The company was also building in a sector that was, at the time, very short of experienced engineers.“ There was no track record of people in the sector because the sector didn’ t exist,” Vaishali recalls.
“ So while we didn’ t have a capital problem, which is what most people have, we did have an issue of finding people with the experience and understanding of how to get things done on the ground.”
The meteoric rise of ReNew Since those early days, ReNew’ s growth has been extraordinary.
From the company’ s first wind projects in Gujarat, ReNew has expanded to roughly 14GW of installed assets and more than 20GW in its pipeline. But Vaishali is careful not to frame scale as the sole measure of success. What mattered was building something credible enough to influence the wider ecosystem.
“ We were batting for the sector, not necessarily just the company, and that’ s what was helpful,” she says.“ Not only for us to grow, but for the sector to grow.” That spirit of sector building helped align ReNew with India’ s own energy transition, as policy evolved from ambition to execution.
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