Some people measure success by the medals they earn. Others measure it by the lives they touch.

Major Mohit Shaktawat belongs firmly to the second category.

During our conversation, every question about his achievements somehow led back to the people who shaped his journey — the soldiers he once commanded, the mentors who guided him, the colleagues who supported him and the family that stood quietly behind every milestone. It was not modesty for the sake of appearances; it was simply the way he understood leadership.

That became evident when I asked him about the Sena Medal for Gallantry he received during his tenure in Jammu & Kashmir. Instead of speaking about the operation or the honour, his thoughts went first to the people he lost.

"My biggest setback was losing my boys and my buddy."

In that one sentence, the medal fades into the background, the designation becomes secondary and the person behind the uniform comes into focus. It reflects a belief that has guided him throughout his career — leadership is not about recognition; it is about responsibility.

That philosophy has remained unchanged — from leading soldiers on the frontlines to leading security for one of India's largest infrastructure groups.

For Major Shaktawat, security is not merely about systems, surveillance or technology. It is about protecting people, enabling businesses to operate with confidence and building trust by anticipating risks before they become challenges.

"The uniform has changed, but the purpose has remained the same."

For nearly three decades, that purpose has been rooted in service — first to the nation as an Army officer and now to an organisation contributing to India's growth story by building and protecting critical infrastructure.

Where Service Became a Way of Life

Growing up in Kota, Rajasthan, Major Shaktawat never spent much time wondering what he wanted to become. His father had served in the Navy, while his mother, a former educationist. In a home where service was deeply respected, the armed forces became more than a career choice—it became a way of life.

His commitment to serving the nation led him to clear the Combined Defence Services (CDS) Examination and join the 65th Short Service Commission Course at the Officers Training Academy (OTA), Chennai. He was commissioned into the Indian Army in 1998.

"There was never a second option," he says with a laugh. "If I hadn't joined the Army, I would probably have become a contractor. But honestly, everyone in my family was in the Army, so this always felt like the natural choice."

Looking back, he believes the Army gave him much more than a profession—it gave him a way of looking at life. “There is no school in this country better than the forces, there is no corporate better than the forces,” he believes.

If there is one lesson the Army taught Major Shaktawat above all else, it is responsibility. "You are responsible for your people. You know every soldier, you know their family and you know what is happening in their lives. When someone follows you into a difficult situation, they should know that you will stand with them."

Another lesson that continues to guide him is: "In the forces, your juniors are never your competition. They are your future." He credits his senior officers for leading by example and preparing the next generation of leaders.

"Until you prepare your junior to take your chair, you don't deserve your senior's chair."

For Major Shaktawat, leadership is measured not by the number of people who report to you, but by the number of leaders you leave behind.

Where Leadership Was Tested

Some lessons cannot be taught in classrooms or management programmes. They are learnt in situations where judgement, courage and composure are tested all at once. For Major Shaktawat, those defining years came during his tenure with the Rashtriya Rifles in Jammu & Kashmir.

Counter-insurgency operations demanded a different kind of leadership. Unlike conventional military engagements, these operations unfolded in populated areas where protecting civilians was just as important as neutralising militants. Every decision required patience, restraint and absolute clarity of thought.

He recalls one operation that continued for almost forty-eight hours.

"There are times when you continue the operation until the enemy gets tired before you do," he says. "At the same time, you have to ensure civilians remain safe."

Listening to him describe those moments, what stands out is not the danger but the discipline. He never speaks of heroics. Instead, he talks about preparation, teamwork and remaining calm even when circumstances become overwhelming.

That composure was tested on 5 October 2004.

Acting on intelligence that militants were planning a fidayeen attack on his battalion headquarters on the outskirts of Srinagar, he led an operation to intercept them before they could strike. The encounter was fierce and came at a tremendous personal cost. Members of his own team lost their lives while engaging the militants. Despite the loss and the intensity of the situation, the operation continued until the last two militants were neutralised, preventing what could have been a devastating attack.

For his courage and leadership, he was awarded the Sena Medal for Gallantry.

Years later, however, it is not the medal that occupies his memories.

"My biggest setback was losing my boys and my buddy."

He says it quietly.

Without self-congratulation.

Only remembrance.

Those years fundamentally shaped the leader he would become. They reinforced his belief that courage is not about being fearless—it is about staying composed when everyone around you looks to you for direction.

"I've never panicked in my life," he says. "The first thing I do is understand the problem. Once you understand the root of the problem, you can find the solution."

It is a remarkably simple philosophy, but one that has guided him equally well on the battlefield and in the boardroom.

Learning and Unlearning

Stepping into a world that operated on a completely different rhythm. The corporate environment did not follow established command structures; it demanded adaptability, curiosity and the humility to become a learner once again.

Major Shaktawat explains the difference with a smile. "In the Army, my left is everybody's left. In the corporate world, my left and your left may be different."

Behind the humour lies an important lesson. In the Army, processes, language and Standard Operating Procedures are clearly defined. A posting may change, but the way of working largely remains the same. In the corporate world, however, every organisation has its own culture, systems and expectations. Success depends on how quickly you adapt to new people, new businesses and new ways of working.

His first corporate opportunity came with Cairn Energy PLC, marking the beginning of a completely different chapter. Technology, especially computers, was unfamiliar territory after years of working within military systems and Standard Operating Procedures (SOPs).

With his characteristic humour, Major Shaktawat recalls that when he entered corporate life in 2005, even basic banking technology was new to him. During his Army days, systems like the traditional "baniyaa canteen" meant soldiers managed their requirements differently, without relying on the digital processes that had become common outside. Rather than letting the gap hold him back, he learnt from younger colleagues, often staying back after office hours to understand computers, systems and the corporate way of working.

The experience taught him another important lesson: security cannot be managed from a distance. Travelling hundreds of kilometres across operational locations reinforced his belief that the first rule of security is to be present where the work happens.

His next challenge came in banking operations at ICICI Bank, where he entered an entirely new business environment. The merger of Bank of Rajasthan with ICICI Bank became one of the defining experiences of this phase. Unlike the Army, where Standard Operating Procedures provide a clear framework, the transition demanded real-time problem-solving while managing customer expectations. It reinforced a lesson that has stayed with him ever since—whether on the battlefield or in the boardroom, leadership begins with understanding the problem, staying calm and helping people move through uncertainty.

His career after the Army became a series of new beginnings. While working with Reliance Industries, he realised that understanding finance was just as important as understanding security. That insight led him to pursue an MBA in Finance—not for a qualification, but out of curiosity. For Major Shaktawat, learning has never stopped; every role became another opportunity to understand a different side of business.

When he joined the Adani Group, he initially led security across Mundra and later Ahmedabad. Before long, however, new opportunities came his way. He moved into business leadership roles across port operations, leading businesses at Krishnapatnam, Hazira and Tuna Port.

Working beyond security gave him a deeper understanding of operations, customers and stakeholder management. It reinforced a belief he continues to carry today—that you cannot effectively support a business unless you first understand how it works.

Purpose Never Retires

When the conversation turns to the Adani Group's leadership, Major Shaktawat speaks with genuine admiration. "We are fortunate to have a promoter whose expectations keep increasing every day.”

He added, "Chairman, Gautam Adani is one of the most accessible people in the organisation." For him, that accessibility fosters a culture where people are encouraged to think bigger, challenge themselves and continuously raise their own standards. He sees expectations but as opportunities to grow.

When asked how he would like to be remembered, he does not speak about medals, honours or designations. Instead, he hopes to be remembered as someone who stood by his team, remained grounded and never stopped learning. For Major Mohit Shaktawat, power may be temporary, but relationships and the impact we create endure far longer.

As India celebrates its 80th Independence Day, Major Shaktawat's message is simple yet timeless: "Stand tall. People are watching you."

Whether in uniform or in the corporate world, he believes leadership is never an individual pursuit. Every decision influences a team and every action sets an example.

For him, the uniform may have changed, but the mission never did.