Name: Atanu Dasgupta

Title: Chief Product and Technology Officer

Organisation: SimpliAutomation

With over 20 years of experience in product engineering and R&D across India, the US, and Europe, I have consistently driven innovation, growth, and organizational excellence. Currently, I serve as the Chief Product and Technology Officer at SimpliAutomation, an AI startup focused on developing Agentic solutions to automate workflows for the global insurance industry. Previously, I was Vice President of Engineering at Informatica, where I led large-scale enterprise product development and transformative initiatives.

An expert in Multi-Agent AI systems, I possess deep knowledge of agent-based frameworks and tools. My technical expertise spans Java, Python, Flutter, NodeJS, microservices, serverless architectures, big data, AI/ML, cloud computing, and distributed ledger technologies. I have spearheaded SaaS and PaaS product initiatives, implemented Agile practices, and driven organizational transformations that enhanced customer value.

As a leader, I excel at building and inspiring high-performing product teams, fostering collaboration, and aligning strategies with business goals. I have successfully led multiple new product initiatives (NPIs) from inception to delivery and established strong university relations in the US and India, nurturing pipelines of top-tier talent.

My domain expertise includes industrial automation, fintech, pharmaceuticals, payments, oil and gas, power and utilities, and GIS. An active member of the AWS Customer Council, I stay attuned to the latest technological advancements.

Beyond corporate roles, I advise startups as a fractional CTO and engage in education, IoT, deep neural networks, and creative writing. I also provide expert advice to private equity, hedge funds, and institutional investors, having completed over 2,000 hours of global consultations.

With a proven track record of innovation, leadership, and technical excellence, I am committed to transforming organizations and delivering impactful solutions that drive growth and success.

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

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

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

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

Building trust is key to leadership success. I foster trust by engaging with employees as a team member, creating psychological safety to encourage innovation and experimentation without fear of mistakes. With customers, I build trust by understanding their pain points, acknowledging product gaps, and implementing improvement plans. The same approach extends to stakeholders, emphasizing collaboration and transparency.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

Vision is the big dream—the "why" behind everything an organization does. It’s the long-term goal, the guiding light that inspires teams and shows the company's desired impact on the world.

Mission is the "how"—the practical, day-to-day purpose that delivers value to customers and keeps the organization moving toward its vision.

Bringing Vision and Mission to Life Guiding Decisions: Vision shapes the big picture, while the mission keeps choices grounded in purpose.

Every move—new markets, product launches—is checked against these principles.

Aligning Teams: Vision inspires employees by connecting their work to a greater cause, while the mission clarifies their role in achieving it.

Engaging Customers and Stakeholders: A clear vision and mission build trust, attract loyalty, and resonate with those who share the same values, like sustainability-focused consumers or investors.

Adapting with Purpose: Vision remains constant, but the mission evolves as markets shift, ensuring the organization grows without losing its core focus.

Vision and mission are the backbone of a business, balancing dreams with action for lasting impact.

3. How can a leader empower the people they're leading?

A leader can empower their team by delegating responsibilities effectively, enabling and nurturing the next generation of leaders within the organization, and fostering a shared vision that the team not only aligns with but also takes ownership of and feels accountable for. This creates an environment where individuals feel trusted, valued, and motivated to contribute their best.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

One example from my early career stands out—a manager who placed immense trust in my abilities. I was tasked with traveling alone to a customer site to resolve complex software issues within a tight three-day timeframe. With their guidance, I not only succeeded technically but also learned invaluable soft skills for managing frustrated customers. In this case, the customer was upset because a promised feature was missing from the product, a result of overcommitment by the sales team. My manager’s support and confidence were pivotal in navigating this challenging situation.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

One of my strengths is maintaining focus for both myself and my team. I ensure that my daily actions and tasks align with both short-term objectives and long-term goals. By planning my day effectively and communicating clearly with my team, I keep everyone aligned with our goals while proactively removing any obstacles to success.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

For me, planning is an ongoing process. As time progresses and I track progress, I continually refine and update objectives for myself and my team. For instance, I plan the next day at the end of the current day, and I map out the weeks ahead a week in advance. Planning is a consistent habit that ensures focus and alignment. I am also self-reflective, regularly assessing my actions for deviations, gathering feedback from others, and steering my organization effectively, even in the face of external changes.

7. What advice would you give to a young leader who is struggling to delegate effectively?

To a young leader struggling with delegation, I would advise focusing on hiring team members who bring competencies not only for the present but also for the future. Break down tasks based on each person’s strengths and interests, as this will make delegation more effective and motivating. It’s important to avoid micromanaging; trust your team to handle tasks independently.

Create alignment within your team so they can solve complex problems together without the need for constant oversight. Recognize and praise those who perform exceptionally well, while also setting high standards to inspire continuous improvement. Be unbiased in your decision-making, focusing on merit rather than personal preferences.

Also, if there are tasks that your team members aren’t yet suited for, take the time to mentor and guide them, which will build trust and respect. Remember, not everyone is destined for leadership, so it’s essential to provide constructive feedback and steer their career in a direction where they can thrive, whether in leadership or another role.

Finally, view delegation as an opportunity for team growth rather than just a way to offload tasks. It empowers your team, helping them build skills and confidence. Clear communication is also key—ensure that team members understand not only the task but the desired outcome, and offer the necessary support and resources to help them succeed. This approach fosters collaboration and trust while developing the team as a whole.