MUMBAI: Ratan Naval Tata, whose long stewardship saw the Tata Group transform into a global powerhouse, passed away at Breach Candy Hospital around 11pm on Wednesday night. The 86-year-old was admitted for dehydration issues on Monday.
Tata’s passing marks the end of an extraordinary corporate journey, one that not only reshaped the Tata Group but also set new benchmarks for Indian industry on the global stage.
Under his stewardship, the group’s revenue surged from $4 billion in 1991 to over $100 billion by 2012, when he retired, making it the first Indian conglomerate to achieve such a milestone.
Born to Soonoo and Naval Tata during British rule in Mumbai (then Bombay), Ratan Tata grew up in Tata House — now the India headquarters of Deutsche Bank — in Fort. A teetotaller and a non-smoker, he was a bachelor who came close to marrying thrice but remained single throughout his life.

He is survived by two brothers, Jimmy and Noel, and their families, along with his stepmother, Simone Tata.
Educated at three prestigious institutions including Campion School and Cathedral and John Connon School in South Mumbai, and Bishop Cotton in Shimla, Ratan Tata shared classrooms with notable figures like music maestro Zubin Mehta and business magnates Ashok Birla and Rahul Bajaj, Duke owner Dinshaw Pandole and Cipla’s Yusuf Hamied.
He went on to get a Bachelor of Architecture degree from Cornell University, initially starting as an engineering student at his father’s insistence. Disenchanted with engineering, he shifted to architecture after two years and briefly worked with Jones and Emmons in Los Angeles, turning down a job offer from IBM. In 1962, he joined Tata Group as an assistant in Tata Industries, rising to the top after 29 years to become chairman of Tata Sons.

His tenure was marked by a concerted effort to remove the old guard of satraps and to position Tata Sons as the nerve centre for strategic direction across the group. His leadership also saw Tata Sons tighten its grip over group companies, requiring them to pay royalties for using the Tata brand.
He led the group into new sectors like telecom and passenger cars and was instrumental in fostering innovation with landmark projects such as Indica, India’s first indigenous car; Nano, the world’s most affordable vehicle; and Ginger, a budget hotel chain, while overseeing more than 60 acquisitions that expanded the group’s reach. He also took Tata Consultancy Services public, the only major Tata company to do so.
Ratan Tata’s legacy, however, was not without controversies. His decision to appoint Cyrus Mistry as his successor in 2011 sparked one of the most contentious chapters in the group’s history. He subsequently selected N Chandrasekaran to lead Tata Sons after Mistry’s acrimonious exit in 2016. Additionally, his dream of creating the world’s cheapest car (Nano) faced political opposition in West Bengal, leading to the relocation of production to Gujarat.

In 2008, Ratan Tata was awarded the Padma Vibhushan, India’s second-highest civilian honour.
Despite his many successes, Ratan Tata remained remarkably humble, often attributing his achievements to the efforts of those around him. A believer in steering clear of politics, he once remarked, “Like my mentor JRD Tata, I had never considered politics. I am not cut out to be a political person and will not venture into it.”
Beyond the boardroom, he was known for his quiet but resolute demeanour, often choosing to stay out of the limelight. His contributions extended far beyond business as he led numerous philanthropic initiatives through the Tata Trusts, quietly but significantly impacting sectors like healthcare, education, and rural development.

He maintained a low profile in retirement, with sporadic public appearances — the last one being on August 15 this year, when he visited the Tata Fire Temple in Bandra to celebrate the Parsi new year.
In the post-retirement years, Ratan Tata also became an angel investor in numerous startups, including Upstox, FirstCry, and Ola Electric – proof, if any was needed, of his continued commitment to innovation and entrepreneurship. He also significantly increased his focus on philanthropy through Tata Trusts, transforming the organisation’s funding approach to prioritise large-scale social initiatives, such as establishing cancer care hospitals and setting up India’s largest tertiary care centre for small animals, including strays, in Mumbai.
Though his physical activity decreased in recent years, with even more reduced public appearances, he maintained sharp eyesight and engaged in virtual meetings for both official and philanthropic work.

Beyond business, Ratan Tata had a personal passion for aviation, holding pilot licences for both fixed-wing aircraft and helicopters. He was also an avid scuba diver and indulged in it until health restrictions limited his mobility. He also had a deep love for dogs, building a special swimming pool for his pets at his Colaba residence, Halekai.
Ratan Tata himself designed Halekai as well as his 2,000sq ft beach bungalow in Alibaug. His connection to architecture extended to two other homes he designed in Jamshedpur on road no. 10, Circuit House (East). One of the houses belonged to Soli Devitre, then Tata Sons’ director Jehangir Ghandy’s brother-in-law, and the other belonged to Tata Steel’s former senior executive Cawas Mehta and his wife Perin C Mehta. The properties now have new owners.
And just as those homes will always bear his aesthetic stamp, Indian business will bear the imprint of Ratan Tata.