Driving Change, Delivering Flow: Mathew Job And The Evolution Of Watertec

Perfect flow, for life. This simple yet powerful statement encapsulates the essence of Watertec’s vision - to deliver water solutions that are not only functional and stylish, but also sustainable and enduring. Driving this vision is Mathew Job, a leader whose journey through the corridors of corporate India has been marked by bold decisions, transformative leadership, and an unwavering commitment to innovation.

Mathew Job’s career began in 1994 as a frontline salesman at Philips, selling lighting products. It was here that he faced a real business environment for the first time. His 15-year tenure at Philips, where he did ten roles in India and in the Asia Pacific region, shaped his understanding of the market and honed his strategic acumen. But it was his decision to leave the comfort and backing of a global giant, which was a household name in India for the relatively unknown Grohe that marked a turning point. Many advised him against taking the role but despite the risks, Mathew saw potential in Grohe’s leadership and vision, and his leap of faith paid off, propelling him into his first country general management role. In 2 years at the helm of Grohe India, Mathew quadrupled its revenue, making the Indian subsidiary the most improved market globally for the company.

Over the next 15 years after leaving Grohe , Mathew led companies like Racold, Crompton Greaves Consumer Electricals, and now Watertec India. His leadership style is defined by adaptability—he is equally comfortable in multinational corporations with complex matrix structures as he is in family-run enterprises or private equity-backed firms. He is equally at ease growing mature businesses or rapidly scaling startups, always with an objective to delivering superior value to all stakeholders.

In his most recent role before joining Watertec India, Mathew played a pivotal role in transforming Crompton Greaves Consumer Electricals Limited from a middling company into an industry powerhouse, widely acknowledged as one of the industry’s top companies.

Mathew’s leadership has been tested in times of adversity, and his response has consistently demonstrated resilience and foresight. One such challenge came during his tenure at Philips, when a strategic plan to penetrate rural markets with a second brand was disrupted by a global decision to focus solely on the Philips brand. Rather than abandon the initiative, Mathew adapted the strategy, using the Philips brand within a new distribution model. The pilot in Punjab was a resounding success following which it was rolled out to All Indian in eighteen months, eventually contributing over 10% of the company’s revenue and earning global recognition.

The COVID-19 pandemic presented another unprecedented challenge. As the crisis unfolded, Mathew and his leadership team at Crompton acted swiftly, proactively preparing the entire organization to work remotely even before lockdown was announced. Recognizing the anxiety among employees, the team prioritized job security, health, and well-being. Transparent communication and empathetic leadership kept morale high, resulting in a rapid business recovery and a significant boost in employee engagement. The Great Place to Work Institute recognized this exceptional leadership by awarding Mathew as ‘One of India’s Best Leaders in Times of Crisis’, but the true reward was the trust and respect earned from the team.

Mathew joined Watertec India at a critical juncture, when the company was acquired by Warburg Pincus, after almost 25 years under its erstwhile promoters. The task he undertook was to transform the company from being a one region- one product segment player to a leading bathroom solutions provider across the country.

Today, Watertec is reimagining its purpose in the context of global water scarcity, positioning itself as a responsible steward of one of humanity’s most vital resources.

Watertec’s product innovation is driven by a deep understanding of consumer pain points. In many Indian households, especially in coastal and hard water regions, metal taps were prone to rusting and leaking. Watertec responded by introducing polymer engineering products that addressed these issues while enhancing aesthetics. Unlike most of the industry, which gravitated towards PTMT, Watertec chose POM for its superior tensile and flexural strength and sleek finish. For consumers seeking the elegance of chrome with the durability of polymer, the company introduced chrome-plated polymer taps—an innovation that perfectly reflects its design philosophy.

Another standout product is the Tank Filter which helps prolong the life of expensive fittings like RO systems, faucets, and showers, offering both functional and economic value to consumers. These solutions exemplify Watertec’s commitment to solving real-world problems through intelligent design and advanced materials.

At the heart of this success is a culture of innovation. Employees are encouraged to take risks, experiment, and even fail in the pursuit of new ideas. Cross-functional teams collaborate to solve complex problems, and leaders actively participate in design thinking sessions. Innovation is not just a buzzword—it is embedded in the company’s DNA, with resources aligned to support it.

Sustainability is another cornerstone of Watertec’s strategy. The company sources 81% of its energy from renewable sources, including solar and wind. Energy-efficient technologies like LED lighting, BLDC fans, and Industry 4.0-enabled automation systems help reduce consumption. Water-efficient products, certified by WEP-I, offer up to 55% water savings. The use of NSF-approved materials in products ensures safety for consumers and the environment. ISO 14001 and ISO 45001 certifications further validate Watertec’s commitment to environmental and occupational standards.

Corporate social responsibility is not an afterthought—it’s integral to Watertec’s identity. The company supports local schools, promotes water conservation, and engages in community initiatives like afforestation and sanitation. Ethical sourcing, fair labour practices, and stakeholder engagement are all part of a broader effort to create shared value.

Looking ahead, Watertec aims to expand its footprint across India and internationally. In polymer bath fittings, it is looking to strengthen its market leadership in South and become market leader in East. Plans are being implemented to rapidly grow in the weak North and West regions. Opportunities in residential plumbing and sanitaryware are being actively explored, with plans to scale these segments significantly. The goal is to become a comprehensive provider of bathroom solutions—behind the wall, inside the wall, and outside the wall.

Mathew believes that leadership is about more than strategy and execution. It’s about trust, respect, and the ability to inspire. He champions the idea that failure is a stepping stone to growth and that a leader’s legacy lies in the people he or she nurtures. Drawing inspiration from his self-made parents and grandfather, he upholds values of integrity, hard work, and humility. His advice to aspiring entrepreneurs is clear: believe in your idea, research it thoroughly, execute with excellence, and stay passionate through the highs and lows.

Triumphs and failures, he says, are two sides of the same coin. Each success brings rewards, and each failure brings lessons. It is this perspective that fuels his motivation and shapes his legacy. As he looks to the future, Mathew hopes to be remembered not just for the results he delivered, but for the people he empowered and the values he upheld.

Watertec’s story is one of transformation—of products, people, and purpose. As the company flows into its next chapter, it does so with a clear mission: to deliver perfect flow—for life.

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