1. What have you found most challenging as a CEO or executive of a large enterprise?

As an executive of a large enterprise, the most challenging aspect of the business is to drive the culture consistently across the organization.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

I started my journey with start-up and acquired knowledge in various functions within the organization. Those initial days of hard work and keen interest to make a difference gave me my first break in a large organization. I continuously challenged myself in taking up new roles and projects within and outside of the department throughout my career. This helped me get recognized within the organization and grow rapidly. From Operations, I have moved to manage strategic HR and have also driven business excellence projects in the organization. I have also led large technology implementations in my current responsibility.

3. How do you structure your work days from waking up to going to sleep?

I wish I could do it better.... My "to-do" list is a guiding document but I ensure my day is driven by helping others solve a business problem. I spend 1/3 of my day managing the present and 2/3 focus on the future

4. What's the most recent significant leadership lesson you've learned?

Learnt it from a book "Multiplier" - There are two types of leaders: Multipliers, who use their intelligence to bring out the intelligence and ability of everyone else, and Diminishers, who rely on their own intelligence because they think intelligence is a rare trait and they’re one of the few who have it.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Although there are many, "Lead and Disrupt" is one of those books that profoundly impacted my leadership. It helped me devise a plan on how can I help my team "exploit" existing opportunities and build create a focus on "explore"

6. How do you build leadership capacity in a large enterprise?

Hiring people smarter than you is one of the ways you can build leadership. Also very important that you invest in the talent by mentoring and motivating them to achieve higher goals. Creating succession is imperative

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

When you are a part of a large enterprise at times processes don't support the objective and it becomes unsustainable. I remember in my previous organization the approval process was so long that we were not able to meet the customers' expectation of speed and agility. The organization was being crippled by bureaucracy