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7 Questions with Nilesh Rastogi

helps you in your leadership.



Jonno White

7 Questions with Nilesh Rastogi

Name: Nilesh Rastogi

Current title: Diversity, DEPUTY GENERAL MANAGER - corporate & business Finance

Current organisation: Tata Motors Limited

Skilled Financial controller with 16 years of experience in the Financial & Accounting domain with reputed multinational organizations. Proficient in working with executive leaders to improve the business in respect of financial & strategic growth. Versatile Corporate Controller with a proven record of providing transformative leadership to emerging organizations. Expertise in Financial & Management Reporting. Committed to developing robust SOX compliances, internal controls, Audit functions achievingAutomation and CCM. Proficient in reducing operational cost & expenses, streamlining financial Accounting & reporting functions. Awarded for success in planning and operational growth for onshore Transition & Transformational Projects. Displayed excellent aptitude in migrating 25 projects / businesses across onshore regions from USA (Los Angeles, Stamford, Greenwich, Hollywood & New York), UK, Europe (EMEA), NAM & APAC regions as a project controller, implemented multiple F&A and FPNA best practices, led Financial Business performances & Future projections, keeping Periodic variances & budgeting in control, ensuring timely compilation, execution & management

7 Questions with Nilesh Rastogi


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

Managing Cash inflows & outflows for non-organic growth

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

Smart efforts, continuous learning, standing out of crowd by challenging own limits on a daily basis, become a team player, concentrate on my weak links, work on my improvements and never repeat my mistakes again

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

I do compare my day with my current portfolio work requirement, time requirement And efforts requirements, I do compare them daily and prepare my agenda of the day where I try to reduce non value added and business non value added activities to give much time and efforts, I plan my day and strick out my daily achievable and add pending open items into my next day schedules

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


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?

I learn from my mistakes and my own experience, I don't consider any book as a trend setter or base for my thought process till I don't experience anything in practical I don't consider it's doable for me and my company because what might give results for A situation in z circumstances not really will give same results for B situation in same Z circumstances

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

People who are mentors are the storyteller and handler for my leadership building capacity my organisation

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

I only remember when I influence and change someone's life by setting an example and that help the mentee to change their perspective for working in the corporate world

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