From the ground up: a CEO’s path to building people and transforming business
Amit Kumar’s career is a masterclass in technical and cross-functional leadership, adaptability, and global experience. From his early days at the Bhilai Steel Plant in India to leading ArcelorMittal Construction as chief executive officer (CEO) of the cluster Asia and steel division, Amit’s journey reflects the opportunities and challenges that shape a global leader.
“I started my career in 2001 with the Steel Authority of India Limited after an engineering degree in metallurgy. Working in the steel melting shop gave me a solid foundation in metallurgy and the dynamism required in operations.” After completing his MBA, he joined ArcelorMittal in 2008 beginning a transformative chapter in his career in Luxembourg. “I was just 28, and it was a big leap. But ArcelorMittal has always been a place where talent is spotted and given opportunities.
Over almost two decades, Amit has held five impactful roles within ArcelorMittal, each expanding his scope and sharpening his leadership. From continuous improvement in the CTO department to the transformation of ArcelorMittal’s Romanian plant as CEO, his career has been marked by bold decisions and a hands-on approach in executing several strategic initiatives. “We grew the Romanian business fivefold in volume, reduced the cost of steel making, developed high-margin products and expanded business in the Balkans, Turkey and Middle East, which all resulted into a strong profit within just two years of time.”
After his experience in Romania, Amit took on the chief operating officer (COO) role at ArcelorMittal’s Steel Service Centers (SSC) which was pivotal. He launched the Smart Factory initiative and a transformation project called ‘Converge’ to ensure sustainability and competitiveness, focusing on cost, quality and productivity improvements. In 2019, Amit joined ArcelorMittal Construction, where he again drove transformation, this time across product lines, geographies, and commercial strategies. “We launched 78 strategic initiatives, entered new markets like the UK and India, and developed a strong multi-year growth plan adding new production lines, reducing costs, developing a renewed sourcing approach of raw materials, a high-added value (HAV) mix, and growing a profitable market share.”