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

Creating a Goal-based, Performance enhancing and a high integrity culture!!

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

Worked my way-up from the ground sales and exhibiting leadership qualities, which led to assignments coming my way that led to eventually the ladder leading up to the CEO's position.

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

Start with Tennis, ease into the newspaper for the day, get to work and focus on important priorities of the day and then space out the day to ensure human interactions across the hierarchy and wind up the day by ensuring goals for the day are met by the team before the day-end. Briefly plan the next day to ensure productive working. Once back home I ensure time with my 9 year old son playing TV games or going cycling and wind it up with a comedy web-series.

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

Culture eats Strategy for breakfast!

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?

Stay Hungry Stay Foolish! is a line and concept of Steve Jobs. I am not a big fan of reading books but this line of Steve Jobs has had a profound impact on my life. The essence of this line is to remain hungry for constant progress and acting foolish (ignorant) so that you acquire knowledge perennially towards ensuring enrichment and enhancement of life.. This has led to enhanced satisfaction in what I do in each walk of life and also higher success. Furthermore, it allows my team to view me as a more accepting and open for feedback leader.

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

Fostering a culture of leadership leads to enhanced capacity, which can happen by constant intervention via systematic workshops to groom each employee to become a leader in their own capacity. It has to be made a way-of-life in every walks of life for organisations to have a pool of leaders.

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

During my stint in an automotive dealership group I was heading their Volkswagen brand's operations as the VP Sales and we had the Group HR HEAD there who had a strong people connect and flair for business. I had to replace my business head and I pursued the Group HR HEAD to come in place of my Business Head to handle sales operations, which at first she rejected but since I was so convinced about her flair for business and her superior people connect I persisted with her and from finding it as a joke initially she agreed to join in that position and today she is the CEO of that Volkswagen dealership and never chose go back to her domain of Human Resources coz eventually she realized what i mentioned that a CEO's job is more about human resources than anything else. The other things can be acquired as knowledge but if you don't have strong people skills then sustaining at the very top won't be easy.