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

Building a customer centric attitude on top of every change or innovation.

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

Ambitiousness and aspiration are my best friends. Right from the day one when I took up a corporate job 20 years back, to this date I have been extremely ambitious and aspirational in everything I do. I followed this principle of taking job rotation every 3 years, that helped me learn various skill sets and become champion across various domains. This helped me reach the leadership position faster than expected.

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

1) Having a morning routine , the focus is me mr health and mental state
2) create to dos and allocate urgent and important and stick to clearing urgent ones
3) effective calendar management so that meetings are distributed and timed
4) spend less time on emails and maximise closures by talking to the team , stakeholders
5) Wind up my day on time , and end my day with a night routine - gadget away policy

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

I have learnt a brilliant technique on rapport building ( NLP based). This has helped me know my teams better and build great relationships. This also works with stakeholders, clients and family too.

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?

The Emotionally intelligent leader- Daniel Goleman.

Leadership is not about knowledge and driving authoritative productivity results. An effective leader is someone who can combine knowledge, experience and emotions at work. One that weaves this together to make teams come closer and work with their heart rather than just as machines. This book has helped me learn how much EI is important and I use this book more like a toolbox.

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

1 ) empower teams to create their own solutions
2) Build measurable KPIs
3) identify each team members strength and qualities and treat all of them equally
4) Throw in challenging projects and let your team work together
5) constant reskill and upskilling focus on your teams

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

It was when I was promoted to a senior management hierarchy in spite of the fact that I was to proceed on my maternity break.
I had given my best throughout the year, I was sure I would get this promotion but my colleagues were of the view that it may not be because of my situation.
But it did happen and I was extremely proud of my leadership team and the organisation for being unbiased and equal opportunity providers.