AMOL B. PATIL

Partner & Founder

Amol has 15+ years of progressive leadership spanning direct plant management and consulting assignments across India. Of this, 10 years were in industry — starting as a Design and Development Engineer and rising to Plant Operations Manager across automotive, electrical, and automation manufacturing companies. This was followed by 5 years in consulting, where he progressed from Consultant to a Director-level role. His hands-on expertise spans Strategic Planning, Process Digitization, Production, Maintenance, Quality, Supply Chain, Lean Practices, Smart Manufacturing, Management Control Systems, and Governance.

✦ Lean six sigma black belt
✦ Masters in Manufacturing (VIT Vellore)
✦ Bachelors in Mechanical Engineering

15+

Years Experience

30+

Organizations Helped

10+

Industries Served

Why Alberton Exists

For years, I worked with some of India's largest companies — organizations with turnovers upwards of ₹500 crore. The work was good, but I noticed something: the consulting being delivered at that scale came at a price point that put it completely out of reach for everyone else. And "everyone else" is most of Indian manufacturing — the SMEs, and the Tier 1/2/3 suppliers who keep larger OEMs running, often without access to the same structured operational excellence support. I saw this gap firsthand across Pune and Maharashtra, but it holds true for SMEs across India.

That gap became personal too. The travel that came with top-tier consulting work meant weekdays away from home, with only weekends left for family — and at some point, I had to ask myself what the work was actually for, if it came at that cost.

Alberton exists to close that gap. We don't chase the biggest logos — we focus on the SMEs and mid-sized manufacturers who need this the most, and who deserve consulting that's practical, hands-on, and priced for their reality, not just the Fortune 500's.

Key Achievements

Steel

15% throughput improvement via MCS & governance structure

Dye Manufacturing

46% output improvement – 56 to 82 ton/month

Electrical Panels

20% turnover increase, lean practices & visual management

Automobile

TAKT time achievement via line balancing & kaizen

Rail Wagon

53-day reduction in order-to-ship via ECRS & digital platform

Packaging

20% assembly throughput increase; 7% quality defect reduction

Production Planning

Lead time from 21→17 days; 15% more machine utilization

Engine Assembly

+2 engines/shift via Menard operational sequence technique

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