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

Aligning Individuals with the purpose of the organization. Giving Voice to Values and keeping the company soul alive.


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

I think I worked hard towards the career and position I wanted to pursue and diligently with a sharp focus worked towards developing the behaviors and skills to crack the code to reach to that level.


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

Early in the morning I take at-least 15 minutes sometimes more to think what are the key things I need to work upon the whole day.
During the day at least I spent an hour or so on what is new in my field and what topics and challenges are topping the list in business and my area of work. Also before I sleep I ensure ( mostly ) that I spend at least an hour with myself talking to myself (Introspection).


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

Be Vulnerable and respect differences.


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?

"Start with a Why" by Simon Sinek
"Humility is the new Smart"


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

The answer to this is not simple as it requires multiple actions and strategies but i think the key ones will be;
1. Leading by example - Role Modeling
2. Inculcate the right Behaviours and establish accountability around it.
3. Practice Psychological Safety in the culture and breed Trust
4. Be honest in Feedback
5. Culture of coaching


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

Once I had a responsibility to decide upon the fate of several individuals who were being laid off as a result of restructuring. The reason for the restructuring was the cost of labor. We as always had taken a decision that manpower is expensive so to reduce the operational cost the only way is to rightsize the manpower numbers. As it was about several individuals losing jobs ( though we were paying handsome severance packages) one individual pushed me to think that is there an alternative to reduce the cost and include the cost of intangibles in the equation, which we were not considering. I felt that there might be some logic in this and started looking at the same problem with a different lens and you know what we found a much more amicable solution with minimal impact on jobs and families.
Morality is that one should learn to be naturally empathetic with the employees as well as with the organization to reach a most creative solution.