Mike Abhijit's 26-year professional career is distinct from Texora10XGlobal's own engagements as a company founded in 2026. Both are shown here, clearly labelled — the Texora10XGlobal engagements as transformation stories: challenge, diagnosis, intervention, result and lesson.
These are roles Mike held as an employee prior to founding Texora10XGlobal — not Texora10XGlobal client engagements.
Establishing and scaling apparel EPZ manufacturing in Mombasa.
Start-up of stuck-on, canvas and DIP footwear manufacturing.
General management of export apparel manufacturing.
Greenfield premium shirt facility — 800 machines, 2,200+ employees, 93% RFT, 90%+ OTD.
Greenfield Phase-1 development to ~450 machines, 900+ employees within one year.
4 manufacturing units, 2,300+ machines, 5,000+ employees, 35% WIP reduction, 99% OTD.
Recent footwear transformation projects undertaken over the last two years as an independent consultant and, most recently, under Texora10XGlobal.
The challenge: An export-oriented leather footwear operation using stuck-on construction, with process gaps affecting consistency and delivery reliability.
The diagnosis: Process discipline and quality-control gaps identified at key stuck-on process stations, contributing to variable OTD performance.
The intervention: Process optimisation, tightened quality checkpoints and OTD-focused operating rhythm introduced at the line level.
The result:
The lesson: Process and quality discipline have to be rebuilt station by station — a blanket policy change rarely moves OTD on its own.
The challenge: A sports footwear vertical needing Lean discipline, quality management and workforce engagement without disrupting live production.
The diagnosis: Improvement opportunity across process discipline, quality management and day-to-day workforce ownership of KPIs.
The intervention: Lean practices, quality-management systems, process discipline and structured change management deployed alongside continuous production.
The result:
The lesson: Transformation while the line keeps running requires change management to move at the same pace as the technical work — not after it.
The challenge: An established, ~75-year-old footwear organisation needing performance-management, quality and process modernisation without losing what already works.
The diagnosis: Legacy PMS, QMS and process structures identified as the priority levers for a brownfield transformation of this scale.
The intervention: Performance-management restructuring, QMS strengthening, process optimisation and change management run in parallel across the organisation.
The result:
The lesson: A legacy organisation needs its own operating pace — brownfield transformation succeeds by working with existing structure, not against it.
Progress figures are the current, self-reported programme status shared for these engagements. Final scope, baseline, target and measurement method are agreed with each client at programme mobilisation — they are not independently audited results.
