HONOURING LEGACY COMBATING STEREOTYPES

Abhimanyu Golchha’s journey into the business world was shaped by a series of thoughtful choices that included a commitment to his personal growth, and the responsibility of taking a business legacy forward.

With a background in engineering and a strong interest in math and science, it was not that he had not contemplated staying back in the United States where he got his education but stepping into the family business outweighed any other choice he had. This journey, as with any entrepreneur, is one filled with risks, rewards and strategic decisions. 

He joined Golchha Group in 2017, a business that has been part of the country’s industrial fabric since 1937. Here, he had to carve out his own space and identity, proving his worth as the right man for the job. Golchha has since infused new energy into the group, honouring tradition while navigating the complexities of business in a fast-changing world.

As Director of Golchha Group and President of the Nepalese Young Entrepreneurs’ Forum (Kathmandu Chapter), he is focused on building a future-ready business, making informed decisions to drive the group forward. 

Business 360 caught up with Golchha to learn about what drives his passion for work. Excerpts:

Did you always want to join the family business or did you have other aspirations?

Honestly, I did not plan to return to Nepal and join the family business initially. I studied engineering in the US because I have always enjoyed math and science. My focus was entirely on building a career abroad. Like most students, I thought I would find a job in the States and live a comfortable life there.

But over time, something started changing within me. I began to reflect on the responsibility that comes with being a part of a legacy like ours. Golchha Group employs over 1,500 people. There is a whole ecosystem depending on the future of this business. I felt a strong pull to come back; not just to continue the legacy, but to use everything I had learned outside and bring a new perspective to the business in Nepal. It was not easy but it felt right.

Golchha Group was established in 1937. How do you create the balance between legacy and modern ideas?

That balance is definitely not easy. In fact, I would say our legacy is both our greatest strength and one of our biggest responsibilities. It gives us credibility and trust, which you cannot buy. But it also means people expect a lot from you.

Many legacy businesses fail after the third or fourth generation because they become too stuck in their old ways. We have been very conscious of that. At Golchha Group, we have never been afraid to take risks. We have diversified, we have entered new industries, and we have tried to stay ahead of the curve. Our approach has always been: respect the legacy but do not let it restrict you. Instead, use it as a foundation to build something newer and stronger.

Golchha Group was already running successfully before I entered. It did not need me per se, so I had to earn my space. I had to prove that I could add value, bring something new, and that I was not just there because of my last name. That took time, effort and a lot of learning on the job. But slowly, by taking on responsibilities and showing results, I found my place. 

What was it like for you personally when you first joined the business?

To be honest, it was tough. I joined in 2017, and the first thing you feel is pressure; immense pressure. From day one, people compare you to your father who has decades of experience, and here I was, fresh out of college. That comparison can weigh heavily on you. The second big challenge was finding my own identity. Golchha Group was already running successfully before I entered. It did not need me per se, so I had to earn my space. I had to prove that I could add value, bring something new, and that I was not just there because of my last name. That took time, effort and a lot of learning on the job. But slowly, by taking on responsibilities and showing results, I found my place.

What exactly was your first role in the company?

When I joined in 2017, I was given the task of handling our commercial vehicle business, specifically three-wheelers. At the time, three-wheelers were almost unheard of in Nepal. People did not even know what they were. To create awareness, we decided to take 20+ three-wheelers on a journey across Nepal – from Kakarbhitta in the east to Mahendranagar in the west. I personally drove one of them for about 70% of the trip. We stopped in towns, gave people free rides, held concerts and promoted self-employment through these vehicles. We called it the ‘Swarojgar’ campaign. It was all about showing people that they did not have to go abroad for work – there were opportunities here too. That was my first real hands-on experience with business in Nepal.

Your father, Shekhar Golchha, is a respected figure in Nepal’s business community. What are some lessons you have learned from him?

From my dad, the biggest lesson has been about how to think, not just react. He always looks at the long-term impact. There is this concept I read about. It’s called ‘strata thinking’, where levels of thinking range from very short-term (like daily tasks) to long-term strategic vision. Dad naturally operates at those higher levels – always thinking 5-10-15 years ahead. Another thing I appreciate deeply is how he introduced me to the business. Many second-generation entrepreneurs struggle because they are brought in but not allowed to make decisions. They end up being messengers or middlemen. But my dad empowered me from day one. He gave me real responsibility and allowed me to make mistakes and learn from them. That helped me grow a lot. He believes in giving you the stage and letting you grow, even if it means stepping back himself. That level of trust builds confidence.

Running a multi-generational business like yours comes with its own set of challenges. What do you think are the biggest ones?

One of the biggest challenges is creating your own identity. In a large family business like ours, where my father had eight brothers and even cousins involved, there are a lot of stakeholders. Even though we have divided our businesses now, people still see us as one big group. Another challenge is the inertia of big organisations. Changing direction is like steering a large ship – it takes time. But we need to stay nimble. The world is changing fast and so is business. So, you have to constantly innovate, adapt and sometimes even let go of old ways of doing things. The good part is that our legacy gives us credibility and a strong foundation. It is up to us to build on that with fresh energy.

What made you start the Bikers Café? 

The Bikers Café is something really close to my heart. I have always been passionate about motorcycles. I remember when I was a kid, every time my dad brought home a new Bajaj model to test, I would ride with him; sometimes sitting behind him and sometimes even perched in front on the fuel tank. Those early memories made a huge impression on me.

As for the café, we created it because we wanted to give our premium bike customers – especially those riding 400cc and above – a space that matched their lifestyle. Selling a 100cc commuter bike and a 400cc performance bike under the same roof just does not work. They are completely different customer segments.

At the Bikers Café, we tried to create an atmosphere. It is not just about bikes; it is about community. Riders can grab a coffee, chat with fellow enthusiasts, check out the latest accessories, and really immerse themselves in the motorcycling culture. We even have a wall dedicated to Nepal’s top motor influencers. It is filled with photos from real rides, touring groups, and rider moments – no commercial images. It is their space.

And I am really proud to see that it is working. Influencers and bikers have adopted the café as their hangout spot. You will often see big bikes parked outside and groups chatting inside. That sense of belonging is what we wanted to create.

What has been the most defining moment in your business journey so far?

One of the most defining experiences for me has been our entry into the commercial three-wheeler vehicle segment. It was a completely new sector for us, so we had to build everything from the ground up. I still remember when we launched the Swarojgar Rally along the East-West highway – it really helped the product get accepted in the Terai markets. The business grew very fast after that, and for a while, it felt like we had struck gold.

Drivers were earning well, margins were healthy, and we were financing aggressively. But then, Covid hit. Overnight, the market collapsed, fuel prices went up, and the earnings for drivers dropped drastically. Since most of these vehicles were financed, we were left with a lot of bad debt and NPAs. It was a very difficult time.

But this experience taught me something very important: business is unpredictable. One day everything can look perfect, and the next, it can all fall apart. You have to be resilient. You need to adapt, assess risks quickly, and be ready to change direction when needed. That period really helped me grow as a businessperson.

How do you approach decision-making as a leader? 

Decision-making is something I take very seriously. At Golchha Group, our core values are transparency and ethics. So, whenever a decision is made, we ensure it is completely transparent. Everyone in the organisation should be able to understand why the decision was made the way it was, and it should always be fair and ethical.

On a personal level, I try to separate emotion from my decisions. I focus on being logical and rational. I weigh the pros and cons carefully and try to look at the bigger picture. In leadership, especially in business, it is important not to get carried away by emotions. Being fair, thinking clearly and staying rational has helped me a lot in making good decisions, even in tough situations.

What are some challenges of doing business in Nepal? 

One of the biggest challenges, hands down, is policy inconsistency. Every year, the budget changes direction like it is a game. There is no long-term roadmap. That makes it very difficult for any business to plan or invest confidently.

What we need is a 10 or 20-year national vision – a clear strategy from the government that says, “This is where Nepal wants to go.” If we have that, the private sector can take care of the rest. We will build the businesses, create the jobs, and bring in innovation. But we need that stability in policy.

Another challenge is bureaucracy. Even a small task can take weeks to complete. Young entrepreneurs especially get discouraged when they see how many layers they have to go through. If we could streamline processes and cut red tape, I believe we would see a surge in new businesses and growth.

Employee retention is a huge challenge for most companies. In your group, many employees have stayed for years. How have you managed that?

That is a great observation and honestly, it is something we are proud of. While I could say it is because we offer competitive salaries or good benefits – and yes, we do – but the real reason is culture.

We have created a culture of respect, appreciation and most importantly, transparency. Every door in our company is open – literally and figuratively. No matter what level you are at, you are welcome to walk into any office, even mine, and share your thoughts or concerns. If something feels unfair, you can question it, and I owe you an explanation.

We also try not to run the company like it is owned by just one person or one family. We empower our employees – our department heads and managers make their own decisions and take responsibility for them. That freedom and ownership make people feel truly invested in the company. That kind of culture is still rare in Nepal and I think it is what helps us retain good people for the long run.

How do you see Golchha Group evolving in the next 10 years? Are there any sectors you are particularly focused on?

We are investing in a few key areas. One of the most exciting is fintech. We have launched Hulas Finserv which is a company that helps people buy products on easy EMIs instead of paying everything upfront. It started with motorcycles and worked so well that we expanded it to mobile phones, laptops, electronics, even furniture. It is making quality products more affordable and accessible for everyone.

We have also entered education with Embark College which is affiliated with Roehampton University in the UK. It is among the top-ranked universities worldwide and our college is now ranked number one among affiliated institutions in Nepal. We have really invested in infrastructure – classrooms, collaboration rooms, great cafeteria because we want to recreate the kind of vibrant campus life I experienced in the US. There is so much potential in the education sector, especially when you approach it with quality and vision. I think there is a big opportunity here, especially now when more international institutions are seeing Nepal as a viable destination. If it helps improve access to global education for our students here, we are all for it.

Golchha Group has never been afraid to take risks. We started the first motorcycle assembly plant in Nepal, we got into TV and AC manufacturing, we launched a vaccine factory, and we now run Nepal’s biggest non-banking finance company. So, my goal is to keep that spirit alive; keep taking bold steps, modernise operations and adapt to the changing times. I want to keep moving the company forward while honouring the legacy that brought us here.

Does your group have sustainability initiatives?

Sustainability is not just a buzzword for us; it is actually becoming a core part of our mission moving forward. There are two major initiatives we are working on that I am really excited about.

The first is the launch of Chetak EV, which is our entry into the electric two-wheeler space. Until now, we have only been in the internal combustion engine (ICE) vehicle business. But that is changing. Just yesterday, Chetak EV entered Kathmandu and we are planning an official launch early in May. We believe this scooter can genuinely disrupt the two-wheeler market in Nepal.

When you look at four-wheelers in Nepal, electric vehicles have already taken over; a lot of people are buying EVs instead of petrol cars. That kind of shift has not yet happened in the two-wheeler space, where EV penetration is still below 5%. But with Chetak, we think we have a strong, competitive product that is priced well and designed for city life. 

We are also investing heavily in infrastructure; every one of our 20 Bajaj dealerships in Kathmandu will have a charging station. We are even planning to install chargers along highways. The goal is to eliminate ‘range anxiety’ and make EVs feel practical and accessible to everyone.

The second major initiative is in clean energy. We have set up a two MW solar farm in Nawalparasi and we have 3-4 more solar projects in the pipeline. It is our way of contributing to the energy shift that is so essential today. So yes, sustainability is now central to how we think about business and our impact.

Now also leading the NYEF Kathmandu Chapter, where do you see Nepali businesses going in the regional or international space? 

It is not easy for Nepali companies to go global because there are still restrictions from our central bank when it comes to investing abroad. But that does not mean we are not trying. Take the IT sector, for example. There is massive potential. I recently met a Nepali woman who creates animation for Disney. Another startup that won the NYEF Startup Award is into cybersecurity and their main clients are international. That shows the scope Nepali entrepreneurs have if we tap into the right markets.

As for our own group, we have taken our first big step internationally through Hester Biosciences Nepal, our vaccine factory. It is a joint venture with an Indian partner and makes vaccines for poultry and livestock. We now export to 14 countries and work with global giants like the WHO and the Gates Foundation. So yes, we are starting small but we are thinking big.

Is there any change you would like to see in the business environment in Nepal?

One major change I would love to see is more support for startups and young entrepreneurs. Not every young person with a great idea has land or property to use as collateral. So, I wish banks and financial institutions could offer project-based financing, basically, funding based on the strength of the idea, not just the assets.

Besides that, we also need to cut down on unnecessary bureaucratic hurdles. Doing business in Nepal is still too difficult in many ways. What we really need is a clear vision and roadmap from our political leaders. For example, in the EV sector, duty structures changed drastically in a short period. One year the policy is pro-EV, the next year it is not, then it changes again. It creates a lot of uncertainty for investors. If we had a stable, 15-year roadmap, it would make it easier for us to plan, invest and grow confidently.

What inspires you or keeps you motivated outside of your business life?

I am a big sports enthusiast. I love Formula One, football, cricket and I have recently started playing golf. Sports teaches you so much: leadership, teamwork, how to win with pride and lose with grace. But most of all, it teaches resilience.

Athletes show us what it means to fall and get back up stronger. That grit, that fighting spirit when your back is against the wall; that is something I try to carry into my business mindset. Business is full of ups and downs and I think being involved in sports has really helped me stay focused and bounce back from setbacks.

Will you continue to walk in your father’s footsteps or do you have a new direction in mind for Golchha Group?

That is a question I get a lot, and the answer is: a bit of both. I have immense respect for what my father and grandfather have built. Their guidance is invaluable. But at the same time, the world is changing fast, and I believe it is important to create my own identity.

Golchha Group has never been afraid to take risks. We started the first motorcycle assembly plant in Nepal, we got into TV and AC manufacturing, we launched a vaccine factory, and we now run Nepal’s biggest non-banking finance company. So, my goal is to keep that spirit alive; keep taking bold steps, modernise operations and adapt to the changing times. I want to keep moving the company forward while honouring the legacy that brought us here. 

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