Every square metre we lay is a foundation for trust.
In the pharmaceutical value chain, the spotlight often falls on molecules, environments or manufacturing lines. Rarely do we look down, literally, to the floor beneath our feet. Yet for sterile facilities, hospitals, food plants, and logistics hubs, that floor is where compliance begins. The entire system is compromised if the floor collects dust, cracks under heat, or fails to resist chemicals.
This oft-overlooked detail is a lifelong pursuit for Prachi Jaguste Mahajan, co-founder of Ornate. "We are specialised flooring contractors," she explains. "Wherever there is a requirement for jointless floors, anti-static properties, chemical resistance, or high traffic durability, we make sure the system works." Her company operates across real estate, infrastructure, and industrial projects, but its most critical niche lies in cleanrooms and biopharma facilities.
"In biopharma, every detail counts. Floors must be seamless, easy to clean, and built for long-term performance. It's a small corner of the value chain, but one with huge impact on compliance and patient safety."
that first layer
Prachi's career wasn't preordained. After she graduated, she worked part-time in a construction chemicals supply company while she prepped for UPSC exams. A project assignment changed everything.
"For the first time, I saw a specialised flooring application," she recalls. "A team from England had flown down to execute it. The way they worked, the transformation was in just ten days. It impressed me deeply. If they can do this with their systems, why can't we do it here with an all Indian team?"
That thought became the seed of Ornate. Partnering with a technically sound colleague who wanted to start producing epoxy flooring chemicals, Prachi steered the business toward turnkey contracting instead. "Manufacturers were many, but very few organisations could deliver flooring applications exactly as per spec. That's where I saw the opportunity."
from ground up
In the early years, the team struggled to retain skilled labour. "We invested heavily in training our workforce to build capability," she says. "But people move on. We had to adapt, invest in better machines, train civil engineers as project managers, and build systems that didn't depend on individuals."
That shift to process-driven execution proved pivotal. Today, Ornate has delivered over 2.5 million square metres of flooring, covering nearly 600 acres across India and overseas. Their references span iconic infrastructure projects and pharmaceutical plants that are still functioning flawlessly more than a decade later.
Prachi reflects on one particularly hard-won contract. A major construction company disputed her team's work, blaming material quality rather than faulty base concrete. "They stopped our work and even threatened to cancel the contract. I had to fight with documentation and proof. Finally, I convinced them to let us rectify the base and complete the job, but payment would only come if the floor lasted a year."
It has lasted ten. The client remains with Ornate. "Sometimes," she says, "you must stand your ground. You know your work better."
pivotal choices
The Covid-19 pandemic brought another turning point. "We were split between production and contracting. During the lockdown, I decided to sell the production company and focus only on contracting. That was my goal: getting the final product right. It was risky, but it unlocked growth."
For Prachi, risks are never reckless. They are measured steps into new geographies or challenges. Recently, Ornate accepted a project in Central Africa, despite difficult working conditions. "I visited first to assure the team it was safe. If I'm on the job with them, they know they are supported."
built to endure
Quality over quantity remains her guiding principle. "We don't take projects just for turnover," she insists. "We don't give kickbacks to get an order. We focus on satisfaction and value. Clients return after 10 or 12 years because our work lasts."
That endurance is a marker of trust. Ornate's floors are backed by warranties and references, proof points built patiently over 18 years.
Prachi is equally clear about what she won't do: underquote. "The L1 mentality, quoting the lowest price and then cutting corners, is dangerous. It doesn't do justice to the work, and the client ends up with shoddy results."
boss lady
Women leaders are rare in civil works and even rarer in pharma ancillary businesses. "Male leadership often doesn't consider women as bosses on site," Prachi admits with a rueful laugh. Some meetings began with blunt remarks: that they couldn't use their usual "language" because a woman was present.
Her response has been to show up. Consistently. "I made sure I was on site as much as in meetings. Once people saw my team's professionalism, respect followed."
She has also learned to use symbols wisely. "I prefer to wear a saree in meetings. It conveys seriousness and professionalism. I stick to the agenda; I don't make small talk. At times, they think I'm bossy, but when they see the results, that perception changes."
That persistence has earned her unusual recognition. In one project, she was invited at the initiation stage to discuss the flooring scope — a role usually reserved for architects or consultants. "In that moment," she says, "I knew I wasn't there as a token. I was there because of expertise."
double the grit
Not all lessons come from contracts. Court cases, delayed payments, and even police complaints have tested her resilience. "Being a woman in this industry makes it harder. Opponents think you will succumb to pressure. But crisis teaches you to stand strong."
Other lessons are more reflective. "I wish I had taken finance training earlier," she admits. "It took years to make financial decisions confidently. Entrepreneurs must understand money, not just outsource it."
Delegation has also been a hard-earned shift. "As entrepreneurs, we think we know everything. Learning to train the team and let go has freed me to focus on business development and innovation."
compliance, meet flooring
While Ornate's portfolio spans real estate, infrastructure, food, and logistics, the stakes are highest in biopharma. Cleanroom floors must withstand chemicals, static, and traffic while remaining seamless and sterile.
"In pharma, our work is behind the scenes, but essential," she explains. "If a floor fails, it compromises compliance. That's why niche markets give us visibility. A handful do this specialised work, and we're trusted for it."
Yet she acknowledges the need for more visibility. "We haven't focused enough on marketing. That's something we must change. Cleanroom infrastructure deserves to be seen, heard, and respected."
top coat
For Prachi, progress means investing in worker training. "We have good managers, but workforce skilling continues to be a challenge. There are no formal programmes to upskill construction workers. That gap must be addressed."
She also sees robotics on the horizon. "Gen Z isn't inclined toward physical site work. If robots can take on parts of the flooring, it will make the field more attractive."
Her advice to the next generation — especially women — is clear: "If you are passionate, gender doesn't matter. Work hard, have faith in yourself. Do what excites you; you'll never have a dull moment."
"Every square metre we lay is a foundation for trust," she says. "It may not win awards, but it keeps facilities compliant and patients safe. That's recognition enough."