If you want to know the truth about Gurinder Singh Dhillon, the guru of Radha Soami Satsang Beas (an Indian religious organization), a great place to look is my compendium of comments left on this blog by "Tara" between 2010 and 2014.
In 2018 I compiled the 27,000 words worth of comments into a post, "Devastating criticism of Gurinder Singh Dhillon by a RSSB insider."
The comments, though not entirely negative in regard to Dhillon, paint a different picture of the guru than devotees see when he sits on a stage and talks about spiritual subjects.
In a recent comment on this blog, someone raised the question of who orchestrated the sale of Ranbaxy, a pharmaceutical company controlled at the time by Malvinder Singh, a relative of the RSSB guru.
I shared one of the comments by "Tara" that said it was Dhillon who advised on the sale. That got me to thinking it would be interesting to see what other mentions of Ranbaxy were in other comments by Tara.
I've shared all of those mentions below. They make for interesting reading, especially if the reader is concerned about how a guru supposedly focused on God-realization became so enmeshed in gigantic business deals and making he and his family hugely rich to the tune of hundreds of millions of dollars.
Enjoy... the comments are in reverse chronological order, so the most recent ones by "Tara" appear first.
In Charan's guru-days, Gurinder was just another member of the extended family. The Grewal's (Charan's family) and the Dhillon's (Gurinder's family) were not very close, nor were Gurinder and Nimmie (cousins). But, Charan was always very fond of Gurinder, who was (at that time) a simple man from a modest financial background, dedicated to his Guru Uncle.
Gurinder was working at the Hyatt Regency, New Delhi (as an Assistant Food & Beverage Manager there) and his career wasn't exactly going places. It was Charan who lined up a job for him with the Bilani's in Spain and Gurinder would scour China / HK and other Asian countries for watch parts. From a job in a hotel to a billionaire businessman? Like they say, you've come a long way baby... :)
Dr. Parminder Singh was an industry captain and a visionary exemplar. A lot changed after his demise in 1999. His sons (Malvinder and Shivinder) were very young and inexperienced at the time, and Ranbaxy was being run by a group of professionals headed by D.S Brar (then MD & CEO, a non-family member) who was instrumental (along with Dr. Singh) in transforming Ranbaxy from a small Indian pharmaceutical company into a research-based global pharmaceutical major.
The disagreements over Ranbaxy's international expansion strategy between Brar and the family surfaced in 2002 and Brar exited before the end of his term, leaving what happened behind the boardroom doors a mystery. An analyst, commenting on the Ranbaxy succession planning issue, said - "The question, however, uppermost in most people's mind is: (that) does the decision reflect a tussle between the promoter and professional management in which the promoter eventually had his way." Initially,
Gurinder was just playing an advisory role to the Singh Brothers. Soon, that "advisory role" turned into a full-time consultancy of sorts and it was soon heard that Malvinder & Shivinder "don't make a move" without HIS advise.
That "HIS" was Gurinder - a backstage operator in Ranbaxy's succession that led to Malvinder quickly taking up the post of MD & CEO in what was once a professionally run company. In the months that followed, Gurinder and the Singh Brothers became inseparable when it came to taking business decisions. Then in December 2005, Gurinder announced to his family and close friends that he will not be giving business advise to any one after the turn of the year!
If you take a look into the Ranbaxy archives, there is no trace of Gurinder or any of his immediate family members being associated to Ranbaxy or to Dr. Parminder Singh and Nimmie Singh in any way - through employment, through shareholding, through inheritance.
The fact that one of Charan's two sons is working in Fortis today (you can confirm this on the Fortis website, his name is Jasbir Grewal aka Cuckoo) and has no shareholding in either Religare or Fortis clearly shows that Charan did not take advantage of his familial relationships, else shouldn't his son be richer than his nephew ( Gurinder ) today? I would also like to add here that Gurinder and his sons are the only family members who are shareholders in the Singh brothers' businesses. It is not like there is a consortium of familial relations managing these companies.
Relatives are employed, but share-holding has been reserved only for the Guru and his sons. I can tell you for certain that no uncle or aunt of Gurinder had gifted him the initial capital (millions of dollars) to invest in Religare. Gurinder comes from a humble past, and for those who think that he has hectares "farmland" it may be good to know a fact - Gurinder and his immediate family are not agricultural industrialists of Punjab. A few acres of wheat and mustard produce cannot buy pre-issued shares in a global financial services company!
If you read the Religare prospectus, the shares were transferred to his sons at a pre-issue price of INR 10 before the IPO was launched. Like I said in my earlier comment, I see no reason for the Singh Brothers to part with the shareholding if there wasn't something in it for them.
This is not your average Wall Street banker we're discussing, this is GIHF - the Perfect Living Master, the Param Sant Sat Guru of Kalyug. The plethora of RS teachings now looks like a bigger pile of BS ! What ever happened to " Honest Living " I wonder... Gurinder's younger son - Gurkirat Singh Dhillon is the youngest billionaire on the Indian Billionaires List. The children of other billionaires are the inheritors of business legacies or are first-generation entrepreneurs - their success stories are a Google search away.
It is common knowledge that Ranbaxy became debt-free after the deal and got $1 billion in cash to pursue inorganic growth opportunities more aggressively. It is also common knowledge that Parminder Singh would have wholly disapproved of Malvinder's business approach. Back in the day, Ranbaxy had one of the renowned R&D departments in the pharmaceutical sector. Many patents on drugs were about to expire industry wide, which would have allowed other pharma companies to innovate and produce products at lower costs.
The Daiichi-Ranbaxy deal was valued at 4.3 times sales and 21 times EBITDA on historical earnings. Malvinder wouldn't have got a better catch than Daiichi. He got the Japanese - hook, line and sinker ! And, the Parkway Hospital in-and-out deal was the only option as a bidding war with Khazanah would have bled them. Nothing wrong with a " good deal " though Corporate India did expect the Singh brothers to resist ! Instead, Malvinder came back with all bags packed and a neat pile of money.
From your comment it seems likely that you probably know that RSSB trust funds were ( and continue to be diverted ) to Religare. Do you see another reason for the Guru's two sons being shareholders ? What was Gurinder's financial status prior to becoming the Guru ? Of course, you don't have to answer this, but I'm sure that if you know the Head of Treasury and Head of Finance at Religare, you know the truth.