Commercial performance without human development is fragile.Human development without commercial relevance is indulgent.
Most organisations invest in developing leaders. I am interested in how leadership develops people.
For more than twenty-five years, I have worked with CEOs, senior leaders and organisations across CPG, Pharma, Financial Services, Technology and Private Equity, at moments where the quality of leadership has real consequences for the business – executive appointments, succession, transitions, transformation and growth.
This is the fundamental tenet I work with. I look beneath the surface of performance – at the person, the relationships and the system around them – to understand what is really happening, what may get in the way, and what it means for the business.
Most recently, I served as Global Director – Executive Development at Diageo, where I supported the development of the top 100 leaders globally. Before that, I spent more than eight years with YSC Consulting (now part of Accenture), leading the India and South Africa business, building the APAC Private Equity Practice, and advising organisations across industries on leadership assessment, succession and executive development. Earlier roles with the Center for Creative Leadership, iDiscoveri and ICICI Bank gave me the opportunity to work across P&L management, strategy, leadership development and organisational effectiveness – experiences that continue to shape how I think about leaders, organisations and change.
Writing has become another way of thinking. It is where many of the questions from my client work continue to evolve. Beyond work, I enjoy travel, food, storytelling and conversations that broaden how I understand people and the world. I live in Mumbai with my mother and younger sister, who continue to keep me grounded.
The real problem is not always the one that first appears.
What has changed?
Growth. Transition. Succession. Transformation. A new strategy. A difficult moment.
We understand the business situation, the leadership challenge and the forces shaping both.
What needs to change? Where is performance getting stuck?
In Capability. Judgement. Relationships. Decision-making. Alignment. Or something harder to see.
We look beneath the presenting problem to understand what is getting in the way.
Every organisation has a way of working. It shapes what gets noticed, what gets said, what gets avoided and what gets rewarded.
We pay attention to the system around the people – because leadership never happens in isolation.
Sometimes one of these. Often a combination.
The intervention follows the understanding. Not the other way around.
Some leadership questions are easier to explore in conversation.
If something important is happening in your organisation – a leadership decision, a transition, a team or business challenge – I'd be glad to hear what you're working through and explore how I could support you.
A conversation is a good place to start.