Savji Dholakia rose from humble beginnings in rural Gujarat to build Hari Krishna Exports into a leading diamond exporter worth around ₹12,000 crore, a journey defined by persistence, people-centred leadership and philanthropy that reshaped industry practices and employee welfare.
Early life and entry into the diamond trade
Born in a farming family in Amreli district, Gujarat, Dholakia left formal education after primary school due to financial constraints. With only about ₹12 in his pocket, he moved to Surat—India’s diamond-manufacturing hub—seeking work. He started on the factory floor, taking a modest wage while learning cutting, polishing and trade practices by observation and experience.
Founding and growth of Hari Krishna Exports
After accumulating hands-on skills and industry knowledge, Dholakia and his family established Hari Krishna Exports. The company expanded from a small processing unit into an integrated exporter with global customers, leveraging consistent product quality, disciplined operations and an emphasis on long-term relationships with buyers and suppliers.
Hari Krishna’s growth reflects a management focus on scalable manufacturing, export compliance and sustained investment in workforce capability rather than short-term gains—principles that helped the firm secure a strong foothold in international diamond markets.
Employee-centric leadership and rewards
Dholakia attracted national attention for unconventional employee recognition. Over the years he has rewarded long-serving staff with homes, cars and luxury vehicles, instituting a culture of loyalty and gratitude. These acts were presented as sincere acknowledgements of employees’ contributions rather than publicity stunts, and they influenced conversations about worker welfare in the organised gemstone and jewellery sector.
Honours, values and social initiatives
In recognition of his industry contributions and social impact, Dholakia was awarded the Padma Shri. He is widely quoted for emphasising humility, honesty and emotional intelligence as core leadership traits—qualities he credits for business success despite limited formal schooling.
Beyond business, Dholakia has supported environmental and community projects including tree plantations and water conservation programs, articulating a belief that corporate wealth carries responsibilities toward future generations and local communities.
Context
Dholakia’s trajectory illustrates wider dynamics in India’s gem and jewellery sector: labour-intensive manufacturing concentrated in clusters such as Surat, the importance of export-oriented quality standards, and growing attention to employee welfare amid global competition. His story underscores how entrepreneurship, when paired with people-focused policies, can build both economic value and social capital.
