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

A cultural approach with a growth mindset is needed today. It is not about only business and technology; it is about learning and knowledge sharing across the organization. That is how culture is built.
Change is the only constant, as Charles Darwin put it, “ It is not the strongest of the species that survives, nor the most intelligent. It is the one that is the most adaptable to change.”
So technology is just an enabler for change. It does not add value to business on its own and it never will if we invest in the wrong technology. Only when we know WHAT to do it, can we understand HOW it fits in our digital ecosystem and how it brings change. Then and then only, it will fulfill the overall business goals.

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

Every previous position helped me to grow and evolve as a better professional and a better human being. I always followed my passion with all that came along no matter good or bad. We have to be student lifelong to keep on learning, adopt new technologies and cultures. It’s the journey that matters, so all the way have master skills in building teams, management, strategy formulation and execution.

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

Based on the priority and interdependency of chores, I start my day by interacting with relevant teams and departments, and have brief executive meetings. Then delegate tasks and monitor my dashboards twice a day to make sure things are moving as planned and address the issues if any. Providing strategic guidance and execution support of core digital activity for a portfolio of products. Initiate discussions with CXOs on business analytics and research to ideate innovative solutions.

I conclude my day by analyzing the reports and updates from different functional departments and motivating and gear teams to drive results.

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

With my professional as well as personal experience I have learned that people work better if they have been granted ownership and responsibility. Giving ownership of their assignment motivates the individuals to take fuller responsibility for their work.

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?

“Think and Grow Rich'' by Napoleon Hill. This book helped me gain the understanding that it's not only the amount of money that makes you rich, it's the knowledge that you acquire. A knowledgeable person is one who has so developed the faculties of one’s mind that one can achieve anything without violating other people’s rights. It bolstered my confidence to incorporate business analytics in my thinking and decision making in the corporate world.

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

Foreseeing the business opportunities and the associated risks; accordingly investing in the right technology and talent. Motivate people to focus on solutions and not on problems.

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

There is not one single incident, it's all the time that I have spent with my colleagues during meetings and during coffee breaks. It’s all the time when we solve the strategic problem in a short duration and argue on the topic of burgers for hours. It’s all being respected by all levels of people in the organization and remembered by them even when they are not part of the same company.