CELERITY SUPPLY CHAIN TRIBE JULY 2025 by Celerity Supply Chain Tribe

The Under-30s Leading Change: Redefining the Future of Supply Chain

PATHWAYS OF PROGRESS

Featuring Fascinating Conversations with Supply Chain Visionaries on their Journeys

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From Legacy to Leadership: Navigating Change with Conviction

Dear Readers,

As we navigate through an increasingly volatile global landscape marked by ongoing geopolitical unrest, protectionist policies, and fragile trade relations, the importance of resilient, adaptive, and future-ready supply chains has never been more apparent. From the Red Sea crisis and its ripple effects on global shipping to increasing regulatory scrutiny on sustainability and digitization, supply chain professionals today operate in an environment of perpetual transformation.

Amidst these shifting paradigms, it becomes essential to pause and reflect on the journeys that have shaped the foundation of this function—and those that will steer its future. In this spirit, our Cover Story celebrates the fascinating journeys of six seasoned supply chain professionals who have not only witnessed but helped script the evolution of this dynamic domain over the past 25 to 30 years. Through candid narratives, they share defining moments of their careers, personal philosophies, how their leadership styles matured with time, and what continues to motivate and center them in a rapidly changing world.

Complementing this reflection is our Special Report, which turns the spotlight on the next generation of supply chain talent. With fresh thinking, technological fluency, and a sense of purpose, this emerging cohort is wellpositioned to rewrite the rules. We explore how young professionals can rise to the occasion—not just as executors but as visionary leaders who will build tomorrow’s supply chains that are intelligent, inclusive, and impact-driven. This issue, thus, brings together the wisdom of experience and the promise of youth—two forces essential to shaping a resilient and progressive supply chain ecosystem. We hope it inspires every reader to value the journey, embrace change, and lead with both purpose and perspective.

Do let us know your thoughts. Happy Reading!

Charulata Bansal Publisher Charulata.bansal@celerityin.com

www.supplychaintribe.com

Edited by: Prerna Lodaya e-mail: prerna.lodaya@celerityin.com

Logistics Partner: Blue Dart Express Limited

Published by: Charulata Bansal on behalf of Celerity India Marketing Services

18 COVER SECTION

Pathways of Progress:

PERSONAL JOURNEYS OF SUPPLY CHAIN LEADERS

Rendezvous with the Supply Chain Leaders features conversations with some of the most distinguished voices in the field— visionaries who have shaped the evolution of supply chains through enduring leadership, strategic foresight, and an unwavering commitment to excellence.

 Leadership is Not the Spotlight—It’s the Torch that Lights the Way – Vivek Sarbhai, Sr. Director Supply Chain India & South Asia at ThermoFisher Scientific

 Beyond the Buzz: Cultivating Clarity, Balance, and Purpose – Akhil Srivastava, Senior Director –International Supply Chain, New Business Development & Innovation, AB InBev

 Built from the Ground Up: Lessons in Supply Chain Execution and Endurance – Ravikant Parvataneni, CEO –India, Argon & Co.

 Purpose, People, and the Power to Reinvent – Sanjay Desai, Independent Board Advisor / Mentor

 Unpause, Reflect, Lead: Why Success Is About Value, Not Vanity – TS Venketram, Co-Founder, UNPAUSE Consulting Pvt Ltd.

 Beyond the Supply Chain Playbook: Lessons in Change, Choice, and Team Empowerment – Royston Fernandes

From Puzzle to Platform: Integrated Tech Powering the Future of E-commerce and Q-Commerce

In this candid conversation, Kapil Makhija, MD & CEO, Unicommerce, shares insights on how integration, automation, and AI are driving operational efficiency, unifying channels, and unlocking long-term value in a complex, fast-moving e-commerce landscape.

The Under-30s Leading Change: Redefining the Future of Supply Chain

In this special report, jury members of the Celerity Supply Chain Tribe 30-under-30 Awards share powerful insights to guide and empower the next wave of supply chain talent. From the capabilities that matter most to the structural hurdles that must be overcome, their reflections offer both clarity and direction. This is more than a leadership guide—it’s a blueprint for next-gen professionals ready to rise, redefine the rules, and drive the future of supply chain forward with purpose and conviction.

FROM PUZZLE TO PLATFORM:

Integrated Tech Powering the Future of E-commerce and Q-Commerce

As rapid delivery becomes the norm and digital-first consumers push for seamless experiences, technology is no longer just an enabler—it’s the engine of modern commerce. In this candid conversation, Kapil Makhija, MD & CEO, Unicommerce, shares insights on how integration, automation, and AI are driving operational efficiency, unifying channels, and unlocking longterm value in a complex, fast-moving e-commerce landscape. From inventory volatility to the evolution of quick commerce, he maps the strategies and systems reshaping retail for Scale, Speed, and Sustainability.

Could you please elaborate on how Unicommerce is enabling the technological aspects of e-commerce and helping to build efficiencies in the market?

Unicommerce has played a critical role in supporting the e-commerce ecosystem by acting as an integrated system that brings together different processes and platforms. By unifying various pieces of the e-commerce puzzle—whether it's brand selling on their website, marketplaces, or quick commerce— Unicommerce serves as the middleware that ensures all these systems talk to each other seamlessly. This unified approach eliminates the inefficiencies that exist when processes and systems are disconnected, providing brands with a single view of their operations. This visibility is crucial for making effective decisions that drive business success, especially in a rapidly changing market. In a landscape where quick commerce has become a major player and the shift to omni-channel has become essential, Unicommerce’s backend technology ensures that all systems are well-

integrated and capable of responding to these shifts. Unicommerce spans each layer of e-commerce facilitating centralized backend operations including order management, warehouse management, inventory management through its flagship platform Uniware, offering integrated logistics capabilities with Shipway and integrating its AI-based marketing automation tool Convertway.

How do you see AI driving efficiency in quick commerce, especially across order management, delivery, and tech? What key opportunities or challenges stand out to you?

AI is definitely a buzzword, but in the context of logistics and supply chain, its impact is profound. Beyond the basic applications, where AI speeds up code development — what used to take months is now done in days — AI is helping us automate tasks like purchase order processing. For example, when a brand interacts with general trade, modern trade, or quick commerce, AI can now automatically adapt to new purchase order formats within seconds, something that used to require manual intervention. This saves significant time and minimizes human error. Additionally, AI helps in predicting customer behavior, such as identifying return-prone customers, allowing businesses to better manage returns and improve customer satisfaction. These types of efficiencies are improving logistics at a rapid pace, and there’s still so much potential to explore in the AI space. While new-age companies are leveraging AI-led innovations, the main challenge lies in accommodating legacy and traditional businesses to adapt to the new technological verse.

Quick commerce is scaling fast, but profitability remains a challenge. Can it deliver longterm value, or is the model fundamentally unsustainable? What will it take to build a more viable ecosystem?

You're absolutely right — the economic sustainability of a fast-growing but cashburning channel like quick commerce is a valid concern. But history tells us that every new format, from e-commerce to

As e-commerce deepens beyond metros and speed becomes a consumer expectation (not a luxury), the role of tech-powered logistics has fundamentally changed. They’re no longer just delivery partners. They’re shaping SKU strategies, influencing customer experience, and powering expansion into Tier 2, 3, and even Tier 4 towns. The next wave of disruption in commerce won’t come from storefronts. It’ll come from those who make fulfilment smarter, scalable, and real-time, across categories and geographies.

D2C, goes through a gestation phase where customer behavior is shaped, and habits are formed. The initial years are about demand generation — and yes, that often comes at a cost.

What we are seeing now is a shift in mindset. Earlier, it was about GMV growth at any cost; today, there's a much more conscious move toward positive unit economics. Many digital-native brands are now starting with profitability in mind — which, interestingly, is something traditional brands have long emphasized. This brings a sense of maturity to the ecosystem.

The encouraging sign is that we now have listed players in the quick commerce space proving profitability at scale. That’s a signal that the model isn’t inherently broken — it just needed time, discipline, and optimization to work. And while not all geographies will turn profitable immediately, many high-demand zones are already showing viable economics.

What will really accelerate this maturity is cross-utilization of infrastructure — shared dark stores, tech stacks, and last-mile delivery partners — all contributing to cost rationalization. These shifts signal that the ecosystem isn’t just chasing top-line growth anymore but is evolving toward structural sustainability and long-term value creation.

How can companies balance speed versus cost-efficiency in Q-commerce logistics?

The speed and agility required to make quick deliveries while ensuring cost

efficiency depends on the robustness of technology. This directly influences decision making, helping brands optimize the use of resources involved in the process of quick commerce management. Capabilities like efficient and high precision demand planning to maximize inventory rotation and near-accurate balancing of supply and demand cycles are the most crucial aspects. Technological innovations have revolutionized the logistics industry. Quick commerce logistics operate at a pace which requires efficient use of delivery vehicles and optimized route planning to control costs while retaining speed.

As a leader driving tech innovation in a fast-evolving e-commerce ecosystem, how do you balance long-term vision with the agility needed for short-term execution?

At Unicommerce, we are building a comprehensive post-purchase stack for connected retail. That is our North Star. But in a dynamic market like e-commerce, execution must remain agile. We operate in quarterly sprints, solving real merchant problems in real time such as faster courier allocation, smarter reconciliation, and AI-assisted tracking, all while staying true to our long-term roadmap. The modularity of our tech stack allows us to launch focused upgrades without disrupting the overall architecture. Whether it is the launch of UniReco or integrating Shipway, each initiative is designed to

deliver immediate impact while aligning with our broader strategic direction.

How is Unicommerce helping brands tackle the complexities of reverse logistics and returns, especially in high-volume or CODdriven categories?

Returns, especially in CoD-heavy categories, are one of the biggest challenges to profitability. Our integrated suite delivers a seamless, end-to-end returns experience across the supply chain. It supports customerinitiated return workflows, while Uniware’s Unified Returns Workflow enables smooth inwarding of all returns — including orphan packages — with detailed quality grading and restocking. Shipway manages intelligent reverse pickups with end-to-end tracking, and UniReco ensures transparency and closure by offering complete visibility into missing or delayed return refunds. Together, these tools aim to reduce turnaround times, minimize manual intervention, and bring operational clarity to one of the most complex parts of e-commerce logistics.

What strategies are proving most effective in managing inventory volatility in hyperlocal fulfillment models?

Inventory volatility is one of the biggest challenges with hyperlocal fulfillment models. The uncertainty of demand, seasonality and under-optimized inventory distribution systems lead to inefficient operations management, resulting in revenue leakages. Agile technology support ensures effective

management of inventories across multiple locations. Unicommerce’s integration with leading quick commerce platforms enables retail brands to move bulk inventory to mother stores of these platforms. Using predictive analysis, market trends and historical sales data, the technology offers real-time visibility of stock and demand forecasting to minimize both inventory stockouts and overstocking.

How do you see the convergence of Q-commerce and traditional e-commerce models playing out in the next 3–5 years?

Technology has been pivotal in seamlessly integrating different sales channels for brands and retail companies, whether it is an offline shop, e-commerce website, online marketplaces or quick commerce platforms. We see technology becoming the central pillar accommodating an effortless convergence of quick commerce with traditional e-commerce in the coming years. With enhanced e-commerce capabilities like same-day and next-day deliveries, brands are consistently connected with customers across channels, analyzing and accurately fulfilling their evolving needs. This shows the commonalities technology has built between these channels.

Look at e-commerce as a bedrock for all digital operations. It offers a wider range of products with slightly longer delivery timelines while covering each aspect of the supply chain, whereas quick commerce, which is an extension of e-commerce, focuses on ultra-fast deliveries fueling the instant gratification culture that defines modern consumer

behavior. There is no better outcome than to have the processes weaved together to create a seamless experience for both brands and customers.

What’s your Leadership Style?

My leadership style is deeply rooted in adaptability, empathy, and continuous learning. In an environment defined by rapid technological shifts and unpredictable change, I believe in moving beyond rigid, top-down leadership models. Instead, I focus on fostering a mindset-driven approach that embraces agility, encourages experimentation, and places people at the core of every decision.

I prioritize creating a culture where teams feel empowered to take risks, share ideas, and grow. Rather than delegating tasks mechanically, I align responsibilities with individual strengths and aspirations to drive both performance and personal fulfillment. My leadership is collaborative and purpose-led, always evolving to meet the demands of the moment while preparing for the future.

LEVELING-UP PERSONALIZATION STRATEGIES IN CPG

The Under-30s Leading Change: Redefining the Future of Supply Chain

As global supply chains navigate a period of rapid reinvention—driven by digital innovation, sustainability demands and rising geopolitical complexity, a new generation of leaders is stepping into focus. These emerging professionals aren’t merely adapting to change; they are reshaping the narrative with bold ideas, fresh perspectives, and a collaborative ethos. Yet transforming potential into leadership requires more than energy or technical know-how. It calls for strategic thinking, emotional intelligence, comfort with ambiguity, and the ability to influence without formal authority. At the same time, young professionals must contend with real-world barriers—entrenched hierarchies, limited exposure to decision-making circles, and the challenge of establishing credibility in experience-centric environments. In this special report, jury members of the Celerity Supply Chain Tribe 30-under-30 Awards share powerful insights to guide and empower the next wave of supply chain talent. From the capabilities that matter most to the structural hurdles that must be overcome, their reflections offer both clarity and direction. This is more than a leadership guide—it’s a blueprint for next-gen professionals ready to rise, redefine the rules, and drive the future of supply chain forward with purpose and conviction.

Reflecting on your own journey, what was it like navigating the supply chain landscape as a professional who was under-30 years of age within your organization?

Tannistha Ganguly, Associate Director - Supply Chain Warehouse Management Systems (IT), Kimberly-Clark: My foray into the Supply Chain domain was lateral, i.e. from the technological side. As a part of a tech firm working with major companies in the Supply Chain business, I spent months observing, understanding, and operationalizing learnings from FALs (Final Assembly Line) and PLM processes (of a major airlines manufacturing player). I tried to map the processes in the systems to the actual work done by the engineers and the product managers, interviewing them about their daily tasks, challenges, and practical workarounds, (technical) platforms, gaps and bottlenecks, testing processes, risk mitigation etc. This traceability-based approach proved very satisfying to me and I was very quickly able to move into more challenging projects, larger and more diverse domains (under the Supply Chain).

Neha Singh, VP Global E2E Supply Planning Transformation, Project Voyager, Diageo: In the early years of

my career, supply chain management was largely centered on process excellence and efficiency, with decisions driven by retrospective analysis. We were just beginning to explore the possibilities of digital control towers through tools like Power BI—when the pandemic struck. COVID-19 was a watershed moment, bringing a tidal wave of uncertainty, but also accelerating digital transformation in ways we hadn’t imagined. Today, the landscape looks entirely different. Supply chains are being reimagined—how we design them, how we respond to daily decisions and disruptions, everything is evolving. With the advent of AI, we’re now able to make real-time decisions based on data points that our traditional models never even accounted for. It's been a transformative journey, and we’re just getting started.

Rajat Sharma, Vice President, ISCM & Customer Service, Hamilton Housewares Private Limited – India: My early career—those under-30 years—were defined by boundless energy, fresh ideas, and an eagerness to challenge systems I felt were outdated or inefficient. I was navigating with the confidence of contemporary academic learning on one hand and the excitement of being exposed to new technologies and platforms on the other. This combination gave me not just the tools, but also the

mindset to think differently and act boldly. Whether it was procurement, reverse bidding, hedging, network optimization, or scenario modeling, my engineering and B-school background instilled a strong sense of possibility. I was driven to experiment, to improve, to transform.

But real learning started when I encountered the human dynamics of the supply chain—specifically, the distinct worlds of doers and decision-makers. I began to see that many operational bottlenecks weren’t due to process or technology limitations, but due to disconnects between those executing on the ground and those steering the strategic direction. This realization pulled me into deeper conversations with both ends of the spectrum—execution teams who revealed the practical frictions, and leadership voices who offered insight into long-term thinking and risk management. These dialogues became my classroom.

I began to understand that transformation was not just a function of process redesign or tech integration—it was about mindset shifts. And once I started seeing people and processes as intertwined, things became clearer. Exposure to leaders who could seamlessly align people, process, and technology gave me the inspiration and confidence to

The supply chain landscape is expanding and evolving rapidly. It no longer operates in isolation, but as part of a highly interconnected, digitally driven business ecosystem. As a result, the industry increasingly seeks talent with diverse skill sets—drawing from various disciplines, technical backgrounds, and global experiences. This creates a wide open playing field for young professionals to explore, specialize, and carve out their niche within the vast and dynamic world of supply chain.

begin shaping my own approach to problem-solving.

I was fortunate to work on both domestic and global supply chains early on. India’s pre-GST landscape, for instance, felt like operating across multiple countries—each with its own legislation, culture, language, and market dynamics. Modeling supply chain optimizations here wasn’t just complex, it was chaotic, and yet intellectually thrilling. I enjoyed the challenge of balancing routes, vehicles, warehouses, plant capacities, and shifting constraints—only to have proposals rejected due to unforeseen variables. But each of these failures was a stepping stone in my learning journey.

I also learned early that building robust, implementable solutions required collaboration across departments— procurement, production, finance, legal, HR, commercial. Reaching out to diverse stakeholders became second nature. It wasn’t just about ticking boxes—it made solutions sharper and more sustainable.

Later, exposure to markets across Africa, Latin America, Europe, and Asia revealed another fascinating layer: how organizations within the same supply chain could operate at vastly different maturity levels. These differences in digital readiness and process sophistication offered immense insight

into the adaptability required for global supply chain management.

Nikhil Puri, Vice President – Direct Purchase, ATC Tires Pvt. Ltd.: As a professional under 30, supply chain landscape was unchartered territory. Regularly there were new challenges that were coming up. It has to be considered that though Supply Chain is still evolving, in those days, it was relatively new and new chapters of supply chain disruption were getting written with their mitigation plans in the industries across the globe. In my organization also, it posed new challenges which helped me in learning every day. Supply Chain in those days was a back-office job and only came into limelight when things went wrong. I embraced the challenges that were coming my way and tried to solve the problems by applying first principle method.

Rayapati Srinath Reddy, Head – S&OP, United Breweries Ltd.: Breaking into supply chain leadership before 30 comes with its own learning curve—equal parts challenge, growth, and discovery.

Embracing the Journey: Starting out in supply chain before turning 30 was a whirlwind of excitement and nerves.

The pace was relentless, and I quickly realized that learning new technologies and adapting to constant change was the norm rather than the exception. Often, it felt like I was running just to keep up, but these challenges proved to be catalysts for personal and professional growth. The environment pushed me to stretch beyond my comfort zone, accelerating my development and confidence in ways I hadn’t anticipated.

Building Trust and Finding Mentors: One of the more complex dynamics was earning the trust of more experienced colleagues. It wasn’t something that happened overnight. I made it a point to communicate transparently, seek regular feedback, and actively take on difficult projects—especially the ones that others hesitated to volunteer for. Over time, these conscious efforts helped build credibility and paved the way for meaningful mentor relationships. These mentors became pivotal in shaping my journey, offering guidance and access to opportunities I may not have found on my own.

Bridging Old and New: Being comfortable with digital tools and data analytics gave me a unique position within the team. I often found myself

Neha Singh, VP Global E2E Supply Planning Transformation, Project Voyager, Diageo

One of the biggest challenges—and opportunities—facing next-generation supply chain leaders is the dynamic and ever-expanding skill landscape. To stay relevant, professionals must possess a strong grasp of core processes and real-world experience, while also being open to integrating AI into decision-making. The future will demand leaders who not only understand the intricacies of the supply chain but are also comfortable trusting and leveraging emerging technologies. It’s a wide and complex skill spectrum—but also an incredibly exciting one to explore.

bridging the gap between legacy systems and newer, more agile, tech-driven approaches. This intermediary role was not only rewarding but also impactful—I could see how it helped our team evolve and become more adaptive. Helping others embrace new technologies and approaches created a collaborative dynamic that made our organization stronger and more resilient.

Facing Stereotypes Head-On: Of course, being young came with its own set of challenges. There were moments when my age caused people to question my abilities or experience. Rather than internalize the doubt, I chose to let my work speak louder. I focused on delivering consistent results, staying curious, and always seeking ways to improve. Over time, my contributions became hard to overlook, and the initial skepticism began to fade naturally as trust and respect grew.

What Helped Me Succeed: What truly helped me during this time was a combination of adaptability, relationship-building, and a proactive mindset. Embracing change instead of resisting it became second nature. Networking and finding mentors accelerated my learning curve and provided a support system. Perhaps most importantly, I learned that young professionals can play a powerful role as agents of innovation. By bringing fresh perspectives and digital fluency, we can be instrumental in helping organizations stay ahead in a fastmoving world.

Arpita Srivastava, Supply Chain Planning & Logistics Leader, Schreiber Foods

With AI and digital transformation reshaping the landscape, the future of supply chains is increasingly data-driven. Professionals must be adept at interpreting data, identifying patterns, and making informed decisions based on real-time insights. This also requires them to stay current with advancements in supply chain technologies and to continually upskill themselves. The supply chain environment is filled with trade-offs—between cost, service, and risk. Navigating this complexity calls for a problem-solving mindset and sharp decision-making acumen, all while maintaining composure under pressure.

under 30, my experience has been challenging and transformative. I was still exploring the domain and understanding its various verticals. It wasn’t even a glamorous field to be honest back then, but it was complex. The complexity of supply chain operations—from demand planning to door delivery, being constantly impacted by global and local events like Brexit meant I had to learn fast, adapt constantly, and be open to new ideas. The pace was intense, but it forced me to learn quickly.

As a young professional, in a midmanagement role, I had to focus on both technical skills and soft skills. Technical skills were managed by online/ offline resources and then applying the concepts to real business problems. Soft skills, especially to influence without authority, was not that easy. Supply chain is a lot about people management, negotiations, collaboration- Being younger often meant I had to work harder to earn credibility. But it also gave me the advantage of bringing a fresh perspective—particularly in areas like digital tools, data analytics, and process improvement.

What helped me the most was having a few strong mentors, the ownership of the deliverables I had, continuous improvement mindset and focused and systematic approach towards end result. I also believe that my cross-industry exposure gave me a holistic view of the supply chain ecosystem. Looking back, that phase helped lay the foundation for how I lead now.

supply chain over the next decade?

Tannistha Ganguly: While there are fewer structural barriers today for young professionals to step into leadership roles in the supply chain, certain behavioral tendencies can still limit their growth. One common challenge is a tendency to prioritize speed over depth—rushing to resolve issues without fully understanding their root causes. This often leads to quick fixes rather than sustainable, systemic improvements. Such overeagerness can also result in missed learning opportunities, particularly when hands-on experience is overlooked. These gaps can significantly hinder longterm leadership development.

The supply chain landscape is expanding and evolving rapidly. It no longer operates in isolation, but as part of a highly interconnected, digitally driven business ecosystem. As a result, the industry increasingly seeks talent with diverse skill sets—drawing from various disciplines, technical backgrounds, and global experiences. This creates a wideopen playing field for young professionals to explore, specialize, and carve out their niche within the vast and dynamic world of supply chain.

Arpita Srivastava, Supply Chain Planning & Logistics Leader, Schreiber Foods:

Well, as a professional

In your view, what are the biggest barriers and opportunities for professionals under 30 who aspire to take on leadership roles in

Neha Singh: The pace of digital advancement—particularly in AI—is disrupting our understanding of what skills will be essential tomorrow. That unpredictability is both a barrier and an opportunity. For aspiring leaders, the key lies in continuously self-evaluating one’s capabilities, especially digital literacy, and consciously upskilling while preserving core domain knowledge. Whether you’re in manufacturing, logistics, or another labor-intensive function, technological proficiency is becoming non-negotiable. The old adage—"If you always do what

you always did, you'll always get what you always got"—no longer holds true. We must evolve, be agile, and position ourselves ahead of the curve to lead meaningfully in the years ahead.

Rajat Sharma: One of the most important insights from my early years was that many organizational inefficiencies stem from a gap between the people doing the work and those making decisions. For young professionals, this gap presents both a challenge and a tremendous opportunity. Young talent often brings the newest ideas, fluency in digital tools, and fresh perspectives on how things can be done better. If they remain engaged with evolving platforms, peer communities, and industry trends, they’re uniquely positioned to drive innovation from within. That’s their greatest strength.

However, the challenge lies in gaining the trust of decision-makers—especially when proposing untested technologies or approaches. It’s not enough to be right; young professionals must learn to influence, to articulate ROI, and to translate ideas into language that resonates with leadership. Many struggle with this translation. It’s not due to lack of intelligence, but lack of mentorship. They need guided exposure to boardroom conversations and real-world trade-offs.

Equally important is how they engage with the doers—those who will ultimately live the change. Leading change requires emotional intelligence, an understanding of what motivates people, and an appreciation of how communication shapes outcomes. This is another space where young professionals often stumble—not because they

Rajat Sharma, Vice President, ISCM & Customer Service, Hamilton Housewares Private Limited – India

One of the most important insights from my early years was that many organizational inefficiencies stem from a gap between the people doing the work and those making decisions. For young professionals, this gap presents both a challenge and a tremendous opportunity. Young talent often brings the newest ideas, fluency in digital tools, and fresh perspectives on how things can be done better. If they remain engaged with evolving platforms, peer communities, and industry trends, they’re uniquely positioned to drive innovation from within. That’s their greatest strength.

lack empathy, but because they lack the patience to bridge generational gaps.

Ego clashes, credit-seeking behavior, and differing work rhythms can derail even the best of ideas. But in all these challenges lies a unique space for discovery—for young professionals to be noticed, nurtured, and trusted by senior leaders. And for leaders to spot and invest in rising talent that can lead the next wave of transformation.

Nikhil Puri: The biggest barrier for professionals under 30 is to think that they know it all. Till 30, you may have encountered various challenges, but the supply chain throws a new challenge every day and one must be ready to accept and learn through that phase. The biggest opportunity is that the Supply Chain has started becoming important and is no longer a back-office job. Supply Chain will be the fulcrum around which the organizations will flourish and if someone is looking to grab leadership roles then this is the place to be. New technologies are coming up and the supply chain will keep on evolving in the next decade.

Rayapati Srinath Reddy: The road to leadership is filled with both roadblocks and ramps—success depends on how well young professionals navigate both.

THE HURDLES

There are several significant barriers that young professionals face today. One of the primary challenges is the lack of clearly defined career paths. With the variety of job roles and shifting titles in the supply chain, it’s not always obvious how to move up or what trajectory to follow. Limited exposure in early

roles can further complicate this, often making it difficult to gain a holistic view of the supply chain landscape. Then there’s the persistent skills gap—with technology evolving rapidly, staying up to date requires constant learning, and it’s easy to feel like you're falling behind.

Another barrier is the difficulty in proving your impact, especially in supporting or backend roles where results aren’t always visible in traditional KPIs. Networking can also be a challenge; finding and connecting with the right people to support your growth isn't always straightforward. Credibility remains a hurdle—young professionals often need to go the extra mile to be seen as leaders. Add to that the issue of high job turnover, which, while offering exposure, can also hinder long-term momentum. Finally, increased competition and rapidly shifting expectations in the industry can create pressure to deliver and stand out constantly.

THE OPPORTUNITIES

Despite these hurdles, the opportunities for young supply chain professionals have never been more promising. Techsavviness is one of the biggest assets younger professionals bring to the table. Comfort with data, tools, and digital systems gives them a competitive edge in driving innovation and efficiency. The breadth of roles available in supply chain also means individuals can find paths that genuinely align with their passions, be it analytics, sustainability, procurement, or logistics.

Furthermore, the work done in the supply chain often has a visible, tangible impact on the business, which makes it easier to feel a sense of purpose and accomplishment. Structured development opportunities, such as

As supply chains grow more global and interconnected, the ability to operate across cultures and understand international dynamics is becoming increasingly valuable. A global mindset helps leaders manage diverse teams, optimize global operations, and navigate regulatory or logistical complexities.

training programs, certifications, and mentorship, are increasingly being made available, helping young professionals grow and gain confidence. There's also a growing trend of purpose-driven work in the field, with a strong focus on sustainability, ethics, and social responsibility—values that resonate with the next generation of leaders.

In addition, the rise of skills-based hiring is leveling the playing field, allowing more individuals to step into leadership roles based on capabilities rather than formal qualifications. Industry recognition through awards and spotlight programs is also helping younger talent gain visibility and credibility. For those who are proactive in building broad-based knowledge, investing in their technical and leadership abilities, and tapping into mentorship and networking, the road to leadership is challenging but very much achievable.

Arpita Srivastava: I strongly believe that having a rock-solid foundation is essential to establishing your space in the professional world. For supply chain professionals, a major hurdle is often the lack of comprehensive exposure across the end-to-end supply chain. Since supply chains are inherently

interconnected, limited experience in just one vertical—be it procurement, planning, or logistics—can hinder the development of strategic thinking and delay leadership readiness.

Another common gap I observe is the disproportionate focus on building technical expertise at the expense of soft skills. While technical acumen is important, soft skills are critical for professionals transitioning from individual contributor roles to leadership positions. Ambition and tech-savviness alone aren’t enough—leadership requires deep operational experience, especially in crisis management, stakeholder engagement, and cross-functional alignment. Bridging the gap between technical depth and leadership capability takes time, exposure, and intent.

On the opportunity front, one of the biggest advantages today’s professionals have, is their openness to step outside their comfort zones and embrace continuous learning. Their fluency in data analytics, automation, AI tools, and digital supply chain platforms gives them a clear edge in leading transformation initiatives. Additionally, their global connectedness and cultural awareness are invaluable in managing remote teams, cross-border stakeholders, and diverse supplier and customer ecosystems. With the growth of supply chain tech startups and quick commerce, younger professionals now

have the chance to take on leadership roles much earlier than in conventional corporate structures.

Another significant opportunity is the unprecedented access to high-quality educational content. With focused effort, one can acquire new skills through a wide range of content available across multiple platforms—something that was far less accessible even a few years ago. The same holds true for networking and mentorship. Today, young professionals have all the tools and resources they need right in their smartphones. What’s essential is taking focused action, backed by clarity of intent.

What qualities or skills do you think are most important for young professionals to develop if they aspire to lead in supply chain management?

Tannistha Ganguly: Aspiring supply chain leaders need a balanced mindset— analytical yet empathetic, curious yet resilient—to navigate complexity and drive meaningful impact.

 An eye for details is a must-have.

Supply Chain business is diverse and people, process and platform heavy.

There are often many areas that have hidden issues / inefficiencies that need addressing. It takes a good balance of macroscopic and microscopic views

Nikhil Puri, Vice President – Direct Purchase, ATC Tires Pvt. Ltd.

One of the most critical qualities for aspiring supply chain leaders is the ability to be an effective problem solver. Organizations increasingly rely on supply chain professionals to address complex business challenges, and this problemsolving mindset must be actively cultivated by young professionals. It’s equally important to maintain a strong appetite for learning—whether it’s new technologies, evolving processes, or emerging best practices. Lateral thinking should become second nature, as the conventional playbook will likely address only a fraction of the supply chain challenges we’ll face in the coming decade. Those who can think creatively, approach problems from multiple angles, and deliver impactful solutions will naturally stand out—and ultimately progress into leadership roles.

Rayapati

Srinath Reddy, Head – S&OP, United Breweries Ltd.

Strong supply chain leadership is more than technical expertise—it’s a blend of strategic thinking, digital fluency, and human-centered skills. Today’s leaders must be data-driven, tech-savvy, and adaptable, able to harness tools like AI and automation to drive decisions. But just as vital are communication, empathy, and collaboration across diverse teams and functions. The ability to solve problems under pressure, guide change with confidence, and lead ethically sets true leaders apart. In a fast-evolving, globalized world, those who embrace lifelong learning and think beyond the operational will be the ones shaping the future of supply chains—not just managing complexity but driving meaningful transformation.

to sustain and innovate in the Supply Chain domain.

 Quick and constant learning with a willingness for cross-functional knowledge

 A People-centric mindset, because Supply Chain is 80% People Management. In large supply chain economies, like in India, Supply Chain leaders deal more with people than with platforms. Developing empathy, active listening and willingness to help is key.

 A ‘Win or Learn’ attitude is very important, especially in the face of failures.

Neha Singh: One of the biggest challenges—and opportunities—facing next-generation supply chain leaders is the dynamic and ever-expanding skill landscape. To stay relevant, professionals must possess a strong grasp of core processes and real-world experience, while also being open to integrating AI into decision-making. The future will demand leaders who not only understand the intricacies of the supply chain but are also comfortable trusting and leveraging emerging technologies. It’s a wide and complex skill spectrum—but also an incredibly exciting one to explore.

Rajat Sharma: Supply chain management today is a vast, interconnected landscape. From physical logistics and digital platforms to procurement, planning, manufacturing, fulfillment, compliance, and finance— it touches almost every function in an organization. Whether in B2B or B2C, domestic or global, traditional or

tech-enabled settings, the scale and scope of supply chain roles have grown exponentially.

For young professionals, this complexity should be seen not as overwhelming, but as rich with opportunity. I strongly encourage exploring multiple aspects early on— distribution networks, data systems, plant operations, warehousing, freight, cross-border regulations, even working capital dynamics. This exposure helps identify areas of genuine interest and strength. So in the early years, qualities like curiosity, adaptability, and openness are invaluable.

Technology fluency is a must. This generation has a natural advantage here, and it’s essential they double down on it—not just knowing the tools but understanding their fitment and impact.

But beyond tools and trends, what truly elevates future leaders is their willingness to learn continuously, apply knowledge thoughtfully, and execute with integrity. As they grow, they must move from being generalists to developing expertise in chosen domains—balancing deep functional knowledge with the ability to connect dots across the value chain.

Lastly—and perhaps most importantly, I believe the ability to confront failure with resilience is what separates good professionals from great leaders. The courage to accept setbacks, learn from them, and still push forward with clarity and optimism is a defining trait. Talking about failures, learning from others, and building emotional strength isn’t a soft skill, it’s a leadership imperative.

The world we live in is dynamic, unpredictable, and layered. Young

professionals understand this intuitively, and that’s their superpower. I wish each of them the strength to explore, the humility to learn, and the confidence to lead. We, too, are learning from their journeys.

Nikhil Puri: One of the most critical qualities for aspiring supply chain leaders is the ability to be an effective problem solver. Organizations increasingly rely on supply chain professionals to address complex business challenges, and this problem-solving mindset must be actively cultivated by young professionals. It’s equally important to maintain a strong appetite for learning—whether it’s new technologies, evolving processes, or emerging best practices. Lateral thinking should become second nature, as the conventional playbook will likely address only a fraction of the supply chain challenges we’ll face in the coming decade. Those who can think creatively, approach problems from multiple angles, and deliver impactful solutions will naturally stand out—and ultimately progress into leadership roles.

Rayapati Srinath Reddy: Strong leadership in supply chain doesn’t just come from knowledge—it’s built on a blend of technical, strategic, and humancentered skills.

Analytical and Data-Driven Decision Making: In today’s data-intensive supply chain landscape, the ability to interpret complex datasets, identify patterns, and make informed decisions is crucial. Young professionals should prioritize developing skills in data analysis, predictive modeling, and even in emerging areas such as AI and machine learning. These competencies not only

The ability to confront failure with resilience is what separates good professionals from great leaders. The courage to accept setbacks, learn from them, and still push forward with clarity and optimism is a defining trait. Talking about failures, learning from others, and building emotional strength isn’t a soft skill, it’s a leadership imperative.

optimize operations but also provide a strategic edge.

Technological Proficiency: A solid grasp of supply chain technologies— ranging from automation and blockchain to IoT and advanced planning systems— is now a baseline requirement. Leaders must not just be users but champions of these tools, ensuring their teams can harness digital capabilities to streamline operations and remain agile in a fastchanging world.

Communication and Collaboration: Effective communication is essential for articulating ideas clearly across a range of stakeholders, from shop floor workers to executive leadership. Young professionals should also cultivate strong collaboration and relationship-building skills, which are critical when working cross-functionally, managing vendor relationships, or leading diverse teams.

Problem-Solving and Critical Thinking: The ability to identify root causes, troubleshoot disruptions, and design sustainable solutions is what separates strong leaders from the rest. Critical thinking allows young leaders to stay calm under pressure and address complex challenges with clarity and focus.

Adaptability and Change Management: With supply chains being inherently dynamic, adaptability is nonnegotiable. Leaders must be open to change, capable of guiding teams through transitions, and ready to pivot strategies when market conditions shift. Those who can manage change with confidence will help their organizations remain resilient.

Emotional Intelligence and Empathy: People leadership is about more than just processes. Empathy and emotional intelligence help leaders build trust, resolve conflicts, and motivate their teams. Understanding team dynamics and responding

to individual needs helps foster a culture of psychological safety and high performance.

Visionary and Strategic Thinking: To lead effectively, professionals must think beyond day-to-day tasks and align their work with broader organizational goals. Strategic thinking involves anticipating future trends, spotting opportunities for innovation, and ensuring that supply chain decisions support long-term success.

Integrity and Ethical Leadership: Trustworthiness and ethical decisionmaking are foundational. Leaders must consistently demonstrate professionalism, fairness, and a strong sense of responsibility to build credibility and cultivate a positive organizational culture.

Continuous Learning and Lifelong Development: Given the pace of change, young professionals must embrace lifelong learning—whether through formal education, on-the-job experiences, or peer learning. Staying updated ensures continued relevance and effectiveness.

Global Perspective: As supply chains grow more global and interconnected, the ability to operate across cultures and understand international dynamics is becoming increasingly valuable. A global mindset helps leaders manage diverse teams, optimize global operations, and navigate regulatory or logistical complexities.

By honing these skills and qualities, young professionals can position themselves to become the kind of leaders who not only manage complexity but also inspire innovation and excellence in supply chain management.

Arpita Srivastava: I believe it is essential for supply chain leaders to grasp how every decision impacts the entire value chain—across planning,

sourcing, manufacturing, logistics, and customer service. A comprehensive understanding of the end-to-end supply chain is, therefore, critical for any young professional. They must cultivate a wellrounded skillset that integrates technical expertise, strategic thinking, and strong interpersonal abilities. Effective stakeholder management and the ability to lead through influence are vital in establishing their leadership credibility.

With AI and digital transformation reshaping the landscape, the future of supply chains is increasingly datadriven. Professionals must be adept at interpreting data, identifying patterns, and making informed decisions based on real-time insights. This also requires them to stay current with advancements in supply chain technologies and to continually upskill themselves. The supply chain environment is filled with trade-offs—between cost, service, and risk. Navigating this complexity calls for a problem-solving mindset and sharp decision-making acumen, all while maintaining composure under pressure.

Finally, regardless of their domain or function, young professionals must embody core leadership principles— empathy, courage, collaboration, curiosity, and a commitment to fostering inclusive work environments. These traits not only define great leaders but also build the foundation for sustainable, people-centered leadership in supply chain.

Pathways of Progress: PERSONAL JOURNEYS OF SUPPLY CHAIN LEADERS

At the heart of every high-performing supply chain lies a leader whose journey is shaped by experience, resilience, and an unrelenting pursuit of excellence. Rendezvous with the Supply Chain Leaders features conversations with some of the most distinguished voices in the field—visionaries who have shaped the evolution of supply chains through enduring leadership, strategic foresight, and an unwavering commitment to excellence.

This series moves beyond strategy decks and operational dashboards to delve into the character and convictions behind impactful leadership. Through thoughtful, personal conversations, these stalwarts reflect on the values that guide them, the defining moments of their careers, and the habits that sustain them through high-stakes decisions.

What emerges is a tapestry of insight and inspiration—marked by humility, wisdom, and a shared commitment to shaping what comes next. These aren’t just stories of supply chain excellence; they are reflections on legacy, leadership, and life itself…

Leadership is Not the Spotlight— It’s the Torch that Lights the Way

Meet Vivek Sarbhai, Sr. Director Supply Chain India & South Asia at ThermoFisher Scientific and a proven transformation driver across various organizations viz. Baxter, Mondelez (earlier Cadbury), and ThermoFisher both in India as well as APAC and MEA regions. Guided by the philosophy of servant leadership, he builds high-trust, high-intensity teams that thrive on accountability, empowerment and innovation. “My job is to clear the path by building railroad ahead, and not command the steps,” Vivek affirms. In this candid conversation, he reveals how servant leadership empowers people, why culture matters more than processes, and what it truly takes to foster enduring performance in today’s complex supply chains.

You've been a part of many transformation journeys in your career. Which one stands out the most?

Yes, I’ve been fortunate to be part of several transformation projects — starting with P&G, Coca-Cola, Baxter, then Mondelez (earlier Cadbury) across India, Asia Pacific, and Middle East and Africa, and even now at ThermoFisher Scientific. But if I had to choose one, it would be Project Einstein at Cadbury India. This was between 2008 and 2011. It was a landmark supply chain overhaul that made the system incredibly customer- and consumer-centric, while still delivering on Service, productivity and cost. It involved major changes across planning processes, systems, infrastructure, and people. It was truly future-oriented and rewarding.

How do you unwind after a demanding day at work?

My go-to relaxation involves reading news and watching political thrillers or courtroom dramas. These genres have a unique way of blending intensity with strategy, which I find intellectually energizing. I’m particularly drawn to Hollywood films centered around U.S. Presidents—there’s something compelling about how power, leadership, and rhetoric come together in those narratives. The dialogues are especially impactful—crafted with weight and meaning—and I often find parallels to real-life leadership dilemmas. It’s my

way of resetting after a high-octane day, indulging both the mind and imagination.

Leadership roles often come with high pressure. How do you manage that?

Early in my career, I did feel the weight of pressure, but over time, it becomes second nature. In fact, I’ve come to see pressure as a rejuvenating force— it keeps you sharp and even young at

heart. I always remind myself: stress is inevitable, but how you respond is what defines you. I approach challenges with focus and purpose. If your intent is clear and your engagement is genuine, even complex problems start to feel like exciting puzzles. I don’t believe in letting pressure translate to panic—it should inspire clarity, not chaos.

What's your success mantra as a

leader?

My guiding principle has always been Servant Leadership. At its core, this means shifting the traditional leadership mindset—from being the “commander” to becoming the “enabler.” I see my role not as someone who directs from the top, but as someone who clears the path so my team can move fast, with clarity and confidence. My job is to build the systems, platforms, and capabilities that allow people to thrive—be it digital infrastructure, decision-making frameworks, upskilling programs, or simply a culture where it’s safe to speak up and take risks.

I believe leadership is not about being in the spotlight—it's about ensuring your team has the light they need to perform. I ensure that day-to-day execution is completely owned by the team. I don't micromanage, but I’m never far away when something gets stuck or when support is needed. That balance between autonomy and availability is crucial. It builds trust.

Servant leadership also means being deeply attuned to people’s aspirations. I spend time understanding what motivates my team members, where they want to grow, and what holds them back. Because when people feel seen, heard, and supported—they move mountains. You don’t need to push them—they pull themselves and others forward. That’s when you know the culture is working.

To me, a successful leader is not the smartest person in the room, but the one who helps others become smarter, braver, and more aligned with a shared mission.

How would you describe your leadership style?

I lead with what I call Diversity In Counsel, Unity In Action. I encourage my team to bring differing opinions to the table—even challenge me if needed. Healthy debates sharpen our thinking and lead to better decisions. But once a decision is made, it's all about alignment. There’s no room for secondguessing or fragmented messaging. We move as one team with one voice. I also believe in ‘Discuss. Decide. Deliver’. That rhythm creates both transparency and

accountability, which are vital in building trust across teams.

What's your advice to next-gen supply chain professionals to navigate uncertain times?

My first piece of advice is: don’t panic. Disruptions, no matter how large, are temporary. Maintain perspective. Second, never attempt to solve big problems alone—supply chains are collective efforts. One weak link affects the entire chain. Build strong teams and empower them to act. Cultivate a culture of support, not silos. It’s also important to understand that emotional resilience is as important as technical skills. If you can stay calm, assess clearly, and collaborate effectively, you’ll lead your team through any storm.

What’s the best and worst advice you’ve received?

The best advice I got came early at Cadbury. A senior leader told me, “To truly understand business, don’t just hop companies. Stay long enough to go through multiple business cycles— at least five to eight years.” That was transformative. It made me value depth over breadth. As for the worst advice? Honestly, I’ve been lucky. I’ve had the opportunity to work with some of the sharpest minds in the industry, and none of them ever gave me advice I’d classify as bad. Even differing opinions gave me clarity.

Is there a political or historical leader who inspires you?

Yes—two in particular: Abraham Lincoln and Mahatma Gandhi. What inspires me about Lincoln is his ability to lead a nation through division with incredible oratory, vision, and resilience. With Gandhi, it was his unwavering conviction and moral authority, despite choosing a path of non-violence during a time of immense turmoil. Both leaders show that clarity of purpose and courage can move the needle of history. In contrast, today’s leadership often feels more reactive—chasing optics and popularity on social media, rather than focusing on long-term impact.

What makes a high-performing team in your view?

Culture, more than anything else, defines a high-performing team. I've seen this across companies and industries— strategies can be replicated, technologies can be bought, but culture is the true differentiator. It’s what sustains performance, especially during periods of stress, ambiguity, or rapid change.

A high-performing team isn’t just one that hits targets—it’s one that operates with energy, integrity, and purpose. It’s a team where people don’t need constant supervision because they care deeply about what they’re doing. They take ownership, lift each other up, and innovate not because someone asked them to, but because it’s in their DNA.

To be successful, I advocate to live by a set of core cultural values that can be classified as the 4Is:

Integrity – This is non-negotiable. Integrity creates trust—within the team and with external stakeholders.

Intensity – Intensity doesn’t mean burnout—it means giving your best consistently, showing up with focus and drive, day after day.

Involvement – Everyone, regardless of role or rank, is encouraged to think like an owner. This means going beyond KPIs, being invested in outcomes, and showing up with curiosity and accountability.

Innovation – For us, innovation is not limited to big tech breakthroughs. It’s about a mindset—constantly questioning the status quo, finding better ways to solve everyday problems, and being open to ideas from any corner of the organization.

When these values are deeply ingrained, they create a culture of psychological safety and high trust— people feel safe to speak their minds, challenge ideas, take smart risks, and still feel supported even if things don’t go perfectly.

In such a culture, performance becomes a natural consequence—not something you have to enforce with dashboards or deadlines. That’s the kind of team I strive to build and protect.

Beyond the Buzz: Cultivating Clarity, Balance, and Purpose

In an industry defined by Speed, Complexity, and Constant Flux, true leadership today is measured not just by EXECUTION—but by EQUILIBRIUM. Akhil Srivastava, Senior Director – International Supply Chain, New Business Development & Innovation, AB

InBev, views the supply chain not merely as a function, but as a living ecosystem—one that often reflects how we lead, think, and evolve from within. His guiding principle is both simple and profound: performance without presence is incomplete. In this candid conversation, Akhil shares how the pursuit of balance—between ambition and awareness, strategy and stillness, action and reflection—has shaped his leadership journey.

What has been your passion project till date?

There is nothing more passionate than to know one’s true potential. I am always a ‘Work in Progress’ and my DNA is always evolving. Living a thriving life encompasses balancing various aspects, such as personal growth, meaningful relationships, good health and professional growth, all at the same time. More often high performing executives tend to over focus on one

aspect neglecting the others. Hence my passion is to find and maintain the right BALANCE. With that I can OPTIMIZE all aspects of Life for its true meaning. Yes, as many readers would say, it is very hard to take time out from busy routine to balance life and that’s very true but that’s the difference between being UN-HAPPY or feeling Fullfilled. And this requires a conscious, deliberate mindfulness to learn the ART of BALANCING through mindfulness.

It involves setting goals, staying motivated, and continuously learning and improving. Taking care of your physical and mental well-being, cultivating positive habits, and nurturing supportive connections can all contribute to a thriving life.

Remember to embrace challenges as opportunities for growth and find joy in the journey. Life is not a destination, it’s a journey and I am passionate to enjoy this journey, and it starts within….

How do you unwind yourself after a tough day @ work?

It’s all in the mind (your Saboteurs), to me tough or easy is one’s approach and circumstantial. In today’s world, we all work 24*7 and have restless mind given all the buzz around. I intent to balance my life by making conscious choices of switching the buzz through digital detox for 8 hours a day. Believe me the world will not collapse if you press the DO NOT DISTRUB on your phones to switch off the notifications for 8 hours a day. I use those hours to balance other aspects of my life spending on caring and maintaining my relationships, mindfulness and health. Sometimes a bottle of beer with your close circle of friends brings more cheers for good!!

How do you manage the pressures and the challenges that come

with the job?

Leadership is about making timely decisions with limited information. I don’t know all the answers or all the solutions, but I ensure that I approach the task at hand with passion, purpose and meaning to decide and aim to understand the basic ‘Whys’ and ‘Hows’ of a situation, problem, or opportunity. One needs to be decisive and timely to enable action.

As CSCO aka Chief Symphony Officer, my task is to tune the noise and run the music. To enable this, one needs to think ahead of the game, have a game plan with strategic mindset and build a high-performance empowered team. This preparedness helps getting comfortable with discomfort like playing a jigsaw puzzle, where every piece is located and put in its rightful place at exactly the right time for a beautiful picture.

What’s your Success Mantra?

Schedule time each day to think about your goals and strategies. Time alone is the best way to evaluate all options and to find the right course of action for each goal. Strengthen your resolve and perseverance to respond to the everchanging world around you with outsidein thinking because each situation needs a unique solution, it is never one size fits all.

What’s your Leadership Style?

People hire the "best" team members to enhance overall team performance, foster a positive and productive work environment, and drive business growth. The "best" can refer to skills, experience, cultural fit, or a combination of factors that align with the team's goals and the organization's culture and values. Now if you already have the best

team to get the job done, the worst part would be to micromanage and overinstruct the team. This hinders teams’ performance, stifles creativity, and erodes trust (As is true Trust but Verify). Hence the most important thing is to build a high performing, which means practise laissez faire literally ‘Allow to do’, with the idea being ‘let people do as they choose’, enabling team to produce amazing results.

A book that has helped you at work

One book that has had a significant impact on both my professional and personal life is Positive Intelligence by Shirzad Chamine. It offers a powerful framework for understanding the internal mental chatter that often holds us back—what the author refers to as “Saboteurs.” These are the negative voices in our mind that trigger selfdoubt, stress, frustration, and imposter syndrome. They quietly undermine our confidence, decision-making, and ability to connect authentically with others. What makes Positive Intelligence so impactful is its practicality. It doesn’t just describe the problem—it provides actionable tools to increase what Chamine calls your “PQ” (Positive Intelligence Quotient), which is your capacity to respond to life’s challenges with a positive rather than a negative mindset.

For me, it has been a go-to resource whenever I’ve needed to reset, reframe challenges, or center myself during highpressure situations. By becoming more aware of my Saboteurs and learning to shift towards my inner “Sage”—the wise, calm, and creative part of the brain—I’ve been able to elevate not only my personal satisfaction but also my interpersonal relationships and work performance.

Whether it’s handling difficult conversations, making strategic decisions, or simply staying present in a fast-paced environment, the insights from Positive Intelligence have helped me operate from a place of greater clarity, empathy, and resilience. It’s more than a book—it’s a mindset shift.

A book you can read any number of times or a movie you can watch repeatedly

There are a few timeless stories and lessons that I keep going back to— narratives that continue to inspire, ground, and challenge me, no matter how many times I revisit them.

Movie – Moneyball: This film is a masterclass in challenging conventional thinking. The quote “Adapt or die” perfectly captures the essence of innovation and resilience. Every time I watch it, I’m reminded that success often comes not from doing what’s popular, but from having the courage to disrupt, question norms, and pivot with purpose.

Movie – The Pursuit of Happyness: This movie is incredibly close to my heart for its raw portrayal of perseverance. The quote, “Don’t ever let somebody tell you... You can’t do something. You got a dream, you gotta protect it. If you want something, go get it. Period.” resonates deeply. It’s a reminder that our dreams are worth fighting for—no matter how distant or difficult they may seem.

Book – The Daily Drucker by Peter Drucker: This is my go-to guide for leadership and personal reflection. One line that continues to stay with me is: “Leadership is an achievement of trust.” In a world where performance often overshadows principles, this quote reinforces the foundational value of integrity and trust in leadership.

What is the best and worst advice you have received?

Best Advice: Be Open to New Challenges — Do Not Settle. There Is So Much to See and Learn Across the World.

“Do not settle” is more than a mantra—it is a mindset rooted in selfawareness and courage. It is about recognizing your inherent worth, gaining clarity on your aspirations, and boldly pursuing them, even when it means stepping into discomfort or uncertainty. At its core, it is a belief that you deserve growth, fulfillment, and success—and a refusal to compromise on that belief.

At present, I am in Shanghai, China, fully immersed in a new challenge that is continuously pushing my boundaries. I am learning a new language, adapting to a different culture, and embracing

Saboteur Motivator

Style Independence Acceptance Security

Assert Controller Hyper achiever Restless

Earn Stickler Pleaser Hyper-vigilant

Avoid Avoider Victim Hyper Rational

a completely new ethos of life. This experience of stepping outside my comfort zone has profoundly expanded my worldview. It has reminded me how much there is to learn when we open ourselves up to the unfamiliar—and how real growth begins the moment we choose not to settle.

Worst Advice: “Just Work Hard.”

Let me be clear—there is no substitute for hard work. However, the advice to “just work hard” is incomplete and, in many cases, misleading. Hard work without purpose, direction, or strategic intent can lead to exhaustion without progress. True impact comes not merely from the amount of effort we exert, but from the clarity and intention behind that effort. Far too often, people fall into the trap of the “martyr mindset”— believing that struggle alone equates to value, and wearing relentless effort like a badge of honour, even when the results are limited.

Instead, strive to work intelligently. Be deliberate, think critically, and approach challenges with creativity and focus. Success lies in doing the right work—not just more work. When effort is aligned with vision, strategy, and innovation, productivity and outcomes improve not only in scale but in meaning.

One Tip to Survive and Sustain in Unforeseen Situations

If there’s one insight that’s helped me navigate uncertain and high-pressure moments in my career, it’s this: Know Your Saboteurs.

These are the internal voices that subtly influence our thoughts and behaviors—often without us realizing. They show up as perfectionism, the need for control, people-pleasing, overachievement, or constant vigilance. While they often pose as strengths or

survival instincts, they tend to operate from fear and create unnecessary stress, conflict, and burnout. In challenging situations, it’s usually not the external environment, but these internal saboteurs that throw us off course.

Through reflection, I began identifying which of these patterns were driving my reactions. I found it helpful to map them across three core emotional motivators: Independence, Acceptance, and Security. This framework helped me understand the deeper needs behind my decisions:

This simple visual helped me pause and ask: Which of these is showing up in me today? The Hyper-achiever who ties success to self-worth? The Stickler who insists everything must be perfect? Or the Hyper-vigilant voice always on high alert, fearing loss of control?

Once I started naming these saboteurs in real time—“Ah, that’s the Pleaser again”—I was able to distance myself from them. That shift in awareness created space between stimulus and response. It helped me lead with intention rather than operate on autopilot. Over time, this practice has helped me handle uncertainty with far greater clarity, calm, and resilience.

To the next generation stepping into this dynamic field: develop your technical skills, yes—but also take the time to understand the internal patterns that drive your behavior. Self-awareness isn’t just a Soft Skill. It’s a Survival Skill.

You may not be able to predict what’s around the corner. But if you can recognize and reframe the way you respond to pressure from within, you’ll not only survive unforeseen challenges— you’ll thrive through them.

Built from the Ground Up: Lessons in Supply Chain Execution and Endurance

In a supply chain world defined by rising complexity and relentless expectations, it’s not bold strategies but disciplined execution that delivers lasting impact. For Ravikant Parvataneni, CEO – India, Argon & Co., the most meaningful insights have been shaped through handson experience—anchored in purpose, structured execution, and the ability to stay composed under pressure. In this conversation, he reflects on the pivotal projects that influenced his thinking, the personal disciplines that sustain his clarity, and the values—Integrity, Resilience, and Precision—that continue to guide his approach to building scalable, high-performing operations.

What has been your passion project till date?

While I’ve had the privilege of working on several meaningful projects, there are three that stand out—each aligned with a distinct phase in my career: engineering, retail logistics, and supply chain consulting. These projects didn’t just challenge me technically; they reaffirmed and sustained my passion for operations and transformation over the last 30+ years.

The first project takes me back nearly 28 years, when I was part of a team responsible for setting up a sulphonation plant near Mumbai. It remains unforgettable for the sheer depth of exposure it offered to engineering design, plant commissioning, and process automation. It was my introduction to large-scale industrial projects, and the learning curve was steep. That early handson experience became the foundation for my lifelong fascination with engineeringled execution. To this day, my passion for projects and automation remains just as strong—unchanged over the decades.

The second project came years later, during my time in the retail logistics space, where I led the implementation of India’s first Put-to-Light automated sortation system for a leading fashion retailer. This initiative was particularly fulfilling, as it brought together years of operational insight, technical planning, and stakeholder collaboration. Being

able to deliver a solution that was not only technologically advanced but also a first-of-its-kind in India gave me immense professional pride. It stood out

as a moment where vision met execution, and innovation translated into real operational value.

The third—and perhaps most

transformational on a personal level— was a project I undertook as a supply chain consultant for a 3PL client. We supported the setup of their very first e-commerce fulfilment centre. Although modest in scale, this was my first complete end-to-end supply chain transformation engagement in a consulting role. It began with helping the client win the mandate through the right solution design, followed by guidance during infrastructure setup, and finally active involvement in the implementation phase, working side-by-side with their operations teams to manage change and optimize performance. The ultimate validation came when the end client rated that facility as the best-performing one in the region. That moment significantly boosted my confidence in my capabilities as a consultant, and demonstrated how impactful the right blend of vision, collaboration, and execution can be— even on a smaller canvas.

Each of these projects arrived at a pivotal point in my professional journey, and each rekindled my belief in the power of building things from the ground up. They continue to define how I approach my work even today—with curiosity, commitment, and a deep sense of ownership.

How do you unwind after a demanding day at work?

No matter how hectic the day has been or what time I get home, I turn to a small, familiar ritual that brings instant calm—a strong cup of filter coffee, enjoyed in complete stillness, seated on the floor. It’s a habit I’ve held onto for years. There’s something deeply comforting about that moment—the aroma, the quiet, the simplicity. That brief pause helps me detach from the noise and pace of the day. It's not about distraction or entertainment—it’s about presence. In that stillness, the stress dissolves, and I find a sense of grounding that helps me close the day with clarity.

How do you manage the pressures and the challenges that come with the job?

The reality is—no matter how carefully we plan or how well we prepare, the world remains inherently unpredictable. Over time, I’ve come to understand

that once you’ve given your best with sincerity and focus, you must also have the wisdom to let go. Holding on to stress or outcomes beyond your control doesn’t serve anyone—not your team, not your work, and certainly not yourself.

What helps me navigate the intensity of high-pressure environments is having a space outside of work that brings balance and clarity—a personal refuge that recharges both body and mind. For me, that refuge is CYCLING. It’s more than a passion; it’s a practice that grounds me.

Every weekend, without fail, I set out on my cycle through the early morning streets of Mumbai. There are no deadlines, no meetings, no demands—just the quiet rhythm of the road, the morning breeze, and the feeling of movement. It’s in that solitude that I reconnect—with the city, with nature, and with myself.

Cycling has become a form of active meditation. I experience the seasons not through a calendar, but through the sensations on the ride—the crisp chill of a November morning, the dense humidity that builds in March, the first scent of rain just before a June downpour. The city reveals itself differently when you’re not rushing through it.

Somewhere during those rides, something shifts. The noise recedes. The weight of the week begins to lift. Thoughts loosen their grip, and a quiet sense of clarity returns. I finish each ride feeling not only physically energized but mentally reset—ready to face whatever lies ahead with greater composure, perspective, and purpose.

What’s your personal mantra for success?

It’s straightforward and something I’ve held close throughout my career: Act with integrity. Communicate with clarity. Commit with full effort. Success, in my experience, is not just about strategy or skill—it’s about how consistently you show up. Being honest builds long-term trust. Being clear helps people align with your vision. And putting in wholehearted effort ensures that whatever the outcome, you can stand by your work with pride. This approach has stayed relevant—whether I

was on the shop floor, in a warehouse, or advising clients in boardrooms. It's not flashy, but it's deeply effective.

What’s your leadership style?

For me, leadership begins and ends with the team. Support your team— consistently, unconditionally, and especially when things get tough. A leader’s success is inseparable from the contributions of their people. Whatever milestones we achieve, they’re built on the dedication, commitment, and hard work of our team members.

I firmly believe that while the credit belongs to the team, the accountability rests with the leader. As a leader, you must create an environment where your people feel safe to take risks, make mistakes, and learn. If you don’t allow space for error, you’ll never foster a culture of innovation or build confidence in your team. Mistakes are stepping stones. The job of a leader is to stand behind the team, especially when they stumble—and walk beside them when they rise.

A tip to survive and sustain in unforeseen situations… Be honest. Be straightforward. Give your 100%.

In a world driven by short-term metrics, resist the temptation to cut corners for quick wins. Integrity and effort always pay off—maybe not immediately, but always in the long run. Stay grounded, stay patient, and trust the process. Sustainable careers are built on values, not shortcuts.

A book that has helped you at work

I wouldn’t call myself an avid reader, but in the world of supply chain, we often come across real-life applications of principles discussed in Critical Chain by Eliyahu Goldratt. The book offers powerful insights into managing constraints, project timelines, and uncertainties— elements that are central to supply chain operations. It shifts your thinking from traditional project management to a more flow-oriented, buffer-based approach, which is especially useful in dynamic

and high-stakes environments. Over the years, I’ve seen how these concepts play out on the ground, and they continue to influence the way I plan and execute transformation projects.

A book or movie you can revisit anytime

Two titles stand out for very different reasons.

The Godfather—as a book—is a masterpiece in strategy, leadership, loyalty, and the complexity of decisionmaking under pressure. Every time I revisit it, I discover a new layer of meaning, especially in how power is managed with restraint and how relationships drive outcomes.

On the other hand, Munnabhai MBBS is my go-to comfort film. It’s lighthearted, yet deeply meaningful. The story is a reminder that empathy, kindness, and human connection can often achieve more than rules or systems. It’s a film that never fails to lift my mood and reaffirm the importance of emotional intelligence—even in professional

settings.

What is the best and worst advice you’ve received?

I’ve been fortunate in that I haven’t come across any advice I would truly consider “bad.” Even the well-intended missteps had lessons embedded in them.

But the best advice I received—and one that shaped me profoundly—came from a former boss, who said:

“Be more empathetic with the people you deal with.”

At the time, I was focused on outcomes, efficiency, and delivery. But that one piece of advice helped me realize that results are not just driven by process— they’re powered by people. Since then, I’ve made a conscious effort to lead with empathy, listen actively, and understand perspectives before reacting. It has made me a better leader and a more grounded professional.

What’s the best way to build a

high-performing team?

It starts with trust. Back your team— unconditionally. Push them, challenge them, set the bar high, but always ensure they know you’re standing firmly behind them. When people feel genuinely supported, they’re more willing to stretch beyond their limits and take calculated risks.

A high-performing team isn’t built by micromanagement; it’s built by creating an environment of psychological safety. Your team should feel confident that even if they make a mistake, you’ve got their back. That safety fosters initiative, accountability, and innovation.

I’ve always believed: if they don’t move, you don’t either. As a leader, your progress is directly tied to how empowered and confident your team feels. Success is never a solo act—it’s a shared journey, and the leader’s role is to ensure everyone is equipped to move forward together.

Leading Through Chaos

Why Crisis: A Global Case Primer Is a Must-Read for Today’s Leaders

“In today’s era of permanent disruption, the leaders who thrive aren’t the ones with the best plan, but those most prepared to adapt—with integrity.”.

In a world increasingly defined by overlapping disruptions— pandemics, climate shocks, geopolitical tensions, and supply chain breakdowns—resilient leadership is no longer optional. Crisis: A Global Case Primer by Jason Miklian and John Katsos offers a rare, field-tested lens into how leaders across the globe have navigated extraordinary challenges with purpose and principle.

Drawing from over a dozen high-stakes, global case studies—from Syrian refugee entrepreneurs to Nigerian pandemic responders— the book reveals that leadership in crisis is less about authority and more about trust, empathy, and adaptability. Miklian and Katsos spotlight how informal networks, local actors, and valuesbased decision-making often outperform formal crisis protocols. The result is a compelling argument for rethinking leadership as a human-centered, morally grounded act—especially in unpredictable environments where conventional playbooks fail.

Recommended for corporate leaders, policymakers, and changemakers alike, the book challenges conventional risk management thinking. It urges readers to embrace ethical, adaptive strategies that prioritize long-term value over short-term fixes. In an era of “permacrisis,” Crisis: A Global Case Primer is both timely and timeless—an essential guide for leading through uncertainty.

Purpose, People, and the Power to Reinvent

What drives enduring leadership in an era of constant transformation? For Sanjay Desai, Independent Board Advisor / Mentor, it’s a philosophy anchored in purpose, a belief in people, and a mindset of continuous reinvention. Over the years, he has led complex global supply chains with clarity and conviction—embedding sustainability, building trust-based teams, and nurturing talent along the way. In this wide-ranging conversation, Sanjay shares the ideas, influences, and inflection points that have shaped his leadership—and why he sees India’s digital infrastructure as the next big canvas for impact.

What has been your most fulfilling passion project so far?

One of the most profoundly fulfilling projects of my career was architecting a global shared services platform for a leading medical devices conglomerate. I was tasked with navigating a vast and intricate supply chain—spanning over 250,000 SKUs across 20 international business units, connected through 20+ ERP systems and serving more than 2,000 users worldwide. What began as a traditional network optimization effort evolved over three transformative years into a fully integrated, future-ready shared services model. The impact was significant—driving cost efficiencies, process harmonization, and operational scalability. What made it especially meaningful was the early integration of sustainability principles into the design, well before ESG became a mainstream imperative. Today, my focus has shifted toward empowering India’s Tier 2 and Tier 3 cities through digital infrastructure— an endeavor I believe will define the next wave of inclusive national growth.

How do you unwind after a demanding day at work?

I’ve always been an early riser, often at my desk by 8:00 AM, and I leave by 4:45 or 5:00 PM—avoiding traffic and maintaining a rhythm I’ve preserved since the 1990s. Living in Singapore, I typically handle four to five late-night calls each week. That’s why I fiercely protect the time between 6:00 and 8:30 PM SGT—dedicated entirely to family

and personal restoration. I find balance in simple, grounding routines: helping with post-dinner tasks, evening walks with my wife, and unhurried conversations that reconnect me with what matters most.

A sportsperson at heart, I still play table tennis, pickleball, and billiards regularly. I aim to walk at least 2 km a day and work standing up for three to four hours daily, whether at home or in the office. Over

Mentorship is akin to shaping clay on a potter’s wheel—too much pressure can collapse the form; too little, and it won’t take shape. The magic lies in knowing where and how much to guide. Great mentors, like master potters, bring out the best in others through balance and patience.

time, I’ve come to value recovery as much as performance. Tomorrow’s supply chain leaders must master not just time management, but energy management.

How do you manage pressure and challenge?

I believe in intensity, not excess. I don’t subscribe to the long-hours doctrine. I prefer working smart—with a crisp set of deliverables and clarity of purpose. Experience has taught me to delegate with discernment, focus on zones of impact, and be transparent with teams about what truly matters. I anchor myself in what I can influence and act with intention. In times of uncertainty, leaders must be the eye in the storm—not by escaping pressure, but by mastering it and preparing for what lies beyond.

What is your success mantra?

“Plan today—for tomorrow.” While seemingly metaphorical, this principle has been my guiding light. In logistics, we prioritize ocean freight for its long lead times; similarly, in our professional journeys, preparation is the differentiator. Without foresight, you’ll find yourself stagnant while others move forward. This mantra has anchored me for over four decades. In today’s resource-constrained, tech-fuelled world, the fundamentals— PLANNING, SUSTAINABILITY, and CONTINUOUS LEARNING—are no longer optional. They are non-negotiable.

What is your leadership style?

My leadership compass begins with people, is guided by process discipline, and propelled by technology. I give teams the freedom to follow their own playbooks—as long as we’re aligned on purpose and results. I steer clear of micromanagement, but I ask the questions that challenge assumptions and sharpen outcomes.

Leadership, to me, is about influence without imposition—it’s about helping others reframe problems, shift mindsets, and embrace transformation with clarity and courage. In today’s dynamic world, it’s more about being strategic shepherds than authoritative commanders.

What advice would you give to the next generation of supply chain professionals?

Don’t chase titles or short-term glory. Anchor yourself in purpose-driven goals that generate long-term value. Align your personal ambition with your organization’s broader mission. Build your capabilities step by step. Develop cross-functional fluency—especially in technology, finance, ESG, and global trade. Supply chains today are highly complex, interdependent ecosystems. Your ability to solve systemic challenges with empathy, strategic clarity, and agility will define your true impact. And always remember: the supply chain is no longer a straight line—expect detours, and embrace them.

A book that helped you at work?

Early in my career, I encountered Emotional Intelligence 2.0 during a long-haul flight from San Francisco to Singapore. I was seated next to a professor who was immersed in it, and I managed to skim through much of it mid-flight. Upon arrival, I immediately ordered my own copy. Two decades later, I can say without hesitation—it fundamentally changed how I think, respond, and lead. In our fast-paced, high-stakes supply chain world, where complexity is a constant, the book taught me that emotional intelligence is as vital as operational intelligence. It helped me shift from being purely transactional to

being more reflective and emotionally grounded. I became more attuned to the human stories behind the data. That shift turned me into a connector of people, cultures, and ideas—able to turn complexity into collaborative advantage.

A book or movie you keep going back to?

One book I’ve returned to time and again is The Power of Your Subconscious Mind by Dr. Joseph Murphy. I first picked it up in 2000 and recently had to replace my well-worn copy with a hardback. Its timeless lessons on belief, clarity, and intention continue to resonate. It’s a masterclass in aligning your inner world with your outer goals—and yes, it has worked wonders for me.

As for films, Sinhasan (meaning “Throne”) remains unforgettable. This Marathi political drama, directed by Jabbar Patel and written by Vijay Tendulkar, left an indelible mark on me. Having grown up in a politically aware, culturally rich India, the film’s themes— power, ego, shifting alliances—resonated deeply. It captures the nuanced dilemmas of leadership: balancing personal ambition with public good. It’s a poignant reminder of how easily collective goals can be lost in the noise of ego and institutional inertia.

Best and worst advice received?

Best advice: Be uncompromising when it comes to hiring talent. Surround yourself with professionals who are as capable as you—or even better. Identify raw potential, then invest in shaping that into brilliance through coaching and mentorship. Nurture individuals like uncut gems, polishing them into highimpact performers. When you uplift such talent, they don’t just transform teams—they raise the bar for the entire organization. I have followed this

philosophy unfailingly since the mid1990s, when I first stepped into a people leadership role. Looking back, I can’t imagine achieving half as much without this principle guiding my leadership journey.

Worst advice: Don’t train your people too well—they might leave for greener pastures. I ignored that advice entirely. In fact, I’ve always believed the opposite: when you invest in people, you earn their trust, not their departure. Loyalty is not demanded—it’s cultivated. Today, more than 500 professionals I’ve worked with occupy leadership roles across the globe. Many remain close collaborators, trusted allies, and valued sounding boards. Their growth has been my greatest reward— and a testament to the power of peoplefirst leadership.

How do you build high-performing teams?

Start with clarity of mission. Create room for autonomy. Prioritize psychological safety. I build teams not just for coverage, but for leverage—with skills that complement and elevate each other. I believe in visible appreciation—it cultivates a strong culture and keeps momentum alive. The future belongs to cross-functional teams that blend strategy and execution seamlessly. You’ll need integrators more than executors. And leadership must evolve depending

on the level—operational, tactical, or strategic. Getting that mix right is essential to scaling impact.

What excites you most about supply chains in the next 5 years?

While COVID-19 was a global catastrophe, it served as a wake-up call—spotlighting the critical role of supply chains, not just in commerce but in society. Supply chains operate in a circular interplay with every other function, often invisibly. They are the neural network of global trade. Over the next decade, they’ll be transformed by AI, sustainability, and regionalization. India stands poised—not just to become the world’s factory—but the intellectual engine of global supply chains. Those who lead with a blend of empathy, intuition, and tech fluency will shape the next frontier.

What is one habit that changed your leadership game?

Unflinching trust in people. My guiding rule—fool me twice, and there won’t be a third time. Trust creates leverage. It enables speed, fosters loyalty, and clears the path to execution. In a world cluttered with noise and self-promotion, authentic trust lets you connect the dots and move forward with confidence—no matter the geography, industry, or complexity.

Looking back at your journey, what role have mentors played in

shaping your leadership path?

Mentorship has been a cornerstone of my professional growth. Early in my career, I had the privilege of learning from Mr. Shailesh Haribhakti, who introduced me to the fundamentals of business, the art of structured conversations, and the power of clarity in both thought and communication. His emphasis on governance, discipline, and ethics deeply influenced my value system.

Later, Mr. Nitin Sonavane became a pivotal mentor when he brought me into Exxon India. He instilled in me the principles of supply chain excellence and showed me how to harness technology as an execution enabler. It was under his mentorship that I was entrusted with a larger mandate and moved to Singapore in 1998—an inflection point in my journey. To this day, he remains a steady guide.

Mentorship, in my view, is akin to shaping clay on a potter’s wheel—too much pressure can collapse the form; too little, and it won’t take shape. The magic lies in knowing where and how much to guide. Great mentors, like master potters, bring out the best in others through balance and patience.

Unpause, Reflect, Lead: Why Success Is About Value, Not Vanity

In an era where leadership is often defined by speed and scale, TS Venketram, Co-Founder, UNPAUSE Consulting Pvt Ltd, brings a refreshingly different lens—one that prioritizes purpose over position and people over process. After a distinguished corporate journey spanning three decades, Venketram chose to step off the conventional track and co-build a venture rooted in transformation, insight, and deep client-centricity. In this candid and grounded conversation, he reflects on what fuels him, how he resets, and why the present moment is the most underrated advantage in a fast-changing business world.

What has been your passion project to date?

All the projects I’ve undertaken over the last 30 years have been close to my heart because each of them was vital to the business and meaningful in its own way. Whether it was driving change, building new capabilities, or resolving tough operational challenges, I’ve always believed in giving every assignment the seriousness and sincerity it deserves.

That said, the passion project I’m most immersed in now is building UNPAUSE Consulting. It’s been a massive transformation—moving from the structured rhythms of the corporate world into the unpredictable, handson world of entrepreneurship. Starting something from scratch comes with a unique sense of ownership, but also with a steep learning curve. It has required me to shift gears—see issues from the customer’s lens, evolve from functional expertise to business outcomes, and most importantly, learn the art of B2B selling and client engagement from the ground up.

There are no silos in a start-up. You're the business development head, delivery leader, marketer, and analyst—all in one. It’s been incredibly energizing, and after 2.5 years, I can confidently say this is a journey that will occupy my head and heart for many more years to come.

How do you unwind after a demanding day at work?

My source of grounding and strength has always been my family. After a long

day, spending quiet time with my wife and mother, and catching up with my daughters—even if it’s a quick chat— gives me peace and resets my energy.

I also have a few personal rituals that help me decompress. I’ve always enjoyed solving the Economic Times crossword— it helps me engage my brain in a different way, and that switch in mental gears is very refreshing. Recently, I’ve taken up

journaling, and I find it to be an excellent way to close the day. It helps me reflect, declutter my thoughts, and end on a note of intentionality. Even just five minutes of writing helps me process what worked, what didn’t, and what I can improve.

Unwinding for me isn’t about escaping work—it’s about creating space to process it meaningfully.

How do you manage the pressures and challenges that come with the job?

To begin with, I feel incredibly grateful for the opportunities I’ve had throughout my career. Every new challenge, team, or transformation project has allowed me to grow—and that perspective helps me see pressure not as a burden, but as a privilege.

One principle that has served me well is this: deal with the issue by doing what is right under the circumstances, without overthinking the consequences. Too often, people get stuck in fear—“What if I get it wrong?”— and that paralyzes action. My approach has been: think it through, consider your options, but once you know the right thing to do, just act. The longer you delay, the bigger the problem becomes.

This mindset frees you from anxiety and helps you focus on clarity over control, which in turn builds trust—with your team, and with yourself.

What’s your success mantra?

Success is deeply personal and evolving. There is no one-size-fits-all. For some, it’s career progression; for others, it’s impact or independence. I believe every individual should define what success means to them, rather than inherit society’s or someone else’s version of it.

For me, the definition has always revolved around two questions:

 Have I created value—for the business, my clients, or my ecosystem?

 Have I developed the people I work with?

If I can say “yes” to both, then that is success. Everything else—titles, metrics, rewards—is a by-product. This lens keeps me focused on the long game and ensures that I’m contributing meaningfully,

while also leaving people and processes stronger than I found them.

What’s your leadership style?

I don’t believe in rigid leadership styles— leadership is contextual and dynamic. The way you lead during a crisis is very different from how you lead a stable, high-performing team. Similarly, the experience, mindset, and maturity of your team determines the degree of direction or autonomy you provide.

That said, there are two constants I never compromise on:

 First, build teams that are smarter than you. If you're the smartest person in the room, something's off. I thrive on being challenged by people who bring fresh perspectives and deeper expertise.

 Second, give your team the credit when things go well, and take responsibility when things go wrong. Leadership is not about visibility— it’s about stewardship.

Over time, these principles help create a culture of trust, innovation, and ownership.

One tip to survive and thrive in unforeseen situations—your advice to next-gen supply chain professionals?

In today’s world, uncertainty is the new normal. Planning cycles are shorter, technology is evolving faster than adoption, and supply chains are being disrupted in ways we never imagined. In this environment, the most important skill is the ability to stay grounded in the present.

My advice to young professionals is simple: be excellent at what you’re doing right now. If you're a production engineer, become the best engineer in

your plant. If you're a supply planner, learn every lever that impacts inventory, cost, and service.

Too often, people get caught up in where they want to go next, and lose sight of building strength in their current role.

Yes, have ambition. Yes, plan for growth. But remember: your next opportunity is shaped by how well you perform this one. Skill-building, learning agility, and resilience— these will never go out of fashion.

A book that has helped you at work

Like I said, I’m an avid reader, and over the years, many books have influenced me—shaping how I lead, solve problems, and think strategically. But if I had to highlight two that stand out in terms of lasting impact, it would be “The Goal” by Eliyahu Goldratt and “Good to Great” by Jim Collins.

I came across The Goal early in my career, and it completely shifted my understanding of how businesses operate beneath the surface. Goldratt’s Theory of Constraints is so elegantly simple, yet powerful. It taught me to look beyond symptoms and focus on the real bottlenecks—whether in operations, processes, or people—and build solutions around flow and throughput, not just efficiency for its own sake. Even today, I find myself drawing from that mindset when solving complex supply chain or execution issues.

Good to Great, on the other hand, offered a macro view of leadership and transformation. Concepts like the Hedgehog Principle, the Flywheel, and Level 5 Leadership gave structure to what makes certain companies— and certain leaders—enduring and

People don’t leave organizations—they leave managers. And conversely, people often join companies not just for the brand or the role, but because they are inspired by a leader. If you want to build and retain a high-performing team, you must first become a leader that others want to work with and grow under.

As Jim Collins says in Good to Great, “You’ve got to get the right people on the bus, in the right seats.” Once that’s in place and everyone knows the direction, the journey takes care of itself.

exceptional. What I appreciate most is how the book connects disciplined thinking with disciplined action. It’s not just inspiration; it’s implementation.

Together, these two books gave me both the operational lens to fix systems and the strategic lens to build lasting impact. I’ve read them multiple times, and each time, they reveal something new depending on where I am in my journey.

A book you can read any number of times—or a movie you can watch anytime

This is the easiest one to answer! I’m a lifelong fan of P.G. Wodehouse, and I have his entire collection at home. There’s something timeless and comforting about his writing—the way he crafts absurd situations with charm, his flawless command of language, and that dry, understated British humour that just never gets old.

Whenever I’m feeling a bit weighed down or need a reset, I reach for Wodehouse. It could be Jeeves untangling Bertie’s social disasters or the idiosyncrasies of Blandings Castle— every story is a gentle reminder not to take life too seriously. His writing is not just entertainment; it’s a tonic for the modern, hyper-paced world we live in.

For me, Wodehouse isn’t just a comfort read—it’s a reliable escape, a reset button, and often, the lightness I need to carry forward with clarity and calm. If there’s one set of books I can return to endlessly and find joy each time, it’s his.

What is the best and worst advice you have received?

The best advice came early in my career while I was working at a manufacturing plant. A manager I deeply respected told me:

“The highest standard that you can expect from your team is the lowest standard you demonstrate.”

That one sentence stayed with me and has been my personal benchmark ever since. It reminds me that leadership is not about directing others—it’s about modeling the behavior you want to see. Whether it’s punctuality, integrity, attention to detail, or a learning mindset, your team is constantly watching you. If you slack, it becomes the team’s baseline. If you hold yourself to the highest standard consistently, it sets the tone for everyone else. That advice taught me the difference between positional authority and moral authority.

As for the worst advice, it’s hard to label anything outright as “bad,” because most advice is given with good intent and makes sense in a particular context. However, one popular notion that I find problematic is the romanticized idea of “follow your passion”.

While it sounds uplifting, it's not always practical or even useful, especially for young professionals just starting out. In many cases, people don’t really know what their passion is until they’ve actually worked across different roles, developed competence, and spent time understanding themselves.

Instead, I believe that if you focus on doing something you’re good at—with sincerity and consistency—you’ll either discover passion along the way, or build a foundation that allows you to pursue it meaningfully later. Passion is often the result of depth, not the starting point.

What’s the best way to build a high-performing team?

I strongly believe that people don’t leave organizations—they leave managers. And conversely, people often join companies not just for the brand or the role, but because they are inspired by a

leader. If you want to build and retain a high-performing team, you must first become a leader that others want to work with and grow under.

To do this, the starting point is security in your own capabilities. Insecure leaders are often controlling, resistant to dissent, and afraid to share the spotlight. They become bottlenecks to innovation and learning. Secure leaders, on the other hand, are not threatened by talent. They seek out people smarter than themselves, encourage debate, and promote openness in the team.

Transparency, trust, and empowerment are not just buzzwords—they are fundamental to building culture. I’ve always believed that as a leader, you must be the first to take the blame and the last to claim credit. That builds loyalty and respect.

Once you have a team that’s built on trust and clarity, and everyone knows the “why” behind the “what,” magic happens. You move from managing tasks to mobilizing people, and that’s when performance elevates from good to exceptional.

As Jim Collins says in Good to Great, “You’ve got to get the right people on the bus, in the right seats.” Once that’s in place and everyone knows the direction, the journey takes care of itself.

Beyond the Supply Chain Playbook: Lessons in Change, Choice, and Team Empowerment

In a world where supply chains are frequently the topic of boardroom conversation, Royston Fernandes brings a rare mix of insight, empathy, and intellectual curiosity. From collaborating with startups and solution providers to mentoring future professionals, Royston’s journey reflects a leadership style that’s as contemplative as it is responsive. In this candid conversation, he opens up about the passions that drive him, the rituals that help him reset, and the life lessons hidden in a children’s classic. Whether it’s embracing ambiguity or empowering teams to thrive, Royston shows us that leadership today isn’t just about outcomes—it’s about Alignment, Awareness, and the Courage to Keep Moving Forward.

What has been your passion project to date?

The global pandemic changed the perception of supply chains overnight—from a behind-the-scenes function to a critical, front-line driver of business continuity. That shift drove deeper engagement with the evolving complexities of the supply chain ecosystem, not just from an operational standpoint but from a strategic and human perspective.

My passion now lies in two areas. First, I’m actively collaborating with solution providers across the spectrum—established players as well as nimble startups—to better understand emerging technologies, tools, and operating models. It’s a two-way learning process: they benefit from real-world insights, and I get to stay ahead of the curve.

Second, I’ve taken it upon myself to engage more deeply with people—industry professionals, students, and academics. These conversations have allowed me to share my experience, and also absorb fresh thinking and diverse viewpoints. Both avenues—innovation partnerships and knowledge exchange—energize me and constantly challenge me to evolve.

How do you unwind after a tough day?

Work brings its own mental stimulation and pressures, so I try to counterbalance that with physical activity. I make it a point to include some form of movement in my daily routine—whether it’s a walk, a run, cycling, or even a quick game of badminton or table tennis. I’ve found that sports, especially competitive ones, are incredibly effective at forcing you into the present moment. When you’re on the court or out on the track, there’s no room for distractions. It’s a full-body reset

that clears my head, refreshes my energy, and gives me clarity for the next day.

How do you manage pressure and challenges at work?

Managing pressure is as much about mindset as it is about methods. I’m naturally detail-oriented and spend a significant amount of time upfront on scenario planning and conceptualization. That preparation gives me confidence. But I’ve also learned that no matter how well you plan, things will change. That’s when adaptability comes into play. I try to pause, zoom out, and look at the bigger picture. When you shift your perspective, it's easier to prioritize, let go of smaller disappointments, and move forward with intention. It’s a practice in resilience—balancing planning with presence.

What’s your success mantra?

For me, success is about living with intention and integrity. My mantra is simple yet deeply personal: make conscious choices, own the outcomes, and and learn to be at peace with yourself through the journey.

Every decision we make—big or small—shapes who we become. That’s why I believe in being deliberate and mindful about the choices I make, whether it's in my career, relationships, or personal growth. Once a decision is made, I believe in standing by it—owning not just the victories that come with it, but also the challenges and the occasional setbacks. That sense of accountability builds character, resilience, and wisdom.

But perhaps the most vital part of this philosophy is learning to be at peace with yourself. In a world that often glorifies constant hustle and external validation, I try to measure success by my own compass—by how aligned I feel with my values, and by how authentically I can show up each day. It’s about being able to look back and say, “I have fought the good fight, I have run the race to the finish, I have kept the faith.”

To me, that’s success worth striving for—one that’s fulfilling, sustainable, and deeply personal.

What’s your leadership style?

I have a natural drive for clarity, completion, and high performance, which sometimes means I default to pushing forward decisively. But leadership isn’t just about momentum— it’s also about efficacy and inclusion. That’s why I consciously work at listening more and being consultative. I strive to create space for dialogue, differing views, and ambiguity—even when it feels uncomfortable. It’s not something that comes automatically to me, but I treat it as an ongoing growth journey. Leadership, after all, is not a static trait— it’s a lifelong practice.

One tip to survive and sustain through unforeseen situations... If I had to distil it into a few words: Stay Open, Stay Curious, Stay Connected. Build networks outside of your immediate circle. Talk to people from different industries, geographies, and mindsets. Say ‘yes’ to things outside your comfort zone—because that’s where the real learning happens. When faced with uncertainty, don't be afraid to fail.

View every opportunity—even the ones that don’t work out—as stepping stones. The ability to evaluate situations calmly, make informed decisions, and reflect honestly on their outcomes will set you apart. Some of your most valuable growth will come from decisions that didn’t go your way.

A book that has helped you professionally

Switch – How to Change When Change is Hard by Chip and Dan Heath has deepened my understanding of transformation. In both professional and personal settings, change is constant—but that doesn’t make it easy. What I appreciate about this book is how it breaks down the psychology of change into simple, relatable insights.

It doesn’t just talk about why change is hard; it offers practical tools to make it easier—whether you’re trying to shift mindsets across an organization or trying to change one habit in yourself. I’ve applied its principles in leading teams through transitions, in strategic planning, and even in coaching conversations. It

reminds me that change isn’t just about process—it’s also deeply human.

The best and worst advice you’ve received

“Let’s wait and see what happens.” This advice has been both a blessing and a curse in my professional journey. In moments of uncertainty, it has helped me avoid impulsive decisions and allowed space for clarity to emerge. But in other scenarios, it has led to missed opportunities or delayed action that could have made a meaningful difference.

What I’ve come to understand is that advice isn’t binary—there’s no such thing as ‘good’ or ‘bad’ advice in isolation. It all depends on the situation, timing, and the context in which you apply it. The real skill lies in developing your own judgment—knowing when to pause and observe, and when to act with conviction.

What’s your approach to building high-performing teams?

For me, it starts with assembling the right mix of people—those who bring the right skills and mindset to the table. But what’s more important is what you do after you’ve built the team. That’s where leadership truly begins.

I believe in creating an environment of trust and autonomy. Once expectations are clear and the vision is shared, I try not to micromanage. I’ve found that people often rise to the occasion when they’re empowered and trusted to take ownership.

My job as a leader is to provide direction, remove obstacles, and then step aside so the team can do what they do best. Empowerment isn’t just a strategy—it’s a statement of belief in people’s potential.

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05913 Website: www.supplychaintribe.com www.supplychaintribe.events

CELERITY SUPPLY CHAIN TRIBE JULY 2025

PATHWAYS OF PROGRESS

From Legacy to Leadership: Navigating Change with Conviction

CONTENTS

18 COVER SECTION

PERSONAL JOURNEYS OF SUPPLY CHAIN LEADERS

The Under-30s Leading Change: Redefining the Future of Supply Chain

FROM PUZZLE TO PLATFORM:

Integrated Tech Powering the Future of E-commerce and Q-Commerce

LEVELING-UP PERSONALIZATION STRATEGIES IN CPG

The Under-30s Leading Change: Redefining the Future of Supply Chain

Neha Singh, VP Global E2E Supply Planning Transformation, Project Voyager, Diageo

Rajat Sharma, Vice President, ISCM & Customer Service, Hamilton Housewares Private Limited – India

THE HURDLES

THE OPPORTUNITIES

Nikhil Puri, Vice President – Direct Purchase, ATC Tires Pvt. Ltd.

Rayapati

Srinath Reddy, Head – S&OP, United Breweries Ltd.

Pathways of Progress: PERSONAL JOURNEYS OF SUPPLY CHAIN LEADERS

Leadership is Not the Spotlight— It’s the Torch that Lights the Way

Beyond the Buzz: Cultivating Clarity, Balance, and Purpose

A book that has helped you at work

Saboteur Motivator

One Tip to Survive and Sustain in Unforeseen Situations

Built from the Ground Up: Lessons in Supply Chain Execution and Endurance

Leading Through Chaos

Purpose, People, and the Power to Reinvent

Unpause, Reflect, Lead: Why Success Is About Value, Not Vanity

Beyond the Supply Chain Playbook: Lessons in Change, Choice, and Team Empowerment