Building Bridges Between Business, Environment & Community

“KIS trained my eyes and mind to see the good in differences. We don’t just compete — we collaborate, we grow together.”

From founding a pioneering agri-food and supply-chain company to championing community-driven environmental initiatives, Murali Sundar embodies a philosophy that blends commerce, curiosity, and care for the land. His journey reflects not only entrepreneurial grit, but a deep-rooted commitment to giving back to the institutions and ecosystems that shaped him.

From Vision to Venture: Building a Nutrition & Education Enterprise

Murali’s professional path began with a resolute belief: clients deserve more than products, they deserve education. Early on, he recognized that in a complex space like nutrition, agriculture, and food safety, understanding what works is as important as supplying it.

In 2001, he launched Marcatus QED, a global leader in the sustainable sourcing and processing of cucumbers, pickles, and other agri-food products. The company works directly with thousands of smallholder farmers and partners with some of the world’s largest food brands — including Unilever, Conagra, and Mt. Olive Pickles — to strengthen supply chains, improve agricultural practices, and deliver safe, high-quality foods to consumers worldwide. At its heart, Marcatus QED has always been an education-driven enterprise: equipping growers, processors, and clients with the knowledge to raise industry standards.

Rather than isolating himself among competitors, Murali took a bold step: he initiated supplier conferences and collaborative gatherings where even rival firms would come together. He coined the term “G5” for offsite meetings held in Sri Lanka and other locales, where Indian suppliers and peers could interact, exchange knowledge, and confront shared challenges from pathogen control to market positioning.

He would later reflect: “Yes, we compete but pathogens affect every product in the supply chain. Why not build knowledge cooperatively, so the entire ‘Made in India’ brand is stronger?”

This collaborative ethos wasn’t just idealism. It became a strategic differentiator. By bringing suppliers, competitors, and stakeholders into a shared learning space, Marcatus QED positioned itself as a trusted leader in transparency, quality, and ethical sourcing. Over time, it built credibility and alliances that would otherwise have been hard-won in a fiercely competitive industry.

Interestingly, the company operated without a public website until 2017. In part, that delay stemmed from focus on substance over marketing. But as Murali saw growing demand for accessible education, the shift to a digital presence became an inevitability, a conduit to reach clients, disseminate insights, and widen their impact.

The KIS Legacy: How School Taught Him to See Strengths, Not Weaknesses

Murali’s belief in collaboration, inclusivity, and holistic growth traces back to his formative years at Kodaikanal International School (KIS). As a boarding school, KIS was more than classrooms — it was a constant, immersive environment where students learned about community, difference, and character.

He recalls school as "family" — a place where values, not just curriculum, shaped identity. Sports and outdoor life were integral: hiking, physical education, nature excursions all reinforced a love for healthy living, movement, and respect for the environment. He cites being exposed to world religions, team sports, and adventurous treks as foundational to his tolerance, curiosity, and global lens.

“KIS trained my eyes and mind to see the good in differences,” Murali says. “To see strengths in someone who appears very different from you, rather than tuning into weaknesses.” That mindset would become central to his professional philosophy: businesses that succeed are those that can integrate diverse perspectives and grow through difference, not merely tolerate it.

From Alumni to Advocate: His Support for CEH

Murali’s connection to KIS remains deeply personal and purposeful. He is a strong supporter of the Centre for Environment and Humanity (CEH), a school-affiliated initiative that seeks to re-imagine how education, ecology, and community can intersect.

His passion is anchored in a principle: “If we are privileged enough to give, we should — especially to places that shaped who we are.” He sees CEH as an ecosystem with potential: a living model of how sustainable business, community agency, and environmental stewardship can coexist.

One of his favorite refrains: CEH should not be an academic or political showpiece, it must be business viable. The goal is to help local communities grow crops, market them, and sustain livelihoods, equipping them not through dependency, but through dignity, competence, and connection to markets.

He imagines global youth coming to CEH: “Kids from Japan, or elsewhere, spending a month in the living center, understanding local forests, biodiversity, food systems, and how communities can thrive without uprooting their identity or environment.” In his view, the success of CEH would surpass even the school: becoming a globally recognized center for community-based environmental education and sustainable development.

The Algebra of Curiosity, Business and Care

What ties Murali’s story together is a triad: curiosity, business sense, and care. He believes that curiosity leads to insight, business brings resources and execution, and care ensures that what’s built is worthy and sustainable.

“By taking care of nature,” he says, “we are living the right life. The science behind it is what matters most.” He pushes for pre-orientation programs in CEH to test whether people are suited for the journey: it’s “not just roses” — real work lies ahead.

He also speaks fondly of how KIS nurtured his global identity: “It connects me to India and the world. KIS makes me smile. It is an example of humanity, and it has so much potential.”

His aspiration: to see a new generation emerging from KIS, CEH, or elsewhere who can integrate environment, community, and economy not as competing domains, but as complementary ones.