In the UAE, Indian business leaders are essential engines of innovation and economic expansion. They bridge cultures and markets, drawing on deep expertise across different sectors. Strong bilateral trade and cooperative endeavors are encouraged by their visionary leadership, which also promotes modernization and local skill development. These leaders improve the competitive environment, bolstering international markets and opening the door for long-term economic growth on a national level by skillfully fusing local business strategies with global best practices.
As Managing Director of Stannum Cans, Bhavin Shah stands at the intersection of precision manufacturing, sustainable innovation, and people-first leadership. With nearly three decades of experience in the decorative tin packaging industry, Bhavin’s journey has been driven by a deep respect for legacy, an unwavering belief in ethical business practices, and a clear global vision for the future.
Crafting a Legacy in Tin Packaging
Bhavin co-founded Stannum Cans in 2024 alongside his brother Shail Shah and close friend Cai. What began as a small venture has grown into a globally recognized decorative tin packaging company. Today, under Bhavin’s leadership, the company serves industries ranging from food and cosmetics to paints, lubricants, and chemicals. With operations spanning across the GCC region, Africa, and Asia, Stannum Cans has positioned itself as a leader in sustainable, aesthetically appealing packaging.
At the heart of this growth is Bhavin’s commitment to precision and innovation. Bhavin wants to leave behind the legacy that he has inherited. As a third-generation entrepreneur, he wishes to carry forward the values learnt from his parents, namely global vision, strong communication, and unwavering support for employees. His father, Kailash Shah, one of the biggest importers of steel in India, taught him the power of a smile, the importance of global supplier networks and client satisfaction. From his mother, Kalpana Shah, a successful food business founder, he inherited the wisdom of workforce management and the strength of leading with empathy. Honoring and evolving this generational legacy to build a people centric business where excellence is expected, people are empowered, and values are never compromised is what Bhavin wishes to leave behind.
If we speak of Stannum Cans, the company’s stateof-the-art infrastructure is powered by Swiss can-making technology and automated high-speed machinery that ensures timely delivery and consistent quality. Additionally, an in-house automation team keeps the company ahead of industry curves, adapting rapidly to
technological advances in the packaging world. “We listen, we adapt, and we execute, with precision. Our strong supplier base and vast client network are a testament to the relationships we’ve nurtured through trust, transparency, and empathy”, states Bhavin.
Vision Rooted in Values
For Bhavin, leadership is about more than business metrics, it’s about culture, empathy, and purpose. As a third-generation entrepreneur, he credits his approach to lessons learned not in boardrooms, but in his parents’ office. “Your parents' cabin is the best business school you'll ever attend”, states Bhavin emphasizing that values, not just strategy, create enduring businesses. He has built Stannum Cans on principles of customer centricity, ethical growth, and collaborative innovation. His ability to forge and sustain strong supplier networks across Asia has not only optimized costs but allowed the company to pass on significant value to clients worldwide.
Guiding Through Crisis
One of the most defining periods in Bhavin’s leadership was during the COVID-19 pandemic. As global supply chains faltered and uncertainty loomed, Bhavin focused first on his team’s safety and morale. His approach during this crisis, which was calm, empathetic, and rooted in data has enabled the company to remain resilient and adaptive.
These trying times taught him and the leadership team invaluable lessons in patience, inclusive leadership, and responsive communication. The experience helped reshape the company culture, making it more humancentric, resilient, and aligned with long-term growth.
“Great leadership comes from communication and discussions. Everyone loves a great listener. Be it employees, suppliers or clients. Furthermore, teamwork and mutual respect within the work environment is very important to maintain a harmonious and an ethical work culture and professionalism”, states Bhavin.
We listen, adapt & execute with precision, and our strong supplier base and vast client network reflect the trusted relationships we’ve built through transparency and empathy
People-Focused Culture
Bhavin firmly believes that every team member, regardless of title or tenure, deserves to be heard. At Stannum Cans, he has nurtured an empowered work culture where individuals feel respected, valued, and encouraged to take initiative. He treats everyone as partners working toward a common goal. This commitment to professional respect and collaboration helps build a workplace where employees are inspired to grow and remain long-term. Furthermore, with offices in China and Dubai, the company has a workforce of around 50 people.
Charting a Path for Growth
Bhavin’s forward-looking vision includes strengthening the company’s position as a leading decorative tin packaging manufacturer by focusing on innovation, sustainability, and customer-centric solutions. The company plans to invest in advanced technologies, streamline production processes, and explore new markets to meet the evolving needs of its clients worldwide. To young entrepreneurs aspiring for success in the technology sector, Bhavin advises them to dream big, take that risk and to chase those dreams no matter the obstacles. The packaging industry is very competitive but a vast one. One needs to keep evolving and keep up with the new technology. Pivot when opportunities come your way. Always. Build relationships with both sides of the business, that is the suppliers and clients. Lead your team with integrity as business is always about people.
“My first venture in GCC was in Doha around 8 years ago. While it seemed like an obvious opportunity to me, others around me weren’t fully convinced. Despite those objections and the challenges, I decided to go ahead and the rest is history. Always remember bigger the risk, bigger the reward”, concludes Bhavin.
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