Name: Ayub Ahmed Siddiqui

Title: Management Consultant & Leadership Coach

Organisation: Infinity Consultants

A transformative pharmaceutical leader with over three decades of experience in driving strategic turnarounds and delivering exceptional results at globally renowned organizations, including Merck-Serono (General Manager), Abbott (Country Manager for Pakistan & Bangladesh), and Sanofi (Managing Director).

My expertise in strategic planning, portfolio management, and business growth is complemented by a robust skill set in marketing planning, direct selling, new product development, and corporate affairs. I have consistently demonstrated my ability to revitalize organizations and propel them to new heights.

My leadership acumen is evident through my success in various functions such as sales and marketing management, project management, and cross-functional team leadership. My dynamic leadership style and superior interpersonal skills enable me to overcome complex challenges and inspire peak performance in my teams. Notably, under my leadership at Abbott Pakistan, my team earned the prestigious 'World Cup Winner' award three times (2010, 2011, and 2013), showcasing my ability to drive excellence and achieve outstanding results.

I have spearheaded numerous high-impact business development initiatives within the pharmaceutical and healthcare sectors. My strategic vision and execution have driven significant growth through innovative partnerships and strategic collaborations. I excel in leading cross-functional teams to develop and implement strategies that capitalize on emerging opportunities and navigate the industry's complex regulatory landscapes.

I have provided consultancy services to a venture capital company for the acquisition of a cosmetology facility in Malaysia. My role involved developing the comprehensive business feasibility and performing in-depth commercial, financial, and supply chain due diligence for the acquisition project. This experience further highlights my ability to assess and execute complex business transactions, ensuring sustainable growth and operational efficiency.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

I hope Ayub's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. What have you found most challenging as a leader?

As a seasoned leader with over three decades of experience, I have encountered numerous challenges that have tested my mettle. However, if I had to pinpoint the most significant challenge I have faced, it would be navigating the complexities of change management during periods of significant transformation.

In my experience, driving strategic turnarounds and implementing organizational change can be a daunting task. It requires a delicate balance of vision, communication, and empathy. One of the most challenging aspects is managing the emotional and psychological impact of change on team members, while also maintaining momentum and focus on the organization's goals.

I recall a particularly challenging experience during my tenure at Abbott Pakistan, where we underwent a significant restructuring exercise. The goal was to streamline operations, reduce costs, and improve efficiency. However, this involved making tough decisions, including downsizing and reassigning roles.

As a leader, it was essential to communicate the rationale behind these changes, provide support and guidance to affected team members, and ensure that the remaining team was motivated and focused on the future. It was a difficult period, but ultimately, we emerged stronger and more resilient, with a renewed sense of purpose and direction.

In retrospect, I have learned that effective change management requires a combination of strategic planning, empathetic leadership, and open communication. By acknowledging the challenges and uncertainties associated with change, leaders can create a supportive environment that fosters collaboration, innovation, and growth.

2. How did you become a leader? Can you please briefly tell the story?

My leadership journey began with a strong foundation in the pharmaceutical industry, where I started my career as a medical sales representative. Over the years, I progressed through various roles, including sales and marketing management, project management, and cross-functional team leadership.

A pivotal moment in my leadership development came when I was appointed as the General Manager of Abbott Pakistan. At the time, the organization was facing significant challenges, including declining sales and a demotivated team. I recognized that this was an opportunity to make a meaningful impact and drive transformation.

Through a combination of strategic planning, innovative marketing initiatives, and a focus on talent development, I was able to turn the organization around. Under my leadership, Abbott Pakistan achieved remarkable growth, and my team earned the prestigious 'World Cup Winner' award three times.

This experience taught me the value of visionary leadership, strategic thinking, and collaboration. It also instilled in me a passion for driving organizational excellence and fostering a culture of continuous improvement. Since then, I have continued to build on my leadership expertise, taking on new challenges and opportunities to make a positive impact in the pharmaceutical and healthcare sectors.

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

I have learned the importance of structuring my workdays to maximize productivity, efficiency, and work-life balance. Here's an overview of my typical day:

Morning Routine (6:00 AM - 7:30 AM) I begin my day with a 30-minute workout, followed by a healthy breakfast. I also dedicate time to reading industry news, articles, and books to stay updated on the latest trends and developments.

Planning and Prioritization (7:30 AM - 8:30 AM) Before starting my workday, I take 30 minutes to review my schedule, prioritize tasks, and set clear objectives. This helps me stay focused and ensure that I am allocating my time and energy effectively.

Work Hours (8:30 AM - 5:00 PM) During my work hours, I am fully engaged in meetings, conference calls, and focused work. I make it a point to take regular breaks to recharge and avoid burnout.

Evening Routine (5:00 PM - 7:00 PM) After work, I spend time with my family, and we often discuss our day, share experiences, and bond over dinner.

Personal Development and Relaxation (7:00 PM - 10:00 PM) In the evening, I dedicate time to personal development, whether it's reading, listening to podcasts, or attending webinars. I also make time for relaxation, meditation, and unwinding.

Sleep and Recharge (10:00 PM) I believe that getting adequate sleep is essential for physical and mental well-being. I aim for 7-8 hours of sleep each night to recharge and prepare for another productive day.

Overall, my daily routine is designed to balance work, personal growth, and family time. By prioritizing my tasks, staying organized, and taking care of myself, I am able to maintain my energy and focus throughout the day.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

Recently, I was reminded of the importance of empathy and active listening in leadership. As a seasoned leader, I have always prioritized open communication and collaboration with my team. However, a recent experience reinforced the significance of truly understanding and acknowledging the perspectives and emotions of my team members.

During a team meeting, one of my team members shared their concerns about a new project, expressing feelings of overwhelm and uncertainty. Initially, I responded with a solution-focused approach, offering guidance and advice. However, I soon realized that my team members weren't looking for solutions; they were seeking understanding and validation.

I took a step back, and instead of offering solutions, I actively listened to their concerns, asking open-ended questions to clarify their thoughts and feelings. I acknowledged their emotions and validated their experiences, creating a safe and supportive space for them to share their concerns.

This experience reminded me that, as leaders, we often focus on finding solutions and driving results. However, it is equally important to prioritize empathy and understanding, recognizing that our team members are not just employees, but individuals with their own unique experiences, emotions, and challenges.

By actively listening and showing empathy, we can build trust, foster a sense of belonging, and create a positive and productive work environment. This lesson has had a lasting impact on my leadership approach, and I continue to prioritize empathy and active listening in my interactions with my 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?

One book that has had a profound impact on my journey as a leader is "Start with Why" by Simon Sinek. I read this book during a pivotal moment in my career, when I was transitioning from a functional leadership role to a more strategic and visionary leadership role.

The book's central idea - that leaders must start by understanding and communicating their purpose, or "why" - resonated deeply with me. I realized that, as a leader, I had been focusing too much on the "what" and "how" of our organization's goals, rather than the "why" behind them.

Sinek's book inspired me to re-examine my own purpose and values as a leader and to communicate them more effectively to my team. I began to focus more on inspiring and motivating my team, rather than just directing and managing them. The impact of this book on my leadership journey has been profound. By focusing on our shared purpose and values, I've been able to build a more cohesive and motivated team, drive greater engagement and innovation, and achieve more sustainable and meaningful results.

6. If you could only give one piece of advice to a young leader, what would you say to them?

If I had to give only one piece of advice to a young person who aspires to be a leader, I would say: "Lead with authenticity, empathy, and humility." To me, leadership is not just about achieving success or accumulating power; it's about making a positive impact on the lives of others. And to do that, you must be true to yourself, genuinely care about the people you serve, and remain humble and open to learning and growth.

Authenticity is essential because it builds trust and credibility with your team and stakeholders. When you are genuine and transparent, people are more likely to follow you and believe in your vision.

Empathy is critical because it allows you to understand and connect with the needs, concerns, and aspirations of others. When you can put yourself in someone else's shoes, you can build stronger relationships, resolve conflicts more effectively, and make more informed decisions. Humility is vital because it keeps you grounded and open to new ideas, perspectives, and experiences. When you are humble, you are more likely to listen, learn, and adapt, which are essential qualities for effective leadership.

7. What is one meaningful story that comes to mind from your time as a leader, so far? One meaningful story that comes to mind from my time as a leader is from my tenure as the General Manager of Abbott Pakistan. At the time, the company was facing significant challenges, including declining sales and a demotivated team.

I recall a particular team member, let's call him Ali, who was a sales representative in one of our regional offices. Ali was a hard worker, but he was struggling to meet his sales targets, and his morale was low. I decided to visit Ali's region and meet with him personally. During our meeting, I took the time to listen to his concerns, understand his challenges, and offer guidance and support. I also shared with him my vision for the company and how I believed he could contribute to our success.

Over the next few months, I maintained regular contact with Ali, providing him with feedback, coaching, and encouragement. I also worked with our training team to provide him with additional training and support. The results were remarkable. Ali's sales performance improved significantly, and he became one of our top-performing sales representatives. But more importantly, he regained his confidence and became a motivated and engaged member of our team.

This experience taught me the importance of leadership being about people, not just numbers. It reminded me that, as leaders, we have the power to make a positive impact on people's lives and careers. And it reinforced my commitment to leading with empathy, compassion, and a genuine interest in the well-being and success of my team members.