The year 2013-14 was very significant for Raychem RPG Ltd (RRL) - a joint venture between RPG group, India and TE Connectivity, USA. The sales were looking up and order book was promising. Newly restructured units were working well, and business in new segments was picking up. There were several initiatives undertaken by the CEO in last 5 years of his tenure. His team had achieved the desired stability and turnaround was successful. A high-growth future in a slowing global economic scenario had to be converted into a more profitable opportunity. However, there were several questions he faced. Was the strategic transformation journey he embarked n four years ago, complete? Could he have done something different? Which were the areas where the next focus should be? Does RRL have the required competences to succeed in those areas? How will RRL manage changing expectations of the two JV partners?