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Thank you to the 1,400 leaders who’ve generously done the 7 questions!
I hope reading

7 Questions with Navanit Samaiyar

helps you in your leadership.



Jonno White

7 Questions with Navanit Samaiyar

Name: Navanit Samaiyar

Current title: CEO

Current organisation: Alliance of Skill Training Partners

30yrs experience setting up, scaling, transforming wide range of organisations (Global MNCs to Start ups) across the Globe

7 Questions with Navanit Samaiyar


1. What have you found most challenging as a board member?

Building consensus across conflicting interests not always in sync with Company objectives

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

As I grew up in the organisation. No interesting story, no accident 😊

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

I do what I like doing most at that moment. I am available 24x7 for work. However, I try to minimise wasteful work or delaying things to ensure I remain productive professionally and personally

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

Unlearning is much tougher than learning... and the ones who have cracked it are the most successful

5. What are some of the keys to doing governance well in a organisation?

Ethical behaviours have no grey areas - it’s just black and white. As long as the entire organisation understands this trust, mutual respect etc automatically follow. Also it’s important to constantly calibrate the success of every stakeholder in the business starting from the Customer and going down to the doorman and janitor.

6. How do you differentiate between the role of board member and the roles of CEO or executive team member of a organisation?

Board member has their more unbiased unfiltered opinions while CEO has to eventually pick what fits into the present - and be able to take the board along

7. What is one meaningful story that comes to mind from your time as a board member so far?

In a fast paced startup environment of a retail healthcare venture, we decided to put a temporary stop to growth and focus on building a robust foundation for explosive growth. This helped save cost, drove up employee and client satisfaction and led to a more sustainable, rapid and structured growth in the future. Sometimes learning from Race Cars and taking a pit stop helps.

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