How a product- and solution-led approach is reshaping channels, sustainability and technical capability across India’s lubricant ecosystem.
With more than two decades in the lubricants and energy business, Mr. Deep Malhotra, CEO of Enso Oils & Lubricants, has led transformations across sales, marketing and technical functions at global majors and regional businesses. At Enso he drives strategy for India and Southeast Asia expanding product portfolios, building R&D partnerships and moving the company from distribution-led operations to a product- and solution-led organisation. In this conversation he outlines market shifts, the technology and skills that will matter next and the role of events and collaboration in scaling sustainable change.
“The biggest shift has been from selling commodities in cans to selling performance and reliability.”
Could you briefly describe your professional journey and current role?
I’ve spent over two decades in the lubricants and energy business, working across sales, marketing and technical roles with companies like Shell and GS Caltex before taking on my current role as CEO at Enso Oils & Lubricants. At Enso, I lead our strategy for India and Southeast Asia expanding our product portfolio, driving R&D partnerships and building presence across industrial, automotive and marine segments.
What inspired you to work in this sector?
It was the amalgamation of engineering, chemistry and commerce that fascinated me. Lubricants may seem small in any machine, but they make a huge difference in performance and reliability. The balance of science, business and the tangible impact on efficiency and sustainability keeps me motivated and focused on creating measurable value.
What milestone or projects are you most proud of?
Transforming a traditional distribution-driven business into a product- and solution-led organisation is my proudest milestone. We blended conventional market practices with digital platforms and new distribution models, which strengthened brand presence and delivered measurable returns for channel partners, shifting the mindset from transactional selling to partnership-driven, sustainable growth for both the stakeholders.
What major changes have you seen in the industry and which technologies will shape the next five years?
The biggest shift has been from selling commodities in cans to selling performance and reliability customers now want data-backed value like longer drain intervals and energy savings. Going forward, predictive analytics from sensors, AI-led formulations, advanced synthetic and bio-based base oils, and circular-economy innovations like re-refining will be game-changers. The convergence of data, materials science and sustainability will redefine what a lubricant company looks like.
How is sustainability influencing formulations, usage and the viability of bio-based lubricants in India?
Sustainability is no longer a buzzword – it’s a business necessity. Customers demand longer drain intervals, lower carbon footprints and responsible disposal practices. We’ll see more re-refined base oils and take-back programs. Bio-based lubricants are gaining ground in marine, hydraulic and outdoor machinery, but for heavy-duty extreme environments, further technological improvements and cost parity are still needed.
What are the most urgent challenges the industry must address, and what are clients asking you about now?
Two critical issues stand out: used-oil collection & re-refining infrastructure and talent development. Clients most frequently ask how to extend drain intervals safely, measure total cost of ownership and integrate digital monitoring into maintenance systems. There’s also strong interest in ESG initiatives – re-refining, carbon reduction and greener alternatives but these needs must be balanced with cost and availability of raw materials. We need more technically skilled people with a passion to contribute not only in labs but on the ground as well. The key word is “Solution Oriented Approach”.
Which sectors show the strongest growth potential, and how will specialty fluids evolve?
Automotive – especially commercial vehicles and organised workshops remains robust. Rapid growth is expected from manufacturing, mining, construction and renewables such as wind energy, which demand high-performance, reliable lubrication. Demand for cutting fluids, coolants and specialty lubricants is rising as manufacturing becomes more precise and export-oriented, precision-engineered fluids are now critical to improving quality and reducing downtime.
What skills will matter most in the coming years, and how important is training/certification?
Beyond technical lubricant knowledge, the next generation needs data interpretation, sustainability awareness and technical sales skills. Training and certification standardize knowledge and build customer confidence, they help teams sell value, not just volume. In short, solution-oriented professionals who combine technical ability with customer empathy will lead the market.
Your strategic advice for companies expanding in India and why industry–academia–policy collaboration matters?
Invest in technical support and deliver value for money. Indian customers value relationships and outcomes, help them improve reliability and reduce costs and you’ll earn loyalty. Collaboration is Key: industry and academia can co-develop technologies and talent, while policymakers can enable re-refining, R&D incentives and sustainability programs. When these three align, innovation accelerates and India can move from follower to leader.
Why are events such as Lubricant India Expo & Summit important for the industry?
They’re invaluable. These events bring the OEMs, formulators, distributors and regulators on one platform. It’s where innovation meets practical challenges and partnerships are born. Also, it gives a clear pulse of where the industry is headed. We need more such platforms to put India on the world map.
“A dream written down with a date becomes a goal. A goal broken into steps becomes a plan. A plan backed by actions makes your dream come true.”
Mr. Deep Malhotra is CEO of Enso Oils & Lubricants and a family man. After a day’s work taking an evening walk with his wife while discussing their perspectives on issues at work, debating with his kids on trending topics enlighten him up. His work centres on innovation, sustainability, digital adoption and capability building across the lubricant value chain.
