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

Getting the organization both the investors and the employees to align to creating a great company

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

Have been leading business units from 1998. First regional and then global businesses. Realized early enough that I am a maverick to helps visionaries to realise their vision

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

Start with clearing up the stuff that needs decisions and directions. Then focus on reviews , escalations and collaborations and then end the day with direction setting to different stakeholders and functions based on the day's learnings or inputs.

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

In the recent past it's about balancing the empathy of doing business with the sympathy of a global workforce that is struggling with the pandemic

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 Goal by Eliyahu Goldratt; From Good to Great by Jim Collins . Seven Habits by Stephen Covey. While they are classics and relevance to the current situations continues to be foremost.

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

Constantly having leadership engage in training identified leaders in the organization... the TATA Sons management training programs are successful because of the impact of leadership led mentorship

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

The Resilience framework that our organization did that helped in creating the investment for a work for home model that led us to achieve our best year in the last 25years