For over four decades, Dr. Sunil Thakar has lived at the intersection of two worlds—India and Germany. From arriving in Berlin as a young student to becoming a key consultant for Indo-German businesses, his journey is one of adaptation, perseverance, and cross-cultural understanding.
In this conversation, Pooja Chaturvedi Sah from The Dialog speaks with Dr. Thakar about the challenges companies face when entering each other’s markets, how Germany’s perception of Indian professionals has evolved, and why trust is the foundation of successful Indo-German partnerships.
He also reflects on his personal journey, sharing what it takes to succeed in Germany and why the next phase of collaboration between the two nations will be driven by individuals who understand both mindsets.
Q: Sunil, you’ve been living in Germany for over four decades and consulting for Indo-German businesses for the past ten years. What exactly does your work entail today?
I help Indian and German companies navigate the complexities of doing business in each other’s countries. My role is primarily advisory—I assist with market research, strategic introductions, and on-the-ground insights that bridge cultural and regulatory gaps. Much of it comes down to trust—who can you rely on? I use my networks in both countries to connect the right people. If they succeed together, I feel I’ve done my job, whether or not there’s a contract signed or a fee exchanged. Over time, this has also become personal—many of my collaborators have become close friends, and some, like my doctors, have been part of my life for over 30 years.
Q: What led you to Germany in the first place? You were among the earlier Indians to study and settle there.
Honestly, I wasn’t a stellar student in India. I was restless. One day, a neighbor suggested I learn German. That small nudge changed my life. I enrolled at Max Mueller Bhavan in Delhi, where, thanks to a friend’s recommendation, I skipped the long waiting list. Soon, I found out about the opportunity to study in Germany for free and applied. I arrived in Berlin in March 1981—23 years old, alone, and freezing in the snow. But I was also full of hope.
Q: That must’ve been a huge cultural shift. What were your first impressions of Germany?
Total culture shock. From Delhi’s chaos to Berlin’s order. My first lecture had 250 students—boys and girls sitting with coffee and dogs, some even kissing in class. That kind of casual openness was shocking back then. Even the education system was a revelation—no fixed curriculum, no spoon-feeding. It taught me independence, how to think for myself. But it wasn’t easy. My first two semesters, I failed almost everything. It took time to adjust.
Q: How did you eventually settle into life and work in Germany?
Once I got serious in my third semester, everything changed. I focused on artificial intelligence—way before it became a buzzword. I even developed one of the first expert systems for decision-making at the Technical University of Berlin. Later, I joined Daimler’s research division, working on AI applications in automotive sales and systems. I only ever wrote four job applications in my life—three resulted in interviews, and one of them landed me the job at Daimler. My early mentors played a huge role—they taught me how to think long-term, ask the right questions, and evaluate decisions holistically. I still follow that approach today.
Q: And now you consult for Indo-German businesses. What challenges do companies face when entering each other’s markets?
Many. German companies often underestimate the cultural and regulatory complexity of India. They think they can replicate their models at German standards but Indian prices—it doesn’t work that way. Similarly, Indian firms struggle with Germany’s precision, structure, and legal strictness. Both sides need patient, culturally aware partners. I often say: you don’t need to know everything, but you must know someone who does—and trust them. Building that trust is both art and science, and it grows over time, just like the lifelong friendships I now share with German colleagues.
Q: Can you share some memorable consulting experiences?
There was a waste management project in Gujarat involving a German partner. The mayor treated us like VIPs, showed us everything—but when it came to budget discussions, the deal fell apart. They wanted German technology at Indian costs. Another time, I helped a German automaker understand India’s infrastructure gaps. They had big plans, but didn’t consider India’s road realities. My advice: start small, adapt, then scale. I’ve seen time and again how arrogance can cloud judgment, whether in planning or leadership.
One of my favorite lessons remains:
“Arrogance leads to ignorance, ignorance to incompetence, and that ends in intellectual and eventually financial bankruptcy.”
It holds true across eras, cultures—even high civilizations.
Q: As someone deeply rooted in both Indian and German cultures, how do you see your identity today?
I’m an Indian at heart and a German by habit. I still listen to Mukesh when I miss home. But I’ve also internalized German values—punctuality, discipline, and directness. When I help two companies collaborate, I translate not just language, but mindset. Indians trust me because I understand their way; Germans rely on me because I respect their system. At a personal level, I’ve come to see how, despite differences, human warmth is universal—like the time my German friend’s mother wrote me a letter. Apart from the language, it was exactly like my mother’s.
Q: Let’s talk community and culture. What’s changed over the years?
In the 1980s, Berlin had maybe three Indian restaurants. Today, there are hundreds. Earlier, Indian students were rare. Now, tens of thousands are here—working in startups, delivering food, or studying. There’s even a Maharashtrian Association, which is a more recent addition, largely due to the increasing migration of Maharashtrians to Berlin. Traditionally, Berlin has long been home to a diverse range of cultural and regional associations like Bharat Majlis, Kerala Samajam, Deutsch-Indische Gesellschaft, the Sikh Gurdwara Association, and many others. You name it—almost every religion or region from India has its own group here.
It’s heartening to see this cultural expansion—but it also means we need stronger community structures, so the new wave doesn’t feel lost like we once did. And while Germany has made space for this change, it’s important to remember: it too faces challenges like corruption, crime, and racism—as in any society. The dimensions may vary, but human flaws exist everywhere. Arrogance, ignorance, and incompetence are rising globally.
Q: Reflecting on your journey, what advice would you give your younger self—or to a young Indian moving to Germany today?
Come prepared. Be tough. There’s no free lunch. In my time, I earned every bit—studied, worked, cooked, survived. That taught me self-reliance. Germany offers tremendous opportunity, but it won’t hand it to you. Also, be curious. Learn the language, understand the people. Ask questions. That’s how you grow. Life in Germany taught me to take responsibility, stand on my own feet, and value human connection—many of my doctors and friends here have become like family over the past 30 years.
Q: How has Germany’s perception of Indian professionals changed over the decades?
Drastically. In the 1980s, people barely knew where India was. Today, Indian engineers, doctors, and researchers are deeply respected. Our reputation has shifted from ‘outsiders’ to ‘contributors.’ But biases remain—especially at leadership levels. We need more Indian professionals in top German companies, not just in tech roles but in strategic ones too.
Q: Looking ahead, what excites you about Indo-German collaboration?
So much potential! Software development, last-mile mobility, renewable energy, and healthcare—these are all areas where Indian innovation and German precision can come together beautifully. Startups especially have a big role to play. Government programs are creating bridges, but it’s individuals—students, entrepreneurs, connectors—who will drive the next phase of collaboration.
Q: Final thought—what’s the most rewarding part of your work today?
When I bring the right people together—when a German and an Indian company shake hands, sign the deal, and build something meaningful—that’s my reward. I don’t need recognition. Just knowing I helped create a bridge is enough. And over time, those bridges turn into lifelong relationships.
