In an interview with Archana Jyoti, Piyush Das, India and South Asia Country Director of Haier Biomedical, a global leader in life sciences and medical solutions, outlines his vision & strategy, powering India’s Bioeconomy and reflects on how Swami Vivekananda’s philosophies continue to shape his leadership approach and decision-making.
Q1. Haier Biomedical is often described as offering a “full-scenario Cold Chain ecosystem for Lifesciences and healthcare.” Could you elaborate on how this approach differs from traditional product-based offerings in the industry?
Ans: At Haier Biomedical, when we speak about a ‘full-scenario Cold Chain ecosystem’, we are fundamentally redefining how healthcare, Biotechnology and life science infrastructure is holistically designed and delivered.
Traditionally, and even till date the industry has been product-centric — a laboratory would procure a ULT freezer from one supplier, a refrigerator from another, a transport solution from a third, RFID tags from fourth and manage each system in isolation. This fragmented approach creates data silos, operational gaps, and risk points across the lifecycle of various biological samples, blood bags and vaccines.
Our approach is fundamentally different. At Haier Biomedical, we do not start with the product — we start with the scenario.
Whether it is a vaccine immunization program, a biobank, a blood management system, or a research laboratory, we design an end-to-end solution architecture covering the entire journey — from storage to transport to application. We cover the entire cold chain spectrum from -196°C to +8°C, cross various sizes from a capacity of 90L to over 2000L, in order to fulfil different needs.
This is why we have built dedicated solution frameworks such as U-Vaccine Network, U-Blood Network, U-Biobank Network, and U-Laboratory Network. Each of these is not a product line, but a complete operational ecosystem.
For more details: https://www.haiermedical.com/solutions
This allows seamless integration of LN2 Cryogenic storage (-196°C), Mechanical Cryogenic Storage (-150°C) , Ultra-low temperature freezers (-80°C/-70°C), biomedical freezers(-40°C/-20°C), Pharmacy and Vaccine refrigeration (2–8°C), transport systems, CRF and Automated Biobanking systems within one unified architecture.
Through our IoT cloud platform, we enable real-time monitoring, full traceability, and integration of people, equipment, and data into one system — moving the industry from passive storage to active risk management.
In markets like India, where fragmentation and lack of visibility are key challenges, this ecosystem approach ensures continuity, compliance, and predictive control.
In essence, the shift is from merely selling a freezer, to enabling a safe, intelligent, and fully traceable life science workflow-a connected platform that safeguards every sample, every vaccine, and ultimately, every life.
Q2. In an increasingly competitive market, what do you believe gives Haier Biomedical a distinct edge over its competitors in India and South Asia?
Ans: What truly sets Haier Biomedical apart is the convergence of three pillars: localized innovation with global standards, an end-to-end ecosystem approach, and reliability in challenging environments.
First, we design for the reality of South Asia. We start with ground conditions — temperature fluctuations, infrastructure gaps, and regulatory diversity. Our current Biobanking deployment at a hospital in Hyderabad, for example,isnot a standard solution shipped from elsewhere, but a customized, digitally integrated system that addressed the hospital's specific sample.
Alongside, our products are being used in the hottest villages of Rajasthan as well as the coldest Himachal regions as well, proving our philosophy: listen first, then engineer.
Second, we deliver the full ecosystem, not just equipment. From cold storage to centrifuges, biosafety cabinets, incubators, autoclaves, analytical systems and consumables as well, we support the entire workflow + we are still continuously researching and expanding, in order to support more and newer applications providing comfort, convenience, relevance & results.
Third, we win where reliability is non-negotiable. Our systems operate in extreme conditions — high heat, unstable power, and remote geographies — with proven performance & strong local service support.
Our edge is simple: global quality delivered through a hyper-local, ecosystem-driven model prioritising reliability.
Q3. Innovation and R&D are critical in this sector. Could you share some recent advancements or focus areas shaping the company’s roadmap?
Ans: Innovation at Haier Biomedical is about redefining infrastructure through intelligence, integration, and sustainability.
In 2025, AI-related revenue reached 15% of total income. Our R&D investment stood at RMB 320 million, with 1,620 patents and multiple industry-first launches. We are also further expanding our R&D into adjacent high-growth areas with sustainability now a core R&D priority- Biopharmaceutical support systems, Smart Laboratory Automation, Advanced cell culture and centrifugation technologies, Hydrocarbon refrigeration technologies with up to 60% energy savings, Green manufacturing and lifecycle optimization
We are focused on three innovation vectors:
First, AI-driven Smart laboratories. For example- our automated cell culture workstation increases efficiency by 150 % with over 95% cell viability.
Second, autonomous lab ecosystems under our “543-leapfrog” strategy, combining overseas revenue exceeding 50%, M&A-related revenue exceeding 40%, and AI-related revenue exceeding 30%, moving scientists from simple operators to decision-makers.
Third, real-world deployment in South Asia, with AI-enabled systems and IoT-based monitoring to address the region's unique challenges: unstable power grids, high ambient temperatures, and remote locations, for example- Our Ultra Eco ULT freezer, which tops the U.S. ENERGY STAR rankings at just 4.16 kWh per day for a 730-liter unit, is engineered for these conditions.
Our roadmap is clear — from connected devices to intelligent, autonomous ecosystems with high reliability. Innovation at Haier Biomedical is not a department. It is our operating system
Q4. Sustainability is becoming central to healthcare infrastructure. How is your company aligning with environmental goals?
Ans:Sustainability is embedded into our design philosophy.
First, we are driving green laboratory transitions. For instance, Our UltraEco ULT freezers-which tops (amongst top 8) the U.S.ENERGY STAR rankings, consume up to 50% less energy, significantly reducing carbon emissions by 28,340 kilograms, the cumulative impact across hundreds of laboratories, over years becomes substantial.
Second, we have achieved global certifications, including ACT Environmental Impact labels and ENERGY STAR ratings across multiple products. 75 of our models have earned 122 energy-saving certificates, with 34 models achieving U.S. ENERGY STAR certification. Aligning strongly with growing regulatory and corporate ESG requirements in India and South Asia.
Third, we are building green ecosystems through innovations like helium-based zero-carbon refrigeration and energy-efficient manufacturing. We have now established Asia's largest green and biosafety industrial base.
For customers in India, this translates into lower costs, compliance readiness, and reduced environmental impact.
Q5. As India and South Asia Country Head, how do you view opportunities and challenges in the Indian biotech market?
Ans:India is at an unprecedented inflection point. Its bioeconomy has grown from $10 billion in 2014 to $195 billion in 2026 and is projected to reach $300 billion by 2033 comprising of around 10000+ biotech and life science startups, approximately 100+ incubators, more than 600+ research institutes, over 200+ accredited laboratories, continuously growing CRDMO’s and we are positioning ourselves to be the infrastructure partner that enables this transformation.
Opportunities include strong policy support like the Rs 10,000 crore Biopharma Shakti programme, regulatory reforms, Ease of doing business with various funding support and a global patent cliff creating demand for biosimilars.
Challenges include infrastructure gaps, talent shortages, and reliability issues in local conditions.
Our focus in India and South Asia is therefore built around:
Delivering full-scenario, integrated ecosystems rather than standalone equipment
Designing solutions specifically for local environmental and infrastructure conditions
Expanding localized service networks and training capabilities, ensuring strong customer engagements.
Leveraging IoT and digital platforms to bridge gaps in monitoring and compliance
Our role therefore is to act as an end-to-end infrastructure partner, supporting the entire research and manufacturing continuum withproducts, people, passion and perseverance.
Q6. What are your key priorities in expanding Haier Biomedical’s footprint in India?
Ans:Our expansion strategy is guided by what we call the 4PP — Four Pillar Priorities, focused on building scale with relevance.
First, we are deepening our presence in key biotech clusters such as Hyderabad, Bengaluru, Pune, and Mumbai, while simultaneously expanding into Tier-2 and Tier-3 markets where the next phase of healthcare growth is unfolding.
Second, we are strengthening our service backbone. In a country like India, reliability depends as much on service as on products. We are investing in a wider service network, faster response times, and stronger on-ground support to ensure uninterrupted performance.
Third, we are aligning our portfolio with India’s evolving research priorities, including vaccines, biosimilars, and cell and gene therapy. Our focus is on delivering not just equipment, but integrated, scenario-based solutions that support the entire workflow.
Fourth, we are accelerating our digital and automation capabilities through IoT-enabled platforms, real-time monitoring, and smart laboratory systems to improve efficiency, compliance, and traceability.
Our goal is clear: to become the most trusted and preferred partner for life sciences infrastructure and solutions in India.
Q7. How are you adapting advanced technologies to rural and remote conditions?
Ans: We design for real-world conditions. Innovation and building scale with Relevance
First, power instability — We have systems that function properly during outages, run on very low energy (4.16 kWh/ day*), Solar-powered, Semiconductor based technology etc.
Second, extreme ambient heat (40-45°C) — Most of our units are tested for tropical environments, validated for Indian summers.
Third, remote monitoring — IoT-enabled alerts ensure real-time tracking, enabling proactive intervention before a failure occurs.
We adapt technology to India’s conditions, not the other way around.
Q8. From a leadership perspective, how do you foster innovation and build high-performing teams?
Ans: We operate on a micro-enterprise model derived from the revolutionary and highly progressive ‘RenDanHayi’ management model, pioneered by the Haier Group that translates to "employees, users, and enterprises" (or "Ren" [people], "Dan" [user value], and "Heyi" [combination]) - where teams are empowered to take ownership like entrepreneurs, It transforming traditional hierarchical companies into decentralized, self-managing microenterprises that directly serve users to create value.
I push decision-making to the edge, reward intelligent failure, and build cross-functional teams, while measuring performance by outcomes like equipment uptime, customer satisfaction, solution appropriateness not just numbers. Finally, I lead by visible example, where I have measurable goals tied to customer engagement, team development, and personal capability building.
I strongly believe that leadership is about creating ownership, not enforcing hierarchy.
I have come to realise that innovation and high performance are not separate pursuits — they are the same goal seen from different angles. In fact, innovation best persists in team where they feel psychologically safe and take intelligent risks, which can happen with clear accountability, not bureaucracy. Teams that feel psychological safety propose more ideas. Teams with clear accountability execute more reliably. Teams with visible leadership support take more intelligent risks. Teams with structured learning cycles improve faster.My job is not to have all the answers; it is to build a team that can find them faster than anyone else.
Q9. How do you balance global strategy with local execution?
Ans: Global strategy defines the “what”; local execution defines the “how.” We localise decision-making, adapt products for Indian conditions, align incentives with local outcomes, and create feedback loops to inform global R&D.
We standardise what must be global and localise what must be relevant.
Q10. Looking ahead, what is your vision for Haier Biomedical in India over the next five years?
Ans: My vision is simple, specific, and measurable. By 2030, Haier Biomedical will be the undisputed infrastructure partner of choice for every major life sciences institution in India—from cutting-edge biotech startups in Bangalore, Pune & Hyderabad to last-mile vaccine cold chains in rural parts of North East, Odisha & Kashmir, positioning Haier Biomedical as a foundational enabler of India’s next-generation healthcare and life science infrastructure — not just as an equipment provider, but as a long-term ecosystem partner.
I would break this vision into four clear pillars that will guide our growth and impact in the country.
The first pillar is market leadership through depth, not just breadth. We are not aiming to be everywhere superficially; instead, we want to be indispensable where it matters most. Over the next five years, our focus will be on achieving top-three market share in cold storage solutions, biological safety cabinets, centrifuges, and CO₂ incubators across pharmaceutical, hospital, diagnostic, and research sectors.
We will strengthen our direct presence across major biotech clusters such as Hyderabad, Bengaluru, Gujarat, Pune, Mumbai, and Delhi-NCR, along with parts of eastern India, supported by technical demonstration centres. At the same time, we aim to expand our service network to over 200+ cities, including Tier 2 and Tier 3 locations.
The second pillar is enabling India’s biotech revolution. With the country targeting a $300 billion bioeconomy by 2030, our role is to provide the infrastructure that makes this ambition possible. We plan to deploy smart biobank solutions in at least 50 leading hospitals, biopharma companies, and research institutions. We will partner with Indian biotech and biosimilar manufacturers to deliver end-to-end cold chain and laboratory solutions for production and quality control. In addition, we will actively support government initiatives such as the Rs 10,000 crore Biopharma Shakti programme by equipping new and upgraded research institutions and clinical trial sites with reliable and energy-efficient systems.
The third pillar is leading the green laboratory transition. Sustainability is no longer optional—it is essential. Our goal is to enable over 30 per cent energy savings for customers adopting our advanced product lines, while helping laboratories reduce their carbon footprint through certifications and better cold storage practices.
We aim to position Haier Biomedical as the preferred choice for institutions that prioritise environmental responsibility alongside performance.
The fourth pillar is building a sustainable, high-performance organisation. Our ambition is only as strong as the team that delivers it. By 2030, we plan to significantly expand our workforce across technical, service, and commercial roles. We will establish a dedicated India service training academy to ensure consistent quality across regions, and focus on achieving high customer satisfaction levels, recognising that empowered employees drive better outcomes.
India stands at a pivotal moment in its healthcare and life sciences journey, moving towards scale, innovation, and global leadership.
Our vision is to be a trusted partner in this transformation, enabling infrastructure that is intelligent, sustainable, and accessible across the country.
Five years from now, when a scientist in Bengaluru opens a freezer or a technician in Bilaspur checks a Centrifuge or student practices in a biosafety cabinet, the name they trust, the brand they rely on, and the partner they call will be Haier Biomedical. That is not a hope. That is a plan.
Q11.You have mentioned being influenced by Swami Vivekananda and the Ramakrishna Mission. How has this philosophy shaped your approach to leadership, and how do you translate those principles into your day-to-day role?
Ans: Thank you for asking this. I grew up near Belur Math,West Bengal the headquarters of the Ramakrishna Math and Ramakrishna Mission, founded by Swami Vivekananda, the chief disciple of Swami Ramakrishna Paramahamsa. Instead of visiting parks or gardens my grandfather would take me to Belur Math for morning walks. Most of my childhood was filled with stories about Swami Vivekananda, Swami Ramkrishna Paramhansa, Sri Maa Sarada Devi, and their connections with the divine. This question, thus, touches something deeply personal. Swami Vivekananda and the Ramakrishna Mission are not abstract ideas for me. They are the moral and intellectual bedrock upon which I have built my understanding of work, leadership, and purpose—they guide how I lead every day. Also, Swami Vivekananda once said, "They alone live who live for others. The rest are more dead than alive." I do not claim to have mastered these ideals. But I strive every day to move closer to it. In simple words, three principles define my approach.
First, faith in oneself. I focus on building confidence within teams. I encourage people to think independently, challenge ideas, and take ownership. Leadership, for me, is about creating an environment where people feel empowered to act.
Second, service and purpose. The philosophy of the Ramakrishna Mission—working for one’s own growth and the welfare of others—shapes my decisions. In healthcare, our work impacts lives. So, I constantly ask: does this decision serve the patient, the researcher, the institution? If yes, the business outcome will follow.
Third, strength and resilience. Challenges in India are real—be it infrastructure gaps or operational constraints. Instead of accepting limitations, I push for solutions. The focus is always on “what can be done” rather than “why it cannot be done.”
Finally, leadership, to me, is service. It means supporting teams, removing obstacles, and staying grounded, thereby keeping my team empowered.
These principles help me stay anchored in purpose while building an organization or a team that are not only high-performing, but also committed to making a meaningful impact to the society.
