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

Setting the brand architecture for the organization and sticking to the brand promise

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

In my current organization, I started with managing a large P&L and then gradually taking on a firm wide P&L ownership role. I was self motivated to build the right culture at the firm, hire and develop more leaders and that stood out for me.

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

I usually plan my week ahead by listing down the top 5 things I want to accomplish during the week and prepare my time segmentation based on that. I follow an IMA approach (Intent, Motivation and Action) where I list down my IMA for the week and then follow it religiously even with all the other unanticipated situations we usually find ourselves in.

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

There are many, however, one impactful lesson is to set the culture of accountability for oneself and for the team.

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?

Principles by Ray Dalio and The Barefoot Coach by Paddy Upton.

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

Hire and identify people with the right value system and attitude and empower them to take decisions and be accountable for their KPIs.

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 a time when we were contemplating whether to sell out to a strategic investor or continue to build the company for future growth. We decided to stay on and give accountability of future growth to a set of leaders who really wanted to take on this challenge.