Few rituals at IIT Bombay evoke nostalgia quite like an evening spent over chai and samosas. In this edition of our Chai aur Samose Pe Charcha series, we speak with Mr. D.C. Agrawal (B.Tech., Mechanical Engineering, 1969), whose remarkable journey has taken him from the corridors of Hostel 4 to the boardrooms of America’s rail and transit industry. A visionary leader and philanthropist, Mr. Agrawal has spent over five decades shaping the future of urban transportation and continues to support several transformative initiatives at his alma mater, IIT Bombay. Over a metaphorical cup of chai, he shares his memories of campus life, his professional milestones, and his reflections on leadership, integrity, and the joy of giving back, reminding us that the spirit of IIT Bombay extends far beyond the Institute’s campus gates.

We are grateful to Mr. Agrawal for joining us for this conversation and for sharing his memories, insights, and experiences with the IIT Bombay community.

• Mr. Agrawal, thank you for joining us. What comes to mind when you think of “chai and samosa” at IIT Bombay? Why do you think this simple ritual is such a cherished memory for so many alumni?

Chai and samosa – food both for the body and the soul! Nothing like stopping at the canteen at the end of classes for a round of chai and samosas and some gupshup with friends. Both a way to relax and to enjoy some stomach-satisfying food. It was a ritual I still cherish at 4 pm most days – now without the samosas.

• Looking back on your student days, what are some of your fondest memories of your time at your alma mater? Any unforgettable mess meals or hostel hacks, or other fun memories that got you through your five years at IITB that you can share with us?

H4 was the place where I got the time to relax after classes and over the weekend. Listening to music, playing table tennis, enjoying some “good” food, or late-night discussions on India’s future with friends. I was fortunate to be across the wing from someone with one of the best tape decks/stereo systems (his parents were rich)! His collection of jazz, Indian, and Western classical music resonated throughout many nights, especially when the hostel was deserted on weekends. For someone just exposed to a simple radio, this was an enriching experience.

Food-wise wise I lucked out when I became mess secretary for a year after the mess workers’ strike in my freshman year. I got to choose the menu and got to know the cooks and the mess workers, which helped for the other three years.  Our Tuesday night special meal with poori, aloo subzi, and gulab jamuns was a delight, with a line of students waiting for the food before dinner time each week. Plus, I picked the Sunday lunch for those who stayed on campus – aloo parathas with dahi and pickle. All mouth-watering!

• Were there any professors or mentors at IITB who left a lasting impression on you, academically or personally?

I really cherished Prof. Kamath’s History of Technology class in my first year.  We had joined IIT Bombay to become engineers, but didn’t really know what that meant until that class. The creativity in design, excellence in construction and fabrication, links between mathematics, physics, and chemistry, changes in engineering technology – all came together in that one class.

Prof K.P.K. Nair, who taught me Industrial Engineering and Operations Research, was another mentor. His guidance led me to pursue that area for my Master’s degree and my subsequent management career.

• IIT Bombay to New Jersey Transit to founding your own consulting firm — that’s quite a journey. Looking back, how did IITB prepare you for a career in rail and urban transportation?

I stumbled into my rail and urban transportation career by chance, but I am so fortunate to work in an industry that serves the public. After completing my MS,  I was looking for a job during a major recession in the US in 1970-71. Seattle had posted a banner that the last person to leave Seattle should turn out the lights. I saw an ad for a systems cost analyst in the Philadelphia Inquirer. I applied and got lucky. My hiring manager at SEPTA had worked at Boeing with an IIT Bombay graduate and had full faith in my capabilities.

The US railways and transit systems had a long history of accomplishments, but in the 1960s, they were going through bankruptcy and barely surviving. I was able to participate in the 1970s renaissance to increase transit ridership, manage costs, revise labour agreements, and install new IT systems. I got involved in all aspects of the industry, from engineering to finance to labour negotiations. It was a back-to-basics approach using simple tools and technology rather than developing fancy OR models. For instance, I added value by writing a simple Fortran program to forecast labour costs. SEPTA’s Chief Legal Counsel loved it and made me a key member of the negotiating team. From him I learnt the art of negotiations.

I owe my transit career success to some basics learnt at IITB – know the facts, review the potential implications of your actions, prepare for the worst case scenario, respect your adversaries, and keep my own management informed. I was fortunate to have participated in major legal and policy changes that helped grow this industry. I built long-term relationships based on mutual respect and trust, which have lasted me to this date in my consulting career.

• You’ve had nearly five decades of leadership in the industry. Could you share a couple of career milestones that you feel most proud of?

I feel most proud of bringing the US commuter/regional rail industry’s pay/work practices into the 21^st century since its founding in the 19^th century! Work rules and pay rates for train engineers go back to the steam locomotives, which travelled at 12.5 mph. At that time, a day’s pay was 100 miles for engineers and 150 miles for train conductors. Overtime pay kicked in over those miles. In the 1980s, when NJ Transit trains operated at 100mph, train crews were making a day’s pay for 2 train trips of 50 miles!

In 1982, I was Director, Commuter Rail Transition, at NJ Transit, to manage the transition to NJ Transit’s rail operations from a prior freight railroad. New labour contracts were critical to its future operational success. Over 12 months of research, negotiations, and third-party mediating efforts, we were finally able to convince the Engineers’ Union to get rid of the mileage basis of pay to go to an hourly basis of pay with overtime after 8 hours of work. This change allowed NJ Transit to increase both peak and off-peak service at minimal cost. Our ridership doubled over the next 7 years, with thousands of happy customers. NJ Transit’s labour contracts became the model for other US and non-US passenger railroads.

• Having worked across the US, India, and even globally, what lessons have you learned about leadership and building institutions that might resonate with our audience, especially the younger generation of students at IITB now?

Leading a large institution requires you to work with your team to establish a vision of what you want to accomplish over the next several years – and then executing on that vision.  Establishing vision is a collaborative process based on a full understanding of where you are coming from, your work culture, your strengths and weaknesses, your stretch capabilities, and your goals.

• Philanthropy has been an integral part of your journey, and you’ve supported initiatives like CTARA scholarships, Gen Zero, Project Evergreen hostel renewal, and WHEELS at IITB. What motivates you to give back, and how do you choose the causes you support?

I learnt to give back and help the needy from an early stage, both at home as well as at school. My mother always gave something to charity at the mandir, while my father donated land and other assets to charitable foundations. From school, I learnt to go on weekly trips to share food and collect funds for flood and drought relief. At IITB, seven of us started FREA India to work on rural development activities – a harbinger of CTARA.

I am a believer that substantial change can only come through education and teaching the needy to feel self-worthy. If they do, they will first support themselves and then others in the future. Charitable activities like IITB’s financial support program or buying laptops during COVID are based on that basic principle. I have also tried to be more inclusive of alumni, like women alumni who were less involved in alumni activities, by sponsoring Project Gen Zero Women.

• What would you like to say to your fellow alumni about supporting IIT Bombay?

We should all count our blessings that we were able to join IIT Bombay. It has made us what we are professionally and personally today – from  “educating” us during our student years, opening doors for us at other universities after we graduated, and then giving us the self-confidence to seek interesting and rewarding work opportunities. Just give back a little of yourself to your alma mater, however big or small. Over the years, you will find it very satisfying and something to be proud of.

• Finally, any advice that you would like to give to the next generation of students preparing to make their mark in the world?

Be true to yourself. Live a life of purposefulness with passion at both personal and professional levels with integrity and human kindness as your guides. You will sleep well.

We thank Mr. Agrawal for sharing his story with us. His journey and contributions are an inspiration, and we’re proud to celebrate his deep connection to IIT Bombay through the Chai Aur Samose Pe Charcha series.

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