns in real time with an accuracy that was previously impossible.

One of its most innovative products, weaRIDE, enables real-time tyre tread wear and chemical degradation simulation. This technology is particularly significant for electric vehicles, whose instant torque delivery creates new challenges for tyre durability.

“We were the first to develop a commercial thermal model for tyres, the first to create a multiphysics Pacejka-based model, and today, we are the first to introduce a wear and degradation model, weaRIDE, internationally awarded for its innovation. We try to be always a step ahead, and scientific research is our ‘secret weapon’,” Farroni says.

Sakhnevych explains that ensuring model accuracy across varied real-world conditions requires a multifaceted approach: “MegaRide ensures the accuracy and reliability of the weaRIDE model through a multifaceted approach. First, there is a continuous effort to enhance the physical fidelity of the model, leveraging a strategic synergy with universities and research institutions.”

He adds, “Additionally, a key focus is placed on improving data processing methodologies. Tyre models often face scrutiny due to the limitations in predictive accuracy, which are strongly influenced by the quality of the calibration data.”

FROM SIMULATION TO MEASUREMENT: THE VESEVO SPINOFF

In 2018, MegaRide expanded its footprint by spinning off VESevo, a company focused on developing innovative testing equipment for tyre materials. VESevo’s flagship product enables non-destructive testing of tyre compounds, providing detailed mechanical property data previously unavailable without destroying the tyre.

Andrea Genovese, CEO of VESevo, explains how the technology has evolved from its motorsport origins: “VESevo is evolving its motorsport-derived technology to enhance industrial applications, leveraging its versatility for real-time quality control in tyre manufacturing. Its non-destructive, non-invasive and rapid-testing capabilities allow each tyre to be analysed directly on the production line.”

This represents a significant shift in quality control for tyre manufacturers. “This innovation enables mechanical property testing to be performed not just on a sample basis but on the entire production, guaranteeing comprehensive quality assessment,” Genovese adds.

However, VESevo has faced regulatory headwinds in motorsport, particularly after the Fédération Internationale de l’Automobile (FIA) introduced rules limiting the use of its technology in Formula 2 and Formula 3.

“Honestly, we were surprised by this regulatory change, as motorsport has always been a driving force in introducing innovations, especially when they enhance performance, spectacle and safety, benefiting all stakeholders involved,” Genovese admits.

Rather than seeing this as a setback, VESevo has focused more on industrial applications. “By broadening our reach into new applications, we are not just navigating these changes, but we are turning them into opportunities to drive innovation forward,” Genovese says.

STRATEGIC ACQUISITIONS AND GROWTH

MegaRide has augmented its technological capabilities through strategic acquisitions, including the 2022 purchase of Wriggle Solutions’ intellectual property. This acquisition bolstered MegaRide’s capabilities in real-time tyre wear monitoring.

“The acquisition of Wriggle Solutions’ intellectual property in 2022 has expanded MegaRide’s strategic line, accelerating the transition from purely simulation-based technologies to real-time, onboard vehicle sensing,” Sakhnevych explains.

This move has enabled MegaRide to develop virtual sensors that can estimate previously unmeasurable parameters like vehicle sideslip angle, tyre temperature and tread wear. These capabilities have applications for vehicle performance, safety systems and autonomous driving technologies.

MegaRide has also established key partnerships with major industry players. Its collaboration with Prometeon, an industrial tyre manufacturer, illustrates how the company’s technology is being applied beyond high-performance vehicles to commercial transport.

THE CHALLENGE OF SCALING HIGH-PERFORMANCE TECHNOLOGY

Transferring technologies developed for the extreme demands of motorsport to mass-market applications presents significant challenges. Sakhnevych outlines several hurdles: “One of the main challenges is cost, as motorsport applications rely on high-end sensors and powerful computing. To make these solutions viable for mass production, MegaRide focuses on leveraging existing vehicle sensors and optimising software to run efficiently on standard ECUs.”

He continues, “Scalability is another hurdle, as consumer vehicles operate in diverse and unpredictable conditions. Ensuring robust performance across various road surfaces and driving styles requires extensive validation and adaptive modelling.”

THE AI QUESTION

As artificial intelligence (AI) transforms industries worldwide, MegaRide maintains a measured approach to incorporating machine learning (ML) into its products. The company’s roots in physics-based modelling inform its perspective on AI’s role in tyre simulation.

“MegaRide leverages artificial intelligence and machine learning while staying true to its roots in physics-based modelling,” Sakhnevych says. “Our background in academic research, particularly in mechanical engineering, has shaped our expertise in model-based approaches."

He distinguishes their approach from purely data-driven methods: “Unlike purely data-driven methods, our approach enables prediction without extensive training datasets – simply by parametrising models using well-established physical principles.”

DATA SECURITY CONCERNS

As vehicles become increasingly connected, handling sensitive data securely becomes increasingly important. MegaRide has developed comprehensive approaches to data security, particularly relevant to its onboard sensing technologies.

“MegaRide addresses data privacy and security concerns in tyre technology through a robust combination of encryption, secure data management protocols and role-based access controls,” Sakhnevych explains.

COMPETITION FROM INDUSTRY GIANTS

As a small company operating in an industry dominated by global corporations, MegaRide faces significant competitive pressures. However, Sakhnevych sees advantages in the company’s nimble structure.

THE FUTURE: EXPANSION AND DIVERSIFICATION

Looking ahead, MegaRide plans to continue expanding through organic growth and the development of new ventures within its holding structure.

“The ‘MegaRide holding’ concept will allow us to diversify our strategies, expanding into various sectors we consider strategic,” Farroni explains.

“MegaRide’s models are increasingly used by OEMs, tyre manufacturers and racing teams, and the technological landscape is moving towards a greater adoption of physics-based models like ours, driven by the growing use of real-time simulations.”

Each company within the holding structure has its strategic direction. “VESevo, originally founded to produce a portable device for motorsport, is now evolving – thanks to key strategic partnerships – into a provider of non-destructive testing solutions and quality control systems for tyres, directly integrated into production lines,” says Farroni. The newest addition, RIDEsense, targets emerging opportunities in vehicle automation. “The increasing onboard computational power of vehicles has led to the creation of a new company, RIDEsense, focused on developing ‘Virtual Sensors’ – real-time algorithms capable of estimating otherwise unmeasurable quantities and providing critical insights for ADAS and autonomous driving systems, which will be pivotal in tackling the mobility challenges of the coming years,” explains Farroni. VESevo’s Genovese describes a similar approach to balancing immediate market needs with long-term innovation: “At VESevo, balancing short-term business goals with long-term research and development is part of our DNA. As an academic spinoff from the University of Naples Federico II and an innovative company, we follow the same path that MegaRide successfully pioneered, transforming cutting-edge research into commercially viable solutions while maintaining a strong focus on technological advancement.”

He elaborates on their dual-track strategy: “In the short term, we focus on delivering market-ready solutions that meet the immediate needs of our customers, particularly in motorsport and industrial applications. By working closely with teams and manufacturers, we ensure our technology provides tangible value and rapid returns, allowing us to sustain growth and reinvest in innovation.”

Meanwhile, the academic connection remains vital: “Our strong ties to the academic world allow us to act as a ‘bridge’ between research and industry. This close connection enables a constant exchange of knowledge, technology, expertise and skills, accelerating innovation while ensuring our developments translate into real-world impact,” says Genovese.

A MODEL FOR RESEARCH COMMERCIALISATION

MegaRide’s success offers a blueprint for commercialising academic research in highly technical fields. The company has carved out a unique position in the automotive technology ecosystem by maintaining close ties to academia while developing practical market applications.

The company’s ‘researchpreneur’ model provides a case study in technology transfer that may be increasingly relevant as universities worldwide seek to translate research into commercial impact. MegaRide demonstrates that deep technical expertise can be successfully paired with entrepreneurial vision when the right structures and leadership are in place.

As vehicle electrification, automation and connectivity create new challenges for tyre performance and safety, MegaRide’s physics-based approach to simulation and testing positions the company to play an increasingly important role in the future of mobility.

What began as academic research in a Naples university laboratory has evolved into a group of companies pushing the boundaries of what’s possible in understanding the complex interactions between tyres and roads – knowledge that underpins both the thrilling spectacle of motorsport and the mundane safety of everyday driving.

India’s rapidly expanding fleet ecosystem faces a persistent paradox with rising logistics demand alongside shrinking profit margins.

As operators grapple with fuel costs, compliance burdens and operational inefficiencies, tyres, often the second-largest fleet expense, are emerging as a critical lever for efficiency. Integrated tyre management solutions backed by data analytics and vendor-led lifecycle management are increasingly being viewed as a potential turning point to improve uptime, extend tyre life and stabilise operating costs across fleets.

India’s fleet ecosystem broadly includes long-haul commercial truck, last-mile delivery, urban distribution, passenger transport fleets and emerging electric vehicle fleets.

Growth in e-commerce, logistics modernisation and digital technologies such as telematics and AI-based route optimisation are reshaping fleet operations. Last-mile delivery fleets, often using small commercial vehicles, two-wheelers and EVs, are expanding rapidly to support online retail and quick-commerce models.

Amidst these growth drivers, integrated tyre management solutions and educating fleet owners might just be the hail Mary as the sector consistently grapples with the challenge of increasing profit margins and reducing operational costs.

The Asia-Pacific tyre fleet management solutions market was valued at USD 2.2 billion in 2024, riding at a compound annual growth rate of 9.2 percent as per data by Strategic Revenue Insights.

Speaking exclusively to Tyre Trends on avenues that can increase cost and operational efficiency for fleets, Reema Kothari Jogani, Director, Reema Transport, noted, “The sector requires education on different aspects of operations and fleet tyre management solutions powered by new-age technology. The more we grow on education, the more we can streamline operations and reap the most of current market trends and demand.”

According to Jogani, tyres are the second most costly investment for fleets and companies require tyre management solutions that can increase its entire service life. “We currently operate on a cost-per-kilometre (CPK) model with a vendor. Under this arrangement, we provide them with the kilometre requirement per month and they manage the entire tyre lifecycle,” she said.

This approach has simplified operations for the company as the executive claimed that tyres can run for more distances but fleets often don’t achieve it because performance depends heavily on factors such as driving behaviour and road conditions.

She noted that engagement with tyre industry vendors has recently increased, improving access to data and making tyre management easier. Earlier, there was little structured support despite tyres being the second-largest fleet cost after fuel, so tyres were managed in-house. Later, the company partnered with specialised vendors for professional management.

“Today, detailed data helps analyse tyre wear, identify whether damage is caused by driver behaviour, road conditions or manufacturing issues and determine optimal replacement timing. Such insights also create learning opportunities for fleet operators,” said Jogani.

She believes that technology combined with skilled manpower to interpret data is the future, though priorities differ by company. “Some focus on AI for vehicle utilisation, while others prioritise tyre management. Overall, the evolution from basic GPS tracking to advanced tyre and fleet analytics has improved driver education, fuel efficiency, mileage and safety,” she said.

HURDLES REDUCING

Tyre management solutions have historically remained a largely manual and reactive process. Kothari suggested that the industry is now gradually moving towards digital tyre health management systems, but the transition is still uneven.   

“While technologies such as telematics, RFID tagging and Bluetooth-enabled sensors are becoming more common, their effectiveness ultimately depends on three factors viz-a-viz driver awareness, reliable data and integrated management platforms,” she noted.

One of the most widely acknowledged benefits of tyre management systems is improved fuel efficiency through lower rolling resistance. Poorly inflated or poorly maintained tyres increase resistance against the road surface, forcing vehicles to consume more fuel.

“Fleet operators recognise this link, but many say it remains difficult to translate tyre performance improvements into clear financial gains within their profit-and-loss statements,” noted Jogani.

In theory, telematics platforms can track parameters such as tyre pressure, temperature and kilometres travelled. However, tyre monitoring systems often operate separately from fuel management software.

This makes it challenging for fleet operators to directly correlate tyre condition with fuel consumption. As a result, the financial benefits of tyre management tend to appear indirectly through longer tyre life, reduced breakdowns and fewer vehicle stoppages rather than through clearly quantified fuel savings.

“Another key pillar of tyre management is driver participation. Despite the growing use of sensors and digital monitoring systems, fleet owners emphasise that drivers remain the first line of defence when it comes to tyre safety and performance,” informed Jogani.

She added that many companies have begun investing in structured driver education programmes, encouraging drivers to conduct daily visual inspections and basic checks before starting a trip.

Training typically focuses on recognising abnormal tyre wear, maintaining correct pressure and avoiding harsh driving behaviour that accelerates tyre degradation.

“However, implementing such training across large fleets can be difficult. Indian transport networks often involve drivers operating across multiple states, languages and levels of formal education. This makes consistent driver training programmes a challenge,” she noted.

Some fleets are experimenting with simplified training modules and incentive schemes that reward drivers for maintaining tyre health and reducing wear.

HELPING HAND

Tyre manufacturers are also playing a more active role in supporting fleet operators. Several companies now provide tyre health audits, driver training workshops and digital tyre management tools as part of their service offerings.

In some cases, dedicated engineers visit fleet depots to analyse tyre wear patterns and recommend corrective measures. Yet Jogani noted that these services often remain focused on tyre performance rather than offering a fully integrated operational view that connects tyres with fuel usage, driver behaviour and route conditions.

“One of the most persistent challenges in tyre fleet management today is the disparity between driver-reported information and digital platform data. Fleet owners frequently encounter differences between kilometres logged by drivers and those recorded by telematics or tyre management systems. These discrepancies complicate tyre lifecycle analysis and make it difficult to accurately calculate cost-per-kilometre metrics,” she explained.

The problem is often compounded by the use of multiple independent software systems that do not communicate with each other seamlessly.

This shift is gradually transforming workshop practices from scheduled inspections to predictive maintenance. Instead of identifying tyre issues only during routine checks, fleets can intervene earlier when digital alerts signal potential problems.

COST CENTRE TO STRATEGIC ASSET

When Jogani began her company’s operational portfolios, one gap stood out. Tyres were being managed without a dedicated system.

“Vendors frequently claimed their tyres could run beyond 100,000 kilometres. In practice, however, the fleet was seeing lifespans closer to 70,000–80,000 kilometres. The discrepancy prompted a deeper operational review,” she said.

Even before adopting a formal tyre management programme, the company had implemented a checklist-based inspection system. The shift came when tyre suppliers began introducing CPK model, under which vendors assume responsibility for tyre performance and lifecycle management.

Under the arrangement, the vendor becomes responsible for ensuring tyre performance. The model also exposed Jogani to practices that were previously unfamiliar, such as checking tyre pressure, tyre condition, oil levels and coolant status.

“Professional management of these processes, from rotation schedules to monitoring, significantly reduced operational complexity for us,” she added.

“When someone manages all these aspects professionally, life becomes much easier for a transporter,” Jogani said. “Of course, such services come at a cost because vendors invest manpower and technology into the process.”

Still, she believes adoption will expand as transporters better understand the financial and operational benefits.

In terms of fleet downtime, however, tyres are rarely the primary cause of breakdowns when properly maintained.

“In my experience, breakdowns rarely happen purely because of tyres, provided they are well maintained and drivers are trained properly,” she said. “Most tyre-related problems occur due to poor road conditions, which may cause punctures.” 

For Jogani, tyres have evolved from a consumable to a strategic asset.

VENDOR-LED ECOSYSTEMS

Today, most tyres in the company’s fleet are managed by vendors.

However, new vehicles initially run on the tyres supplied by the manufacturer before being gradually integrated into the vendor programme.

“For new vehicles that we add to the fleet, they initially operate with the tyres supplied by the manufacturer and are not immediately part of the vendor programme,” Jogani said.

The system has been in place for roughly two to two-and-a-half years and has already improved tyre productivity.

While the company now pays a slightly higher premium, the operational benefits outweigh the cost.

“The entire tyre management responsibility now lies with the vendor,” she said. “They ensure that tyres are maintained properly and perform according to the agreed parameters.”

Previously, the fleet often lost value because tyres did not reach their expected lifespan.

Isolating the precise financial impact remains difficult, however, because other costs have also risen.

“Vehicle prices have gone up, compliance requirements like AIS-140 have added costs and operational expenses have increased overall,” she said. “Because of these multiple factors, it becomes difficult to isolate the exact savings purely from tyre management.”

DIGITAL ADOPTION

Adoption of digital tyre management tools such as tyre pressure monitoring systems (TPMS) remains uneven across the logistics sector.

“If you ask me honestly, some companies are adopting these systems, especially larger fleets,” Jogani said. “A few mid-sized companies also have in-house maintenance teams that manage tyre monitoring.”

Cost considerations remain a major barrier. “Fuel is a major cost component and tyres are the second major cost. At the same time, safety requirements are increasing,” she said.

From a transporter’s perspective, the return on investment can appear uncertain.

“Another challenge is behavioural,” Jogani said. “Even if technology like TPMS helps drivers save fuel or improve efficiency, not all drivers may be willing to openly share that benefit with fleet owners.”

Integration is another concern. If every tyre supplier operates its own digital platform, complexity rises rapidly.

“If I have a fleet of 100 vehicles and they are managed by one vendor who provides a single dashboard with analytics for all tyre data, it makes sense,” she said. “But if I have to deal with multiple vendors and multiple platforms, the cost and complexity increase significantly.”

An integrated tyre management platform, she added, would provide the most effective solution.

Transporters also need clearer demonstrations of value. Moreover, affordable pricing models could accelerate adoption, particularly among mid-sized operators.

DELEGATING PROCUREMENT

Operating across western, central and southern India exposes fleets to widely varying road conditions and temperatures. Earlier, the company tailored tyre procurement to specific routes.

“Because our operations involve life-saving logistics, safety has always been the top priority,” Jogani said. “For that reason, we rarely opted for retreading or remoulding.”

“Since the vendor is responsible for tyre performance and lifecycle management, we have largely left these decisions to them,” she added.

Under the current arrangement, retreaded tyres are generally not used in the fleet.

“For our operations, factors such as durability, heat resistance, load-carrying capacity and tread design are extremely important,” Jogani said.

Vendor representatives are stationed at company branches to monitor vehicles continuously. Monthly billing is based on usage data, while inspections track tyre condition, alignment and kilometres covered.

“Because of this constant monitoring, tyre management has become much easier for us,” she said.

The vendor also plays an advisory role, analysing operational data and providing feedback on driving patterns.

Furthermore, comparing performance data between drivers operating similar vehicles helps improve training and accountability.

On the other hand, small fleet operators often struggle to adopt tyre management technologies due to cost constraints, making collaboration with larger logistics ecosystems crucial.

According to Jogani, smaller fleet owners attached to networks like Reema Transport can access systems they might not afford independently. For these operators, keeping vehicles running is critical because downtime directly halts income and affects their ability to service loans.

As a result, adoption of tyre management solutions is likely to be gradual, supported by education on long-term cost benefits and collaborative industry models.

On the other hand, Sharma believes that it is relatively easier for an established off-highway tyre specialist to expand into the B2C or on-highway tyre segment than it is for traditional consumer tyre companies to build the capabilities needed for off-highway applications.

To ensure that its leadership in off-highway tyres remains intact, the company has ring-fenced the two businesses. The off-highway and on-highway operations will run independently with a completely separate team dedicated to the consumer tyre segment.

The distribution strategy will also be different. “The on-highway business will have its own distributors and channel structure and we will not rely on the existing off-highway distribution network for this segment,” he said.

In effect, everything from organisational teams to distribution channels has been designed to remain distinct while still allowing the company to selectively leverage complementary strengths where it makes strategic sense.

UNCHARTED TERRITORIES

Entering the B2C tyre space in India is widely seen as challenging, as the market is dominated by a handful of established players and is extremely price competitive.

Alluding to how the company will navigate through such uncharted territories, Sharma said, “While the Indian tyre market is indeed dominated by major players, that concentration also indicates limited brand diversity rather than excessive competition. This suggests there is still room for credible new entrants that can provide customers with more options.”

Sharma also believes that the company enters the market with an advantage because it already has a well-recognised brand presence in India. It is not a completely new or unknown player entering the country for the first time.

“Given that roughly 90 percent of the market is served by only a few companies, we see an opportunity to gradually establish ourselves by offering reliable products and expanding customer choice,” noted Sharma.

Also, India is one of the largest markets in the world for two-wheeler tyres. The company’s long-term strategy is to eventually address multiple segments, but the initial focus will be on high-volume categories.

“Building a strong distribution network requires products that move quickly and consistently through the market, making high-volume segments the logical starting point. The two-wheeler tyre market in India is largely volume-driven with enormous demand levels. Success in this segment requires deep market penetration, strong brand awareness and the ability to deliver high-quality products consistently,” explained Sharma.

As a result, the company plans to begin with two primary product categories viz-a-viz a pure on-road tyre and an on-off-road tyre. “Within these categories, several sub-segments will be introduced to address different consumer needs. This multi-product approach is designed to help build the distribution network, strengthen brand visibility and establish our operating model in the market. Additional product lines will be introduced gradually once this foundation is established,” contended Sharma.

He also believes there is a meaningful opportunity to bring more innovation to better serve Indian consumers. From a consumer perspective, introducing fresh breakthroughs in two-wheeler tyre technology could unlock new levels of performance, safety and value in the years ahead.

He believes the market is ready for new products with improved performance characteristics and superior attributes. Increased competition can drive innovation and ultimately benefit consumers.

DISTRIBUTION DISRUPTOR

The biggest challenge in the two-wheeler tyre business is reach and market penetration, noted Sharma. Unlike other tyre segments that rely heavily on specialised dealers, two-wheeler tyres are frequently purchased from nearby mechanics or small retail outlets because customers typically treat them as basic, everyday products rather than highly technical components.

He added that most riders are unwilling to travel long distances to a specialised tyre store for a replacement. This has created a highly dispersed retail ecosystem with multiple types of sellers. Over time, the market also adopted a distributor-led model that proved commercially successful and helped some leading companies expand their reach significantly.

However, that model also has weaknesses. “Many companies operate both legacy dealer networks and distributor systems simultaneously, which can lead to channel overlaps. In practice, this often results in product infiltration between territories, price inconsistencies across outlets and confusion for end customers,” stated Sharma.

He added, “Entering the market later provides an advantage because we do not carry the burden of legacy distribution structures. Instead, we plan to implement a pure distribution model from the outset. Each distributor will operate within a clearly defined territory with strong protection from channel overlap, allowing them to invest confidently in building their regional market.”

According to Sharma, this structure has already generated strong interest among distributors. Many see the opportunity as a long-term entrepreneurial venture where they can build a stable and scalable business.

He believes that this model will help the company challenge some existing distribution norms not only in two-wheelers but eventually in other tyre segments as well.

REGULATORY RESILIENCE

On the other hand, Sharma noted that the commercial tyre market must be viewed within the context of rapidly evolving regulations and policy direction. India’s decision to move directly from Bharat Stage IV to Bharat Stage VI emission norms illustrates how quickly regulatory frameworks can evolve. Discussions around future stages, along with policies such as Extended Producer Responsibility (EPR) for tyres, are reshaping how companies must approach the market.

At the same time, government policy clearly indicates a long-term transition towards greener mobility.

“We believe retreading should play a far larger role in the tyre lifecycle. Retreading extends the usable life of tyres, offering both economic benefits for fleet operators and environmental advantages for the broader ecosystem. Yet, despite its logical benefits, retreading volumes in India have actually declined in recent years,” noted Sharma.

The company intends to challenge this contradiction by promoting retreading more actively and working with customers who share the same long-term vision. Education and engagement will form an important part of this strategy.

Another factor influencing product strategy is the increase in vehicle loading across the trucking sector. “Higher loads often cause tyre wear patterns that reduce retreadability, highlighting the need for better product specifications,” said Sharma.

Rather than competing directly in the most crowded segments, the strategy is to align with emerging market trends, promote technically appropriate products and raise awareness about more sustainable tyre usage practices.

RETREADING PARADOX

Sharma said Indian consumers are willing to pay more when they see value, as they tend to evaluate purchases rationally, with fleet operators focusing on total cost of ownership rather than just the upfront price.

He argued that taxation alone cannot explain the recent slowdown in retreading. Earlier, GST on new tyres stood at around 28 percent and has since been reduced to roughly 18 percent, while retreaded tyres are also taxed under the GST framework.

“The decline in retreading activity has been taking place for nearly three years, which suggests that GST changes alone cannot explain the trend,” Sharma said, noting that a large portion of the business historically operated in the informal sector. “Taxation may therefore be a convenient explanation, but it does not fully address the deeper structural issues affecting the market.”

According to him, the deeper issue lies in a structural conflict within the tyre industry, where promoting retreading aggressively could reduce demand for new tyres.

“Many manufacturers have experimented with retreading programmes or franchise models, but they rarely pursue them with the level of commitment required to develop the ecosystem fully,” he noted.

Sharma believes this gap creates an opportunity to engage with fleet operators and promote better tyre lifecycle management.

“With improved highway infrastructure, higher vehicle speeds and evolving regulatory expectations, better utilisation of retreading could benefit both the industry and the environment,” he added.

The company plans to focus on casing preservation and customer education while working with reliable regional retreaders to encourage better tyre lifecycle practices.

DEVELOPMENT AND SUPPLY

BKT already operates advanced indoor tyre testing equipment and initially utilised some of the testing infrastructure that had been developed for its off-highway tyre business while additional machines were being installed. It now has a strong indoor testing setup and continues to expand and upgrade this infrastructure to support product development.

It has also earmarked an INR 35 billion investment for expanding its on-highway tyre portfolio. While Sharama didn’t disclose a detailed breakdown, he informed that the investment will be distributed across the different business segments including off-highway tyres, on-highway tyres and carbon black based on strategic requirements.

He also said that if future growth plans require establishing technical centres or partnerships in overseas markets, the company remains open to taking those steps.

For the export markets, for the first two years, the focus will remain on building the product portfolio and preparing the range for international markets. A broader market launch through the global distribution network is expected to follow about two to three years later.

Commenting on the opportunities and challenges that the company will face in achieving the target of INR 230 billion in revenue from the current INR 100 billion, Sharma said, “Our core off-highway tyre business continues to grow strongly, particularly in India. Slower growth in certain international markets in recent years has been influenced more by geo- political developments rather than by any structural weakness in demand.”

“If those external conditions stabilise, we believe that the core business remains on a solid growth trajectory. India, in particular, continues to be a strong growth market,” he added.

Each business segment operates with a distinct strategy, and based on internal planning, the company believes achieving roughly 2.2 times growth over the next few years is feasible.

At the same time, Sharma viewed the revenue target as intentionally ambitious. “Setting a bold goal helps ensure that strategies are clearly defined, documented and communicated across the organisation so that teams understand exactly what must be done to achieve it,” he stated.

Metso has announced the appointment of Jonathan Allen as its new Chief Growth Officer, effective 1 May 2026. In this role, he will oversee the Business Growth function, which includes Strategy, Mergers & Acquisitions, AI, Data & Analytics, Sustainability, Safety, Quality, Communications & Public Affairs, Marketing & Brand and Corporate Procurement. Allen will join the Metso Leadership Team and report directly to President and CEO Sami Takaluoma. He replaces Claudia Genin, who is set to leave the company by August 2026, as previously disclosed.

A longstanding member of the Metso team since 2005, Allen most recently served as Senior Vice President for the Grinding, Bulk, Pyro & Smelting business line and was also part of the Services business area leadership group. His career at Metso spans over two decades, during which he has held various leadership positions in both France and United States.

Allen holds a bachelor’s degree in mechanical engineering from Penn State University, US. His extensive operational and international experience within the company positions him well to lead Metso’s growth and strategic initiatives going forward.

Sami Takaluoma, President and CEO, Metso, said, “Jonathan’s extensive experience at Metso, a deep understanding of our industry and his proven leadership in business strategy execution and growth make him exceptionally well suited to lead our Business Growth function. I am confident that, under his guidance, we will continue to advance our ‘We go beyond.’ strategy and further strengthen Metso’s growth and success.”

Allen said, “Over the past two decades, I have witnessed our company’s remarkable progress, and I look forward to collaborating across our global teams to drive our strategy further and ensure that we continue to deliver exceptional value for our customers and stakeholders. Together, we will build on our strong foundation, accelerate our transformation and support Metso’s vision to be the industry leader.”

PRINX CHENGSHAN has achieved another major milestone in its direct sales and original equipment business with the selection of its PRINX AQUILA PRO tyre as original equipment fitment for the NEVO Q05, a global high-volume model from Chang'an Qiyuan.  The pairing made a notable impact at the 47th Bangkok International Motor Show, where the vehicle’s appearance drew widespread international attention.

The PRINX brand, representing the mid-to-high-end segment under PRINX CHENGSHAN, centres its approach on using tangible technology to enhance mobility. The AQUILA PRO tyres delivered for Chang'an Qiyuan combine efficient braking enabled by advanced structural engineering with EU Class A rolling resistance and responsive handling. This performance profile directly supports Chang'an Qiyuan’s commitment to a superior all-around user experience, reinforcing a partnership aimed at building a refined mobility ecosystem.

The Bangkok exhibition also highlighted the growing market presence of PRINX across multiple platforms. Both the MG5 PRO Thai Version and the MG S5 EV Thai Version run on the AQUILA PRO tyres, gaining traction in Thailand through accessible pricing and strong technical capability. Separately, the Ora 5, an all-electric A-segment SUV, debuted globally in Bangkok equipped across its lineup with the PRINX XNEX SPORT EV tyres, underscoring its blend of design, intelligence and global readiness.

With a rapidly evolving global network encompassing two major R&D centres, four technology centres and three smart manufacturing bases, PRINX CHENGSHAN has steadily advanced its product innovation and direct sales channels. The company’s forward-looking strategy centres on a products plus services model, integrating quality manufacturing with full lifecycle support to drive green and intelligent mobility. Through close collaboration with partners, it seeks to foster sustainable industry development and bring the strengths of China’s intelligent manufacturing to a broader global audience.