The Most Admired Asian Leaders Of The Year 2025

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Asia’s Powerhouse Leaders Inspiring Change in 2025 Editor’s Note

In an era defined by relentless change, Asia stands as the beating heart of global transformation. From the bustling innovation hubs of Singapore and Bangalore to the boardrooms of Seoul, Tokyo, and Dubai, a new breed of leaders is rewriting the rules of leadership, innovation, and impact. The year 2025 is not just about growth—it is about resilience, reinvention, and a commitment to building a sustainable future.

This special edition of Global Biz Outlook celebrates “The Most Admired Asian Leaders of the Year 2025”, individuals who have not only excelled in business but have also left an indelible mark on society. They are visionaries who see opportunities where others see challenges, innovators who embrace technology to redefine industries, and changemakers who believe that profit and purpose can co-exist.

Featured among them is our Cover Story, where we highlight the inspiring journey of Dato’ Amir Firdaus Abdullah, Group Managing Director & Chairman of Aurelius Healthcare He is shaping a healthcare legacy where patients remain at the heart of every decision. His leadership blends strategic foresight with human-centered values, creating a system that not only treats but truly cares. Visionary in approach, empathetic in action, and driven by results—his story sets the tone for this edition.

Alongside him, we shine a spotlight on leaders such as Jasmine Liu, Founder & CEO, who is redefining wellness innovation with her forward-thinking platform; Senthil Sankar, Managing Director, who is revolutionizing sustainable fashion by transforming plastic waste into high-value textiles; and Kannan Chettiar, CEO, whose disciplined technopreneurship is reshaping risk management on a global scale.

Also featured is Sanjay Agrawal, Executive Director, whose work at Ramesh Corp. is driving both business expansion and impactful CSR in Nepal; Rajiv Batia, CEO, whose

entrepreneurial vision is setting new benchmarks in business excellence; and Kim Zietlow, Deputy Head of Business and Talent Attraction, who is instrumental in bridging global opportunities with Asia’s fast-growing talent ecosystem.

The list further includes Kirill Odintsov, CDO, an innovator at the intersection of data and digital transformation; Pallavi Salgaocar, CA & Director of Geno Pharma, who is spearheading innovation in healthcare and pharmaceuticals; and Sowmya Iyer, CEO & Founder, a dynamic leader redefining communications and digital strategies across industries.

From tech entrepreneurs building billion-dollar AI platforms, to industrialists spearheading green innovation, to women leaders breaking glass ceilings in healthcare, wellness, and finance—this edition is a tribute to those whose journeys inspire millions. These leaders exemplify what it means to lead with courage, foresight, and authenticity in a complex and interconnected world.

What unites them is not just financial success, but the ability to influence, inspire, and ignite change. They embody Asia’s rise on the global stage—not as followers of trends, but as creators of the future. Their leadership is measured not only in balance sheets but in lives transformed, industries disrupted, and communities uplifted.

As you turn the pages of this edition, you’ll uncover stories of persistence and vision that transcend borders. Each profile is a reminder that true admiration comes not from power or position, but from the values that leaders live by and the legacies they leave behind.

In spotlighting The Most Admired Asian Leaders of 2025, we reaffirm a powerful truth: leadership today is not about leading followers—it is about creating more leaders. And these remarkable individuals are doing just that.

Let’s Ignite Our Inspiration!

Story

Dato’ Amir Firdaus Abdullah

Visionary, Empathetic, Results-Driven:

Dato’ Amir Firdaus Abdullah’s

Patient-Centered Healthcare Legacy

Dato’ Amir

Firdaus Abdullah Group Managing Director & Chairman

Aurelius Healthcare

Visionary in approach, empathetic in action, and driven by results, Dato’ Amir Firdaus Abdullah, Group Managing Director & Chairman of Aurelius Healthcare, is shaping a healthcare legacy where patients remain at the heart of every decision. His leadership blends strategic foresight with human-centered values, creating a system that not only treats but truly cares.

An intentional leader to his core, Dato’ Amir believes that leadership, decisions, and culture should never be left to chance. From charting long-term strategies to listening to frontliners, and from making informed choices to enhancing patient experiences, he approaches every action with thoughtfulness and purpose—ensuring that nothing is accidental, only deliberate.

Early Career and Defining Traits

Dato’ Amir Firdaus Abdullah’s journey in hospitals began the moment he graduated with his Bachelor’s degree. Over the past three decades, he has had the privilege of enjoying an illustrious career, leading major players in the Malaysian and international healthcare landscape, and serving as Director at Parkway Pantai Hospitals, Group COO at Pantai Holdings, and Regional CEO of Gleneagles Hospitals. His career path later took him to senior roles at Abu Dhabi’s VPS Healthcare and Southeast Asia’s DaVita Kidney Care. The culmination of these experiences was the founding of Aurelius Healthcare—an effort to unite clinical excellence with patient-centered innovation under one trusted brand.

Inspirations and Early Influences

The most profound influence in Dato’ Amir’s life came from his late father, who instilled in him the values of humility, hard work, and service to others.

Professionally, he found inspiration in healthcare leaders who dared to reimagine the role of hospitals—not just as places for treatment and facilities, but as partners in lifelong wellness. This bold thinking pushed him to move beyond transactional care and instead focus on building something that transforms lives holistically.

A Turning Point in Purpose

Dato’ Amir’s entry into healthcare was a strategic assignment that grew into a passion, but a defining moment early on changed his trajectory. Witnessing firsthand the power of compassionate, timely care in a patient’s recovery and hospital experience reframed his outlook. He realised that healthcare is not just a business – it is a profound responsibility. That moment continues to drive his vision today and has changed everything.

The Foundation for Leadership

While his educational background provided the technical skills to manage complex healthcare systems, it was his hands-on experience with clinicians, patients, and staff that shaped his empathetic leadership style.

At Aurelius Healthcare, he has embedded core values—Professionalism, Team, Learning Culture, Respect, Humility, and Fun—into the organisational DNA. These values reflect his belief that while metrics matter, people matter more.

The Birth of Aurelius Healthcare

Aurelius Healthcare was born from a simple yet powerful question: “What if healthcare could feel personal again?” Dato’ Amir envisioned that patients today want more than just treatment – they want clarity, dignity, and continuity. From its inception, Aurelius Healthcare was founded with a mission to

Innovations and Patient-First Services

reimagine private healthcare in Malaysia and then beyond: to combine clinical expertise, warm hospitality, and purposeful innovation, in line with its focus on people, service, and quality. Over time, that mission has evolved into building an international network of hospitals that prioritises both outcomes and experience equally.

Turning Hurdles into Stepping Stones

Launching Aurelius Healthcare during a global pandemic was the first major hurdle. Beyond that, aligning diverse stakeholders around a fresh brand, integrating legacy systems, and recruiting top talent to a new player in the market were significant challenges.

These were overcome through clarity of vision, relentless communication, and early demonstrations of commitment to patient outcomes and staff well-being.

Aurelius Healthcare goes beyond national quality standards, aligning with international benchmarks for healthcare quality. “Our hospitals are built to match the standards of Joint Commission International (JCI), an international accreditation for hospitals focused on improving healthcare quality and patient safety. To take the patient-first approach a step further at Aurelius, our patients in the wards are served by Mas Awana, who are also caterers for Malaysia Airlines’ Business Class customers,” assures Dato’ Amir.

“Our staff uniforms are uniquely designed by Rizman Ruzaini, an esteemed designer duo, who eloquently crafted the attire to ensure that presentability is mixed with functionality. Our Signature Suites are equipped with amenities by Salvatore Ferragamo and Royce. The Luxternity package, our premium maternity program, enables our patients to not only enjoy enhanced comfort when giving birth, but also an enhanced experience throughout the postnatal journey,” he added.

Dato’ Amir strongly believes that patients recover better when they receive remarkable hospitality and nourishment during convalescence.

New Programs and Expansions

Aurelius Healthcare is preparing to expand its hospital network while introducing several new initiatives aimed at reshaping the way Malaysians experience healthcare. Among these are the opening of ambulatory care centres and specialist clinics through Aurelius Frontier, starting at up-and-coming towns in Jitra and Cyberjaya, before steadily expanding further east and south.

As part of its community health initiatives, Aurelius is developing home-based care programs to reduce hospital readmissions and empower patients to heal in the comfort of their own homes. At existing Aurelius hospital markets, the facilities are steadily growing to accommodate more patients and support decanting efforts from the Ministry of Health (MOH). Aurelius aims to be the leading provider for cancer care, neurosciences, and surgical services, setting new benchmarks for accessible and holistic wellness.

Innovation as a Culture

For Dato’ Amir, innovation is more than technology—it is rethinking how care is delivered, how patients are engaged, and how staff are supported.

One notable example is integrating quality indicators into key performance indicators (KPIs) with measurable elements. This ensures a commitment to safety and healthcare excellence, and the organisation is keen to publish the results of its findings in the near future.

strengthening connections and leading to improved patient satisfaction and loyalty.

Leadership and Responsibilities

As the founder, Dato’ Amir’s role is to shape Aurelius Healthcare’s strategic direction and ensure every initiative aligns with its mission to elevate patient experience. He focuses on building high-performing leadership teams, driving innovation, and nurturing a culture of accountability and care.

“I serve as a mentor to many within the organisation –empowering emerging leaders and ensuring we have a strong succession pipeline. Whether it is in board meetings or clinical walkarounds, I aim to stay connected to both the business and human sides of our organisation,” says Dato’ Amir.

His leadership style—visionary, empathetic, and results-driven—is grounded in deep listening, decisive action, and leading by example.

Additionally, the Aurelius Care mobile app empowers patients with easy access to their health information,

Finding Harmony Between Purpose and Pause

In a demanding field like healthcare, Dato’ Amir sees work-life balance as a continuous practice. Morning reflections or workouts keep him mentally grounded and physically energised, while weekends are dedicated to family.

Delegating responsibilities and trusting capable teams allow him to focus on strategic priorities. Travel, reading, and quiet moments of solitude are his ways to recharge and get perspective—allowing him to stay sharp, compassionate, and resilient.

Challenges Facing Asian Healthcare Leaders

According to Dato’ Amir, Asian healthcare leaders face several challenges, but three stand out as the most dominant across the region.

1. Sustainability – Healthcare costs are rising while affordability remains a concern. We need new models that balance profitability and public service.

2. Talent crisis – There’s a shortage of skilled clinical professionals across Asia, and burnout is a serious issue post-pandemic. Retention, training, and support for our people must be a strategic priority.

3. Technological Inequity – While some healthcare systems are racing ahead with AI and digitisation, others struggle with basic infrastructure.

“As leaders, we need to bridge this divide without leaving anyone behind. In Asia, with its cultural, economic, and policy diversity, the challenge is to build adaptable and scalable solutions that address local needs while meeting global standards,” he expressed.

The Future Vision

Over the next two years, Aurelius Healthcare aims to become a more integrated, digitally connected, and patient-personalised healthcare platform across all hospitals in Southeast Asia.

“We seek to enhance our service quality metrics, implement hospital-wide automation tools, and invest in more robust clinical governance systems. Strategically, we are expanding our network of hospitals and clinics while forming alliances with academic institutions and tech startups. This will allow us to deepen our expertise, improve research and development capabilities, and bring innovations to market faster,” asserts Dato’ Amir.

“Personally, my goal is to mentor the next generation of healthcare leaders within the group and strengthen Aurelius’ footprint in underserved regions. Professionally, I’m focused on building a resilient organisation that balances business excellence with compassionate care. These goals align with our vision to be a transformative force in the Malaysian and regional healthcare landscape,” he added.

Advice for Aspiring Healthcare Leaders

“Healthcare is a field where the stakes are human lives—never forget that,” says Dato’ Amir. His advice is to learn the system, listen to people, and truly understand the real problems before trying to innovate. Surround yourself with diverse, talented people, foster a safe space for questioning, and collaborate to focus on solutions that create value for patients. Most importantly, stay human. Healthcare is emotional. The best leaders are those who can navigate data and strategy without losing their sense of empathy and humility.

JASMINE LIU

A Futurist Wellness Explorer on Health & Wellness

Founder

MaestroWellness

From Fintech to Wellness The Making of a Modern Explorer: Jasmine Liu’s journey has always been guided by curiosity and a love for learning. With over a decade of experience in legal and compliance roles across the financial services and fintech sectors, she has built a career rooted in innovation, purpose, and navigating complex regulatory landscapes. But beneath her corporate success ran a parallel passion—health, wellness, and longevity.

Driven by the belief that “while we can’t control the genetic cards we’re dealt, we can choose how we play them,” Jasmine launched MaestroWellness in 2024. The platform was born out of her vision to merge science, technology, and humanity to empower individuals to lead healthier, more fulfilling lives. Self-described as an “explorer,” she constantly seeks new perspectives and solutions, whether in reimagining compliance or redefining wellness for modern lifestyles.

The Power of Influence: Lessons from Motherhood Jasmine credits the most influential impact on her life to her two daughters. Motherhood, she says, is the most rewarding role she’s ever held. Her children challenge her to see the world through fresh eyes, reminding her daily of the need to balance empathy and presence, both at home and in the workplace.

Their influence has also deepened her commitment to wellbeing. “I want to show them that taking care of your mind and body is not a luxury but a way of life,” she shares. By embodying this philosophy, Jasmine hopes to inspire her daughters to grow up feeling empowered, connected, and strong.

Blending Corporate Wisdom with Personal Passion

The transition into the wellness space wasn’t accidental—it was a conscious decision to align her professional experience with her passion for wellness. Jasmine leveraged her fintech background, rich in innovation, technology, and strategic insight, to shape MaestroWellness with a product development mindset that is both tech-forward and user-centric.

A Defining Moment in the Mountains of Bhutan

The turning point came during a trip to Bhutan, where Jasmine took a step back from the fast-paced demands of the financial world.

“A pivotal moment came during a trip to Bhutan when I confronted the stress and burnout I’d been feeling in the fast-paced financial world and asked myself, ‘What’s next?’ That moment sparked the vision for MaestroWellness, a platform focused on prioritizing whole health and meaningful living in every aspect of our lives,” shares Jasmine.

Over time, MaestroWellness evolved beyond just a workplace tool into a community movement. Its mission is now rooted in fostering resilience, connection, and creativity around wellness solutions—because, as Jasmine emphasizes, “social connection is essential to human wellbeing.” The Maestro philosophy is about blending diverse talents into a harmonious “melody” of health and vitality.

That reflection sparked more than just a personal revelation—it catalyzed the vision for a wellness platform rooted in purpose, innovation, and inclusivity.

Overcoming the Hurdles of a New Beginning

Like all startups, MaestroWellness faced early challenges. Building a platform from the ground up in a crowded wellness market demanded credibility and momentum in a competitive market. Jasmine tackled this by leaning into her network, embracing the learning curve through trial and error, and strategically partnering with established wellness experts. These collaborations gave MaestroWellness the foundation it needed to gain visibility and roll out innovative wellness programs with confidence.

Like all startups, MaestroWellness faced its fair share of early challenges. Entering a crowded wellness market meant the team needed to build credibility fast and gain momentum in a competitive space. Jasmine met this head-on, leaning into her network, embracing trial and error, and forming strategic partnerships with established wellness experts.

These collaborations laid a strong foundation for MaestroWellness, allowing it to roll out innovative programs with confidence.

“The learning curve was steep, but every challenge helped us build resilience. We grew by staying open, curious, and committed to solving real problems,” Jasmine shares.

But what truly sets MaestroWellness apart isn’t just its mission—it’s the human-first technology at its core: a

powerful, tech-enabled ecosystem designed to elevate how individuals and organizations experience wellbeing.

What MaestroWellness Stands For

At its core, MaestroWellness is a next-generation health tech platform—purpose-built to bridge clinical care and everyday wellbeing. It connects corporate and communities with tailored, evidence-based programs that meet their real-world needs.

“We’re a technology platform with humanity, we empower vendors by seamlessly connecting them with corporates, eliminating the need for traditional sales efforts. We streamline administrative tasks, including billing and reporting, and foster collaboration among vendors to create innovative solutions,” Jasmine emphasizes.

The platform doesn’t just connect—it collaborates. MaestroWellness fosters vendor-to-vendor synergy, enabling the co-creation of groundbreaking solutions. These vendor partners are rewarded with royalty-based incentives, further reinforcing a shared mission of wellness innovation.

“We are building a vibrant ecosystem that benefits all users of our platform. Vendors can collaborate to co-create groundbreaking health and wellness solutions. Technology with humanity is our north star,” she says.

Through intelligent design and continuous innovation, MaestroWellness combines science-backed content, technology-driven tools, and human-centered design to help people thrive, both personally and professionally.

Tailored Solutions for Every Stage of Life

To meet the diverse needs of its user base, MaestroWellness offers curated programs that address wellness across life’s many phases:

• Green Program: Designed for schools, these programs enhance academic performance and promote holistic health.

• Gold Program: For corporate environments, this initiative helps improve staff performance and overall wellness.

• Silver Program: Designed to enhance longevity and improve quality of life for our silver community.

“We don’t believe in one-size-fits-all wellness,” says Jasmine. “We listen deeply to what clients are struggling with and deliver solutions that genuinely move the needle.”

“By deeply understanding the fragmented wellness landscape, MaestroWellness acts as an orchestrator,” Jasmine explains. “We bring together schools, corporations, and expert providers through outcome-focused programs that create measurable impact.”

Their Innovation Hub is where the platform’s collaborative spirit comes to life. It fosters partnerships between wellness vendors, clinicians, and digital creators to co-develop cutting-edge programs grounded in the latest health research, behavioral science, and digital innovation.

“From enhancing workplace wellbeing to building resilience in schools, our platform is built to scale impact,” Jasmine says. “We’re not just responding to the future of wellness, we’re actively shaping it.”

A Business with Heart

What makes MaestroWellness truly unique is its unwavering commitment to equity, inclusion, and global wellbeing. The company doesn’t just focus on clients—it extends its mission to underserved communities and marginalized populations, ensuring that wellness is inclusive, accessible, and culturally sensitive.

“We believe wellbeing is a human right, not a privilege,” Jasmine emphasizes. “That’s why we embed social responsibility into everything we do—because meaningful wellness must include everyone.”

Through global partnerships, community outreach, and a values-driven approach, MaestroWellness is building a movement, not just a marketplace.

“We invite passionate people to join our Maestro community and help create meaningful change as global citizens,” Jasmine adds. “And on a personal level, I’m grateful that this business constantly reminds me to prioritize my own wellbeing. As the company grows, I grow alongside it.”

Leadership with a Human Touch

As the founder, Jasmine focuses on people—her team,

partners, clients, and investors. She abides by the ‘Be-Human’ rule in all her dealings with others, guiding MaestroWellness with a leadership style that is both empathetic and collaborative.

“I’m responsible for setting the big picture, guiding the team, and building partnerships that move us forward. My leadership style is collaborative and empathetic. I’m passionate about empowering others, encouraging honest conversations, and challenging ideas because I believe fresh perspectives spark the kind of innovation that truly makes a difference,” expresses Jasmine.

Staying Balanced in a High-Stakes World

For Jasmine, maintaining equilibrium in her personal and professional life is non-negotiable. She commits to self-care through regular exercise, mindfulness practices, and quality time with family and friends. Mentoring university students and supporting NGOs further grounds her in purpose.

“Setting clear boundaries between work and personal time helps me recharge so I can stay focused and effective. From time to time, I’ll take time out to confer with myself and tap my thinking power,” she shares. That quiet reflection fuels her thinking and recharges her drive.

A Vision for the Future of Wellness

Looking ahead, Jasmine envisions MaestroWellness scaling its impact by forming strategic partnerships and pushing the boundaries of digital innovation. She wants to make wellness accessible, meaningful, personalized, and integral to daily living.

Her larger vision?

Jasmine explains, “My vision is to embed wellbeing into everyone’s DNA, creating a future where health and longevity are not just goals but a way of life.”

On a personal level, Jasmine remains committed to adaptability and lifelong learning to guide her team through this next chapter of growth. As she aptly puts it, “As the company grows, I grow alongside it.”

Words of Wisdom for the Next Generation of Leaders

To aspiring entrepreneurs and leaders, Jasmine offers sage advice: embrace your unique journey, stay true to your voice and values, and don’t shy away from discomfort—it’s often where growth resides.

“My advice to aspiring leaders and entrepreneurs is to embrace your unique journey and stay true to your values and voice. Build resilience and adaptability—these qualities will help you navigate challenges. Push yourself beyond your comfort zone and keep learning, especially about new technologies, as the world is evolving fast. Most importantly, prioritize building a strong support network. Mentorship and collaboration are key to growth, innovation, and lasting success,” she shares.

Living the Mission

Through her life and work, Jasmine Liu embodies the spirit of purposeful leadership, combining curiosity, compassion, and innovation to empower others to thrive, both inside and out.

Deputy of Investment Promotion Invest Hong Kong

DR. KIM J. ZIETLOW

The Visionary Leader Transforming FDI and Shaping Asia’s Economic Future

Among the most visionary minds shaping Asia’s economic transformation in 2025, Dr. Kim J. Zietlow stands tall. Dr. Zietlow’s professional journey—marked by agility, resilience, and global foresight—perfectly mirrors the dynamic trajectory of his current organization, Invest Hong Kong

Dr. Kim J. Zietlow has built a global career in foreign direct investment (FDI) through bold career moves, relentless learning, and a mindset defined by one word—“forward.” As of October, when he will take over the lead of Invest Hong Kong’s Berlin office with eight countries under his purview, he is at the forefront of shaping the city's investment landscape driven by foreign enterprises amid its technological and economic transformation.

A Global Journey That Started with Chaos, Coffee, and Consulting

At just 22, fresh out of business and econ studies, Kim dove headfirst into strategy consulting at McKinsey—cue the whirlwind of private equity deals, energy mergers, and turning around industrial giants. "My schedule was intense, the days were long, and the learning curve was steep," he reflects. "I remember my first project manager who often continued working from the hotel lobby well into the night. Another made 10k morning runs a daily team building ritual before kicking of the work day. Those moments of shared preparation and exchange weren’t just part of the job—they were what kept the momentum going." he added. Those formative years were packed with high-pressure project rooms and early morning brainstorms that laid the groundwork for his fearless career evolution.

From fast-paced consulting gigs to startup experiments, Kim’s journey took a sharp turn in 2016 when he relocated from Berlin to Riyadh to witness the Kingdom’s bold metamorphosis into a global economic powerhouse. By 2019, he had returned to Germany, leveraging his regional expertise in foreign direct investment (FDI) advisory services for GCC agencies. After a brief detour as “Head of Startups & Digital Ecosystems” at Germany Trade and Invest, he travelled the world —from Tbilisi to Suva, Dushanbe to Dhaka, Colombo to Muscat and Xiamen to Abu Dhabi—where he trained hundreds of investment promotion

professionals, shaped country investment attraction strategies, and shared insights at international investment summits.

Today, Dr. Zietlow plays a pivotal role at Invest Hong Kong, one of the world’s most successful investment promotion agencies. “About a year ago, I jumped into a new adventure with Invest Hong Kong—right as the city hit warp speed on its transformation. From digital assets and blockchain to AI innovation and robotics, Hong Kong is making waves, and I’m thrilled to be part of it,” he shares.

Running on Insight: How Late Nights and Global Flights Shaped a Visionary

Both milestones and missteps have shaped Kim’s personal and professional development. “Growth is not always loud—it often sneaks in slowly, hidden behind late-night reflection or some brutally honest feedback from supervisors and clients. Some lessons took years to land, but when they did, they stuck,” he reflects.

“My first real wake-up call came at university, where top high school grades could not crack differential equations or help navigate cultural nuance with peers from 20+ countries. That shiny certificate opened the door, but it did not walk me through,” he added.

Challenges far beyond Kim's comfort zone became powerful catalysts: Whether it was soloing with a symphony orchestra on his cello, running a marathon every month for a year or almost leading a boardroom meeting in Bangladesh in flip-flops and shorts—every quirky challenge etched an important lesson on his roadmap, each one leaving its own colorful mark on the journey.

Falling Into FDI: A Profession Few Dream Of—But Many Need

No kid dreams of growing up to be an FDI advisor let’s face it, it’s not exactly playground banter. The role flies under the radar, with no degree track and often little glamour or glory. I stumbled into the world of foreign direct investment through my passion for international business and a consulting background,” he says with a laugh. But thanks to his foundation and a few lucky circumstances, Kim found his calling in this complex, underappreciated arena. “Turns out, the FDI universe is wildly diverse—where else would a lawyer vetting cross-border deals rub shoulders with a UNCTAD

policy guru reshaping economic regimes or a sector specialist helping companies set up shop and dig up government funds to help the company grow further?”

“Over the years, I have worn many hats in this field: leading FDI campaigns, training teams, crafting strategy, and guiding companies through global site selection mazes. Those experiences are now my compass at Invest Hong Kong, helping me navigate this dynamic space with confidence and purpose,” Kim continues.

Leadership That Shows Up—Even Without a Title

With years of experience leading investment campaigns, shaping policy strategies, and guiding companies through international expansion, Kim’s leadership at Invest Hong Kong is both mission-driven and tactical. He didn’t pursue leadership for the spotlight—he just wants to make a meaningful impact.

“Leadership did not come from ambition—it came naturally, like stepping into an empty spotlight. From my early university days, I found myself at the front: heading the student-consulting group at my university, presenting case studies to seasoned McKinsey professionals (while being the youngest in the room), or leading the cello section at California and Berlin student orchestras,” Kim shares.

“I never chased leadership—I just stepped up to fill leadership gaps. And judging by the feedback from peers and colleagues, I might not be that bad at it either,” he added.

Balancing It All: The “Just Do It” Philosophy

Finding balance in such a high-octane role wasn’t easy—but Kim cracked the code. “It took me a few years to crack the code on work-life balance. Sure, planning, delegation, and calendars help. But the real game-changer? Cutting the fluff and embracing the ‘just do it’ mindset. Whether it’s a freezing pre-dawn run or juggling meetings on zero sleep, shifting from ‘if’ to ‘how’ keeps me moving. However, equally important I learnt to say ‘no’ when appropriate and not drown in whatever’s thrown my way,” he shares.

Advice for Aspiring Leaders

Looking forward, Dr. Zietlow envisions Invest Hong Kong becoming the most critical hub for meeting the financing needs and partners for technological innovation in AI, life sciences and sustainability to scale globally.

His own personal and professional goals align tightly with this trajectory. He aims to turn the Berlin office of Invest Hong Kong into a powerhouse team, form strategic partnerships across Europe and setting new standards in value creation for companies expanding to Asia.

For those aspiring to follow a similar path, he offers this powerful message:

“Listen, reflect, focus and apply yourself. And remember it is never about you – make merciless customer centricity and sharp service delivery your priority, every single day.”

Global Investment Footprint —One Forward Step at a Time

With a career spanning continents, industries, and cultures, Dr. Kim J. Zietlow is not just navigating the world of FDI—he's redefining it. As Hong Kong rises in global economic stature, leaders like him are ensuring it does so with purpose, innovation, and relentless forward motion.

From McKinsey to Muscat, cello solos to C-suite strategy, Dr. Kim J. Zietlow has proven that impactful leadership is not about fitting into a role—it’s about expanding it. In the fast-paced world of global investment, he remains one of the most compelling figures of 2025—a true advocate of progress, connection, and forward motion.

SOWMYA IYER

The Resilient Voice Behind Clarity Communication

Founder & CEO

Clarity Communication

Rooted in resilience, Sowmya Iyer, Founder and CEO of Clarity Communication, began her 25-year journey in Public Relations, but didn’t start with a grand plan. With no formal background in mass communication, no influential network, and no clear direction, what began as a chance opportunity quickly evolved into a calling. She stayed in the field because she loved the complexity, the pace, and the human aspect of communications. Over the years, Sowmya worked with agencies where she led mandates for brands like Sids Farm, Equiniti India, BattRE Electric Mobility, Brightsun Travel, and many more. Each role deepened her understanding of how brands grow, falter, and rise again.

In 2016, she founded Clarity Communication with a simple goal: to bridge the gap between promise and delivery in PR. Today, Clarity is a reflection of that purpose, trusted by brands that value honesty, action, and real-world strategy.

The Influences That Shaped Her Path

Professionally, the most consistent influence in Sowmya’s journey has been her clients, especially those who were tough to please. Their high expectations pushed her to stretch beyond her comfort zone, ask better questions, and find sharper answers. Each demanding brief became a turning point, sharpening her approach and deepening her clarity.

On a personal level, two transformative experiences shaped her leadership style. First, her training with Rajiv Talreja helped her redefine what it truly means to lead. Second, her time at IIM Bangalore through the Goldman Sachs 10,000 Women Program, which gave her a structured understanding of business growth, not just as a founder, but as someone responsible for people and performance.

An Accidental but Purposeful Career

Sowmya’s career in PR didn’t begin with ambition—it began by accident. In the early 2000s, she started as a generalist in client servicing roles spanning media planning to brand coordination. But somewhere along the way, she found herself captivated by the power of

storytelling. She realized that communication wasn’t just a skill—it was a catalyst.

With no formal PR background, Sowmya learned everything on the job. From pitching to crisis handling to media strategy, every experience became a valuable classroom. So when she launched Clarity, she wasn’t guessing—she was building from lived insight. Her path may not have been conventional, but it equipped her to lead with empathy, strategy, and substance.

The Turning Point: A Mission Built on Transparency

The idea for Clarity was born while Sowmya was working at a mid-sized agency. She witnessed brands falling through the cracks—not because they lacked value, but because their stories were poorly told. There was a constant mismatch between client expectations and agency delivery. That disconnect became impossible to ignore.

“Clarity was born to fix that. My mission was to build a firm where transparency wasn’t an exception but the norm. Where clients didn’t need to chase updates or second-guess metrics. Over time, this mission has evolved. Today, Clarity is also about mentoring startups, supporting early-stage founders, and training the next generation of PR professionals to value substance over spin,” says Sowmya.

Early Hurdles and How She Overcame Them

The early days of Clarity were filled with challenges. The biggest hurdle? Trust. As a new founder without legacy backing, Sowmya had to prove herself repeatedly. The initial phase was riddled with failed pitches, fruitless meetings, and moments when doubt was louder than belief.

But she persevered. She focused on results—not noise—and let the work speak for itself. One client became two, and soon two turned into referrals. Clarity’s credibility began to take root.

The second major challenge was building the right team. Sowmya wasn’t looking for people to simply follow processes—she needed thinkers, questioners, and builders. While that took time, once the right people

came aboard, Clarity’s culture began to reflect its core values.

What Clarity Communication Stands For

Clarity is a communications firm built on one simple principle: do the work before you promise the result. The firm focuses on media strategy, reputation management, thought leadership, and content that delivers real impact—not just good optics.

Its unique differentiator is the clarity-first method This approach assesses a brand’s readiness and its real narrative before creating a roadmap. Clarity aligns PR with business goals, not just brand campaigns.

“Looking ahead, we’re also expanding our digital capabilities in 2025. That includes narrative design for emerging sectors like climate tech and AI-led platforms, as well as launching The Bell Jar Internship Program to nurture ethical, hands-on PR talent from the ground up,” asserts Sowmya.

Leadership, Culture, and Responsibility

As the founder, Sowmya sees her core responsibilities as protecting the vision, building the culture, and solving problems before they affect clients. She works across strategy, business development, and internal mentoring, staying close to both people and process.

“In a few words, I’d call my leadership style: empathetic, hands-on, and deeply accountable I give people space, but I also stay present. I don’t believe in micromanaging, but I also don’t believe in checking out,” says Sowmya.

Striking a Balance: Life and Leadership

Work-life balance, for Sowmya, is not a formula—it’s a rhythm. “Some days are all work, others give space for pause. What keeps me centered is my morning routine. I spend quiet time journaling or just reflecting with coffee in hand,” says Sowmya. This stillness helps her carry clarity into the day.

“I also prioritize life beyond work. Whether it’s reading, spending time with family, or mentoring young professionals, these moments refill my energy. Most

importantly, I’ve learned the power of delegation and trust. You can’t scale if you don’t let go,” she says.

Clarity’s Road Ahead

The future is full of potential for Clarity Communication. Clarity is evolving—moving into new sectors like femtech, agritech, and sustainable innovation industries where authentic storytelling is vital.

“I want Clarity to lead in crafting those narratives. We also want to provide value-added services like PR Analytics, where we have already tied up with a firm,” assures Sowmya.

“Operationally, we’re strengthening leadership depth within the team. I want to build a mid-management layer that can lead with ownership, not just execution. Personally, my goal is to create more platforms for learning. I want to write more, speak more, and build communities that uplift the next generation of communicators. Professionally, I want to preserve what Clarity stands for while allowing it to scale in a way that still feels personal,” she resumes.

A Word to Aspiring Entrepreneurs

Sowmya’s advice to young leaders and entrepreneurs is grounded in authenticity: “Start with honesty. Know why you’re doing what you’re doing. If your only goal is visibility, the industry will burn you out. But if you’re here to build value for your clients, your team, and your market, you’ll last,” says Sowmya.

“Don’t wait to feel ready. Start with what you have, and learn as you go. Trust your instincts, but stay open to feedback. Build systems that reflect your ethics. Surround yourself with people who call you out when needed. And finally, stay kind. This is a tough industry, but kindness is still your strongest differentiator,” she adds.

SANJAY AGRAWAL

A Visionary, Redefining Business Growth and CSR at Ramesh Corp., Nepal

Executive Director

Ramesh Corp.

Since its roots in 1975, Ramesh Corp. has stood as one of Nepal’s most influential business groups, shaping industries from mobile technology to consumer electronics, interiors, and social impact. At the helm of its next phase of growth is Sanjay Agrawal—an Executive Director whose journey blends legacy, innovation, and an unshakable vision for the future.

“I am visionary—not for claiming to see the future, but for committing to create it: by spotting opportunities before they become trends, turning limitations into lasting possibilities, and making bold, purposeful moves from introducing brands like Xiaomi, Gionee, and Colors in Nepal to redefining CSR through the Ramesh Gupta Memorial Trust,” says Sanjay.

Accolades and Industry Roles

▪ Awarded as one of South Asia’s Top 10 Business Leaders (2022) by CEO Insight Asia

▪ Vice President, Mobile Phone Importers’ Association (MPIA)

▪ President, Nepal-Italy Chamber of Commerce & Industry (NICCI)

▪ Known as “Mobile Man” for pioneering mobile & digital dominance in Nepal

▪ Launched “Mission Zero” campaign for childhood cancer awareness through RGMT

The Journey from Childhood to Career Start

Born into a business family steeped in trade and industry, Sanjay grew up amidst conversations about entrepreneurship, ethics, and evolution. As the Executive Director of Ramesh Corp., representing the second generation of a five-decade-old legacy, he has been instrumental in transforming Ramesh Corp. into a multi-sectoral powerhouse in Nepal—spanning mobile, electronics, consumer durables, tiles, wires, and, more recently, social impact initiatives.

Influences that Shaped the Leader

The most profound influence in Sanjay’s life has been his father, whose entrepreneurial resilience, integrity, and belief in business as a force for good became the foundation for his approach. From watching him navigate business challenges with dignity and clarity, Sanjay learned that true success is measured not just in numbers but in the value delivered to people’s lives.

Professionally, he draws inspiration from both global innovators and local leaders—those who see emerging economies like Nepal not as constraints, but as a canvas for transformation.

Carving His Path

with Vision, Purpose, and Bold Moves

Coming from a family business background, Sanjay’s path naturally inclined him toward entrepreneurship. But he chose to redefine the inherited business rather than simply continue it. With formal business education and global exposure, he brought structure, scale, and innovation to what was once a traditional trading setup.

Under his leadership, Ramesh Corp. expanded into smartphones, IoT devices, tiles, and electronics, while forging strong partnerships with Xiaomi, Gionee, Nokia, Colors, Kajaria, and boAt. He quickly learned that adaptability, foresight, and passion for progress are just as vital as industry expertise.

A Turning Point in the 2000s

Although Ramesh Corp.’s origins trace back to the 1970s, a major pivot came in the early 2000s when Nepal’s telecom and technology landscape began evolving rapidly. Recognizing a gap between global market offerings and what Nepali consumers had access to.

Agrawal steered the company toward a founding mission that endures today: “Enhance lives through innovation, quality, and trust.” From being a distributor of mobile devices to launching Nepal’s own OEM brand COLORS to becoming category creators and lifestyle enablers, Ramesh Corp.’s vision evolved into a lifestyle enabler and category creator—offering global quality with local care.

Defeating the Early Hurdles

Entering a price-sensitive and relatively untapped market like Nepal was no easy feat and came with its share of skepticism. Distribution networks were fragmented, digital adoption was low, and consumer trust in new brands was fragile.

“We overcame these challenges through a combination of ground-level execution and top-level branding. We built strong retail and channel ecosystems, created marketing narratives tailored to the Nepali market, and focused on after-sales service, localized promotions, and community trust,” says Sanjay.

Navigating Nepal’s complex regulatory and taxation frameworks for imports and electronics was another challenge—one tackled through legal compliance, proactive government dialogue, and leadership roles in industry associations, including his current role as Vice President of the Mobile Phone Importers’ Association (MPIA).

Defining Ramesh Corp.

More than a conglomerate, Ramesh Corp. positions itself as a change enabler. Its portfolio spans mobile technology,

consumer electronics, digital finance, tiles and interiors, and social impact.

Key innovations include:

▪ Pioneering the mobile bundling business with Ncell (the first in the country).

▪ Launching homegrown mobile brand Colors—the first Nepali smartphone brand with nationwide reach.

▪ Introducing the Gionee smartphone, boAt lifestyle audio, and Kajaria Tiles to Nepali consumers and homes.

▪ Making Xiaomi the most loved and No. 1 smartphone brand in Nepal through our strong distribution channel.

▪ Establishing the Ramesh Gupta Memorial Trust (RGMT) for childhood cancer awareness and treatment.

What sets the company apart is its people-first innovation and Nepal-first growth mindset.

Leadership Approach

Sanjay describes leadership as “an evolving art.” His style is collaborative yet decisive, rooted in empathy, vision, and execution. He believes in empowering teams, listening actively, and then driving action with clarity and speed.

Core responsibilities as Executive Director:

▪ Setting the strategic direction of the group across sectors.

▪ Leading brand partnerships and investment decisions.

▪ Driving innovation and expanding market relevance.

▪ Nurturing the next generation of leaders within the group.

▪ Championing social impact via CSR and sustainability goals.

Balancing the Demands of Leadership

For Agrawal, work-life balance is intentional. Delegation and trust allow him to focus on strategy while empowering others to lead operations. His mornings begin with reflection, exercise, and reading. Family time, community engagement, and travel keep him grounded and inspired. Travel—both for business and personal renewal—remains a vital source of inspiration.

Vision for the Next Two Years

Sanjay envisions three major shifts for Ramesh Corp.:

1. Digital Transformation—integrating technology across supply chains, retail, and customer engagement.

2. Youth-Centric Innovations—Tapping into Gen Z preferences via smart devices, fashion electronics, and affordable lifestyle upgrades.

3. Global Collaborations—expanding regional presence and diversifying imports into Made-in-Nepal

innovations with the product development that they are doing with Litmus Cables & Kajaria Tiles.

“On a personal level, I want to invest more in leadership development, so we have agile teams driving each business independently. Strategically, I’m focused on making Ramesh Corp. not just a market leader—but a market creator,” envisions Sanjay.

Advice to Aspiring Leaders

“Start with clarity, stay with courage,” says Sanjay. He urges aspiring entrepreneurs to embrace resilience, ethics, and purpose—while staying close to their people, understanding markets deeply, and never compromising on quality or trust.

In his view, success is not about how fast you rise, but how sustainably you lift others along the way.

Managing Director of Shree Renga Polyester Pvt. Ltd. & Co-founder of EcoLine Clothing

SENTHIL SANKAR

Turning 1.5 Million Plastic

Bottles

a

Day into Fashion That Changes the World

In an era where sustainability is often spoken of but rarely scaled, Senthil Sankar stands as a transformative force—bridging innovation, impact, and entrepreneurship. As the Managing Director of Shree Renga Polyester Pvt. Ltd. (founded in 2008 by his father, Mr. Sankar K, and headquartered in Karur, Tamil Nadu, India) and Co-founder of EcoLine Clothing (launched in 2020 as India’s first fully sustainable and traceable fashion brand), Senthil has redefined what’s possible in the textile industry.

From Plastic to Prime Minister: Senthil

Sankar’s

Journey to Sustainable Fashion Leadership

Under his leadership, the company has pioneered bottle-to-fabric technology, dope-dyed manufacturing, and a global decentralisation model for polyester recycling. From recycling over 1.5 million PET bottles daily to creating garments worn by Prime Minister Narendra Modi on global forums, Senthil’s journey embodies purpose-driven leadership at its finest—earning him the title of Asia’s Most Admired Leaders 2025

Rooted in Innovation and Legacy

Born into a family where entrepreneurship and innovation were more than business—they were a way of life, Senthil’s professional journey began with a Mechanical Engineering degree from Vellore Institute of Technology and executive education at IIM Ahmedabad. His early career at Tata Consultancy Services sharpened his analytical and problem-solving skills, but his heart remained in manufacturing, sustainability, and the opportunity to create a tangible impact.

Returning to his roots, he took the helm at Shree Renga Polyester and co-founded EcoLine Clothing—India’s first fully sustainable, traceable fashion brand made from recycled PET bottles. His work is driven by a deep commitment to turning waste into value, making sustainability scalable, and creating models that local entrepreneurs worldwide can replicate.

“I am a builder—not just of companies, but of ideas, systems, and people. I believe in creating legacies that outlast me,” says Senthil.

Lessons from a Visionary Father

The most profound influence in Senthil’s life has been his father, K. Sankar, the founder and Chairman of Shree Renga Polyester. “He taught me that success is not measured only by profit, but by the positive change we create in people’s

lives. Watching him build a recycling business from scratch, at a time when sustainability was not yet a buzzword, deeply shaped my values,” shares Senthil.

“My father now spearheads research, development, and new product creation, while both of us mentor and nurture entrepreneurs and startups—because we truly believe that fostering startups is the foundation of nation-building,” he added.

A defining career moment came when Prime Minister Modi wore an EcoLine jacket at various international forums and on the world stage. It was not just a proud moment—it validated years of persistence, innovation, and belief in the power of sustainable manufacturing from India for the world.

Finding Opportunity in Waste

“My decision to enter the polyester recycling and sustainable fashion industry came from the realization that India’s waste problem was also a massive untapped resource. My background in engineering gave me the technical understanding to optimize manufacturing processes, while my IT experience trained me to think in systems, data, and scalability,” says Senthil.

His executive training at IIM Ahmedabad added strategic thinking and business acumen, enabling him to lead a vertically integrated operation—from recycling PET bottles to making garments. This blend of technical, managerial, and visionary skill sets has been critical to growing a business that is both commercially viable and environmentally responsible.

From Spark to Vision: The Moment That Started It All

The pivotal moment that led him into polyester recycling came during a visit to a landfill, where Senthil witnessed mountains of discarded PET bottles. He realized these bottles could be reborn as high-quality fibers and garments, creating a closed-loop, zero-waste system.

The founding mission of EcoLine was simple yet ambitious: turn plastic waste into valuable products while reducing the carbon footprint of clothing. Over time, this mission has evolved into a global decentralisation model—helping local entrepreneurs worldwide set up bottle-to-fabric facilities, create jobs, and reduce reliance on global supply chains.

Equally important to this journey are the pivotal roles played by his family. His wife, Mrs. Jayashree Senthil, leads the SRP Foundation while also overseeing legal and HR functions, ensuring the business remains people-centric

and compliant. His mother, Mrs. Vijayalakshmi Sankar, brings her deep expertise to drive the technology backbone across all their companies, reinforcing innovation at every step.

Defeating the Early Hurdles to Succeed

When Senthil began, in the early years, convincing people that recycled polyester could match or even exceed the quality of virgin polyester was an uphill battle. The perception of “recycled” as “inferior” was deeply ingrained.

Overcoming this perception required relentless R&D, investment in dope-dyed technology (producing superior fibers and fabrics with massive carbon and water savings), and a focus on quality. From performance wear to Bhutan’s army clothing and India’s Siachen expedition gear, EcoLine proved that sustainability and performance could coexist.

Innovations Ahead of the Curve

Shree Renga Polyester and EcoLine Clothing form a vertically integrated ecosystem—from collecting PET bottles, converting them into hot-washed flakes, spinning them into high-grade yarns, and manufacturing fabrics and garments. Their dope-dyed technology eliminates traditional water-intensive dyeing, saving up to 95% water and significantly reducing carbon emissions. They integrate nanotechnology finishes for antimicrobial, UV protection, and odor-control properties—meeting and often exceeding global performance standards.

Upcoming plans include international expansion of decentralised manufacturing, textile-to-textile recycling, and developing bio-based polyester blends to further lower environmental impact.

Being a Leader Is an Attitude, Not a Title

“My core responsibilities include setting strategic direction, driving innovation, mentoring leadership teams, and building partnerships globally. I spend significant time evangelizing sustainability in forums, encouraging both industry and consumers to adopt circular economy practices,” says Senthil. “My leadership style can be summed up in three words: Vision-led, People-first, and Resilient,” he added.

Participating in Life and Business at a High Level

“For me, balance is not about equal hours—it’s about presence. When I’m at work, I’m fully engaged; when I’m with family, I’m fully there. I start my mornings with

reading and quiet reflection, and I make time for travel that inspires fresh ideas,” expresses Senthil.

“I also believe in building strong second-line leaders, which allows me to delegate effectively and free up time for strategic thinking, and for life outside work,” he continued.

Picture of the Future with Global Vision

Looking ahead, Senthil envisions that in the next two years, the company will transition from India’s leading sustainable textiles manufacturer to a global model for decentralised polyester production. Plans include advanced automation, AI-driven quality control, and expanding R&D into bio-based materials. Strategically, they will be forming partnerships across Asia, Africa, and Latin America to replicate their model locally.

“Personally, my goal is to build an ecosystem that outlives my direct involvement—empowering local entrepreneurs, creating green jobs, and ensuring that sustainable fashion becomes the norm, not the niche. Professionally, I want EcoLine to be synonymous worldwide with quality, innovation, and environmental stewardship,” asserts Senthil.

A Tip to the Starters

Senthil’s message to future changemakers is clear:

“Focus on impact over applause. Build something that solves a real problem and can stand the test of time. The journey will be long, and challenges will be plenty, but your conviction must outlast the noise.”

“Also, don’t be afraid to combine profitability with purpose—the two are not mutually exclusive. The future belongs to businesses that are not just successful, but significant.”

WOMEN LEADERSHIP IN INDIA

Pallavi Salgaocar

Despite a considerable number of women entering the workforce at entry-level positions, their representation significantly declines as they ascend to higher leadership roles. This phenomenon, termed the ‘Leaky Pipeline,’ is characterised by a stark reduction in female representation from entry-level to leadership. Less than 30% of women hired at entry-level eventually reach top positions, in contrast to their male counterparts, underscoring the necessity for targeted interventions to advance women up the corporate ladder.

Over the past few decades, Indian women have made remarkable strides in politics, business, academia, and the social sector. Yet, men continue to predominantly hold the reins at the senior-most levels as women’s representation in leadership roles remains disproportionately low. While sectors such as professional services, healthcare, and education demonstrate relatively higher female representation, industries like construction, oil, gas, mining, and utilities lag significantly behind, highlighting the varied gender parity across sectors.

A primary barrier to women’s advancement in corporate India is the so-called “Broken Rung” stage, typically occurring when women reach mid-level positions around their thirties, often coinciding with marriage or starting a family. At this stage, domestic responsibilities make it challenging for many women to commit to the extensive working hours usually required for senior positions. Moreover, unconscious biases embedded in recruitment and promotion processes frequently favour male candidates. Social norms and attitudes concerning marital status and motherhood further exacerbate gender inequality, often disqualifying capable female candidates from leadership roles. Additionally, industries that require extensive travel or lack gender-sensitive infrastructure experience a higher dropout rate among women.

Between 2017 and 2025, India witnessed substantial growth in the number of women occupying leadership positions. The number of women in boardrooms doubled from approximately 4.5 lakh to 9.1 lakh, and their representation in senior management roles increased significantly from 23,685 to 38,745. Likewise, women in other managerial roles rose from 4.3 lakh to 8.8 lakh by 2025. Despite this progress, the overall proportion of women in leadership has only marginally improved.

Globally, women constitute about 41.8% of the workforce and hold around 32.1% of senior leadership positions. However, in India, around 18.5% of managerial positions are held by women, significantly below the global average

(as per 2024 data). Informal appointments to boards, opaque appointment processes, and male-dominated networks perpetuate the underrepresentation of women. Often, the same pool of male directors gets recycled across various companies because organisations frequently seek prior board experience, inadvertently excluding women.

Key barriers deterring women’s leadership aspirations include domestic responsibilities (41%), gender bias (23%), limited access to networking and mentorship (13%), lack of equal opportunities (12%), unequal compensation (6%), and other factors (5%). Encouragingly, women’s dropout rates have declined in 49% of organisations over the past five years, driven by heightened aspirations, increased confidence, educational advancements, and a strong desire to contribute effectively to the corporate sphere.

Indian regulations mandate the inclusion of at least one woman director on the boards of listed companies. Given that women constitute nearly half of the population, experts recommend elevating female representation on boards to at least 30% to derive substantial organisational benefits. With fewer women in mid-management, organisations must prioritise meaningful participation and proactively upskill women to remain competitive in an evolving job market. Also, outside professional executive women directors (non-promoters) hold just 7% such directorship positions as per a report from Prime Database.

Industries must actively embrace Diversity, Equity, and Inclusion (DEI) policies to enhance women’s employability. These policies should involve revising recruitment and promotion strategies, improving workplace conditions—such as providing clean and accessible facilities—and adopting flexible hybrid working policies wherever feasible. Enforcement of equitable pay practices, policy reforms, and initiatives promoting equal distribution of domestic responsibilities, including paid paternity leave, are also vital.

Mentorship and skill development programs facilitated by industry associations and academic collaborations can substantially empower women. Networking and peer support groups must be established, alongside governmental incentives—such as awards, certifications, and publicity—to encourage industries to adopt gender-inclusive practices. Robust data collection tracking women’s career trajectories will highlight areas needing improvement and guide targeted interventions.

Following the COVID-19 pandemic, several companies have curtailed remote working practices, significantly impacting women who had benefited from flexible arrangements. While specific sectors, such as software development and consultancy, continue to accommodate

remote work, in other roles where creative thinking, brainstorming, problem-solving, and collaboration are essential, people need to be in offices; otherwise, they are sidelined.

According to The Economic Times, the Marching Sheep Inclusion Index 2025, which evaluated 840 listed companies across 30 sectors, businesses with greater female leadership reported a 50% higher Profit After Tax (PAT). However, women remain significantly underrepresented in key decision-making positions. Currently, women account for only 22% of the workforce in these companies, which is lower than the 28% recorded by the Periodic Urban Labour Force Survey (2023–24).

Parallel findings from the World Bank and International Finance Corporation (IFC) indicate that in emerging markets, women-led startups receive only 11% of seed funding, causing women’s start-ups to face a funding winter. This financial disparity is severe; it states that inclusion should not be treated as a box-ticking exercise under CSR, but rather seen as a core value. Without addressing internal systems of access, power, and accountability, the report warns, efforts toward inclusion may remain surface-level.

Encouragingly, various industry associations are actively prompting businesses to prioritise gender diversity in leadership roles. Companies such as IKEA India and KPMG have pledged to achieve 50% female representation in leadership by 2030. Furthermore, the Indian Institute of Corporate Affairs, along with prominent associations like Assocham, Laghu Udyog Bharati, CII, FICCI, and Chambers of Commerce, regularly organises workshops and training sessions aimed at upskilling women for leadership positions.

Additionally, initiatives like the Taj Group of Hotels’ ‘Second Innings’ program encourage women to re-enter the hospitality industry after career breaks. ‘Returnship programs’, designed explicitly to reintegrate women into the workforce after extended breaks, are crucial for accelerating women’s advancement into leadership positions. Facilitating women’s participation in industry conferences, networking events, and forums can significantly enhance their visibility and provide valuable connections and opportunities.

Companies must set tangible hiring targets for women. For instance, a Mumbai-based consultancy mandated that women comprise 50% of its new campus recruits. The diversity head said, “We don’t want a conversation on why we want a gender balanced team, but conversations on how to make it work.”

Women should be encouraged to undertake challenging assignments, their successes highlighted prominently, and

platforms provided to amplify their voices. Opportunities for shadowing senior leaders can bolster women’s confidence and prepare them effectively for top roles. Regular feedback from female employees and open communication channels are essential for proactively addressing gender-specific issues.

Promoting gender parity is a ‘Work-in-progress’ as the Industry and Government partner together to promote it at the national, organisational, family, and individual levels. Companies around the world with the most diverse workforces have outperformed others, as diversity ignites innovation, encourages creativity and strengthens problem-solving. Women constitute 49% of the population in India , and as more women join the workforce, it is essential to forge a corporate culture that empowers them and encourages them to break the glass ceiling.

Pallavi Salgaocar

Is a Chartered Accountant and Executive Finance Director of Geno Pharmaceuticals Pvt Ltd. She’s a first-generation Entrepreneur and founder of the Bakery chain in Goa Desserts N More- manufacturing and retailing cakes, pastries, savouries, cookies and breads through its Self-operated shops, Franchisees, Express Counters and Supermarkets. She’s the Goa State President of Laghu Udyog Bharati, Assocham Goa Women Empowerment Chair and a member of the Managing Committee of GCCI. She is also a director in Bicholim Urban Co-operative Bank and a columnist.

The Great Talent Standoff

– Why Top Performers Are Walking Away

In boardrooms, HR departments, and leadership meetings across the world, one conversation is becoming more urgent by the day: Why are top performers leaving?

This phenomenon—now dubbed the “Great Talent Standoff”—captures the growing wave of high-performing employees who are walking away from seemingly stable jobs. Unlike past decades, when career loyalty was expected and rewarded, today’s top talent has shifted priorities. They are no longer willing to settle for stagnant growth, toxic cultures, or leadership that undervalues their contributions.

The implications are massive. Studies show that high-performing employees are up to 400% more productive than average workers—and in highly complex

roles, like engineering or software development, they can be up to 800% more valuable. Losing just a handful of these individuals can set back innovation, reduce team morale, and weaken a company’s competitive edge.

So why are these high-impact professionals leaving—and more importantly, what can leaders do to retain them?

Why High Performers Are Walking Away

1. Lack of Career Growth and Development

Top performers are wired for growth. They crave opportunities to learn new skills, take on bigger challenges, and move forward in their careers. When organizations fail to provide clear promotion pathways, mentorship, or

continuous learning opportunities, talented employees start feeling stuck.

Data Insight: A LinkedIn Workplace Learning Report found that 94% of employees would stay longer at a company if it invested in their career development.

How to Fix It:

▪ Create transparent promotion pathways and communicate them openly.

▪ Offer access to professional certifications, workshops, and training.

▪ Encourage lateral moves that keep work dynamic and engaging.

2. Poor Work-Life Balance

Gone are the days when burnout was a badge of honor. Today, high performers are seeking balance, flexibility, and personal well-being. Excessive workloads, late-night emails, and unrealistic expectations send a strong message: the company values output more than people.

Stat to Note: A Deloitte survey found that 77% of professionals have experienced burnout in their current jobs—and high performers are often the most at risk.

How to Fix It:

▪ Offer flexible scheduling and hybrid or remote work options.

▪ Normalize disconnecting after hours.

▪ Model healthy boundaries from leadership downward.

3. Toxic Work Environments

A high paycheck can’t make up for a toxic culture. Negativity, favoritism, lack of trust, or tolerance for mediocrity can drive away even the most loyal employees.

How to Fix It:

▪ Foster inclusion, trust, and open communication.

▪ Set clear expectations for collaboration and respect.

▪ Address toxic behaviors quickly and transparently.

4. Weak Leadership & Lack of Support

The age-old phrase holds true: Employees don’t leave companies—they leave managers. Poor communication, micromanagement, or lack of recognition from leaders can undo years of loyalty.

How to Fix It:

▪ Invest in leadership training focused on emotional intelligence and communication.

▪ Hold regular one-on-one check-ins to discuss goals and challenges.

▪ Encourage leaders to mentor, not micromanage.

5. Lack of Recognition and Appreciation

Top performers rarely demand applause, but they do want their extraordinary efforts acknowledged. When organizations treat exceptional output as routine, employees disengage.

According to Gallup, employees who feel recognized are 5x more likely to stay.

How to Fix It:

▪ Recognize achievements in specific, meaningful ways.

▪ Provide both monetary and non-monetary rewards.

▪ Celebrate contributions publicly in team or company-wide meetings.

6. Compensation That Doesn’t Match Market Value

High performers know their worth—and in a competitive talent market, they won’t stay where they’re underpaid.

How to Fix It:

▪ Conduct regular market benchmarking for salaries and benefits.

▪ Offer performance-based bonuses and stock options.

▪ Expand non-monetary perks like extra PTO, flexible work, or wellness benefits.

7. Lack of Purpose and Meaningful Work

Top talent wants more than just a paycheck. They want to know their work matters and contribute to something bigger. If daily tasks feel disconnected from the company’s mission, disengagement follows.

McKinsey research shows that 70% of employees define their purpose through work.

How to Fix It:

▪ Connect projects to company goals and societal impact.

▪ Give employees ownership and autonomy over meaningful initiatives.

▪ Regularly remind teams of their role in driving the organization’s vision.

8. Inconsistent Company Vision

When companies send mixed messages about values, goals, or direction, employees feel confused—and eventually, distrustful.

How to Fix It:

▪ Consistently communicate the company’s mission, values, and strategy.

▪ Align leadership messaging to avoid contradictions.

▪ Reinforce the “why” behind major business decisions.

9. Lack of Autonomy and Trust

Micromanagement stifles innovation. High performers thrive when trusted with freedom to explore, problem-solve, and execute in their own way.

How to Fix It:

▪ Define clear outcomes, not processes.

▪ Trust employees to deliver while providing resources and guidance.

▪ Shift from micromanagement to supportive oversight.

10. Lack of Belonging

A sense of belonging is critical for retention. When top performers feel isolated or disconnected from the company culture, they will seek workplaces where they feel valued.

How to Fix It:

▪ Create inclusive environments where every voice matters.

▪ Build community through team collaboration and cross-functional projects.

▪ Encourage peer recognition and relationship-building.

What High Performers Really Want

Beyond avoiding the pitfalls above, high performers are clear about what keeps them engaged:

1. Recognition & Appreciation – Specific, tailored acknowledgment.

2. Opportunities for Growth – Stretch assignments and learning.

3. Clear Pathways for Advancement – Frequent, future-focused career discussions.

4. Autonomy & Trust – Freedom to innovate without micromanagement.

5. Alignment with Values & Purpose – Connection between personal values and organizational mission.

Case in Point: The Cost of Ignoring High Performers

Consider a mid-sized tech company that lost three senior developers in six months. Each had been producing high-impact work, leading projects, and mentoring juniors. Their reasons for leaving? Lack of recognition, poor leadership, and no clear advancement opportunities.

Replacing them took nine months, cost over $300,000 in recruiting and training expenses, and delayed two major product launches. The hidden cost? A drop in team morale and investor confidence.

This scenario isn’t unique—it’s playing out across industries. Ignoring high performers doesn’t just lead to turnover; it leads to stalled growth.

The Key to Retention: Invest in Your People

The Great Talent Standoff is a wake-up call for businesses. Retaining top performers requires more than competitive paychecks—it requires creating an environment where talent can grow, thrive, and feel valued.

Practical Steps for Leaders:

▪ Prioritize career development with clear growth paths.

▪ Foster a positive culture built on trust, inclusion, and accountability.

▪ Recognize contributions consistently and meaningfully.

▪ Offer flexibility and balance to support well-being.

▪ Communicate purpose and vision clearly and often.

At the end of the day, what high performers want isn’t complicated—they want to know that their efforts matter. They want to be challenged, supported, and connected to meaningful work. When organizations get this right, they don’t just retain talent; they build a workforce capable of extraordinary innovation and impact.

CEO & Co-Founder Avvanz

KANNAN CHETTIAR

A Disciplined Technopreneur Redefining Risk Management with Avvanz

Award-winning technopreneur, CEO & Co-Founder of Avvanz, international speaker, trainer, mentor, and judge—Kannan Chettiar embodies the spirit of discipline and innovation.

As the driving force behind Avvanz, Kannan has earned recognition as a visionary leader in technology and business transformation. His entrepreneurial journey is marked by awards, global speaking engagements, and a reputation for building future-ready organizations. Beyond boardrooms and stages, he actively contributes to the Infocomm Media Development Authority (IMDA) as a committee member, where he lends his expertise to shape industry growth.

Deeply committed to nurturing the next generation of innovators, Kannan serves as a mentor for startups and plays a critical role in evaluating groundbreaking ideas as a judge at Slingshot, SHRI, HRD Asia Awards, and Shark Tank events. His role as a trainer and thought leader has positioned him as a sought-after voice in business transformation and talent development.

Early Life and Professional Roots

Born and bred in Singapore, Kannan Chettiar’s journey began with a Bachelor’s degree in Electrical and Electronics Engineering (Hons) in 1996, just before the Asian Financial Crisis. His first role was at Future Electronics, an electronics distribution company in Montreal, Canada, where he started as a Sales Engineer. From there, his career grew rapidly as he took on Sales and Marketing roles in global giants such as Dell, e2open (founded by IBM), i-Sprint (an Acer company), Arrow Electronics, element14 (Farnell Group), and, later, First Advantage, a global background screening company.

It was this blend of technology acumen and business expertise that eventually led him to disrupt the industry by founding Avvanz in April 2016—a Tech-enabled ala eCommerce, Background Checking platform built to address the gaps he witnessed firsthand.

Disciplined: Balancing Leadership, Family, and Fitness

If pressed to choose one word that reflects him, Kannan doesn’t hesitate: “Disciplined.” From managing multinational teams across Asia, the Americas, and EMEA, to winning recognitions such as Executive of the Year – HR Technology, his career has been marked by consistency and drive. But Kannan isn’t just a corporate leader—he is also an international trainer, coach, judge at pitching

competitions, a mentor for startups, and a volunteer on government committees.

Beyond his professional achievements, Kannan is a proud father of two (a 23-year-old daughter and a 17-year-old son) who anchors his life in family and personal well-being. He sets a clear rhythm to his day—starting with emails, followed by workouts, healthy meals, and business calls. While running a global company means late-night obligations, he ensures time for health, family, and mental clarity. Every morning, he dedicates at least an hour to resistance training, swimming, jogging, or HIIT. This integration of work, wellness, and family underpins his technopreneurial journey, shaping a discipline-driven lifestyle that fuels both his resilience and his unwavering commitment to excellence.

Influences and Inspirations

Kannan credits much of his discipline to his father, a strict figure who emphasized the importance of keeping the mind engaged and active. Equally influential has been Singapore’s founding Prime Minister, Lee Kuan Yew, another major inspiration whose leadership, discipline, and dedication to health and hard work left a lasting impression.

Education and Career Choices

Though trained as an engineer, Kannan never spent a single day working as one. Drawn to people rather than machines, he began as a Sales Engineer and consistently excelled, topping performance charts and winning awards. Later, an MBA from the University of Birmingham helped him merge his technical knowledge with business strategy—skills that proved invaluable in building Avvanz’s tech-enabled solutions.

Founding Avvanz: From Intrapreneur to Entrepreneur

The entrepreneurial urge had always been there, but making the leap from intrapreneur to entrepreneur in his 40s was a pivotal decision. Life, he believed, was too short not to take risks. The founding mission of Avvanz was inspired by client pains he had witnessed in previous roles, and he managed to come up with disruptive solutions to solve these challenges. The very name—Avvanz, derived from the Maltese word for “Advance”—reflects the company’s commitment to helping clients overcome obstacles and move forward.

From Challenges to Catalysts of Growth

Launching as an unknown company posed challenges, especially in the risk management industry, where credibility is critical.

“Our first 10 clients came on board purely based on my personal merit. It was not easy, especially since we offer Risk Management Solutions. With sheer hard work, while building a high-performance team and focusing on being customer-obsessed, I got through the hurdles. Of course, support from family, advice from business partners, and divine intervention were key,” says Kannan.

With persistence, customer obsession, and the support of his family and partners, he built a strong foundation for Avvanz’s growth.

Avvanz: Multi-Award Winning ScreenGlobal Ensures Smarter, Safer Hiring and Redefining Trust

“Out of every 10 resumes or CVs, at least three pose some form of discrepancy—fake certificates, inflated employment credentials, undeclared criminal/financial offences, or a disturbing social media footprint,” says Kannan.

“Avvanz mitigates these risks through thorough background checks—more than 20 types of checks that cover 150+ countries. This means candidates could have studied, worked, or lived in any part of the world, and we can check on them,” he adds.

Avvanz is also the only screening company to offer due diligence on organizations themselves—a unique differentiator. With ISO27001 and ISO27701 compliance and continuous innovation through AI and RPA, Avvanz stands ahead of the curve in delivering trusted risk management solutions.

Leadership Philosophy

Kannan leads with a blend of Transformational and Shared Leadership styles. While managing CXOs directly, he fosters a startup-like culture across Avvanz’s six global offices. With employees ranging from 19 to 62 years old, he embraces a multi-generational workforce driven by creativity, energy, and engagement.

“My leadership style is Transformational Leadership blended with Shared Leadership elements. I constantly remind Avvanzers, ‘What would you do if this were your own business?’ As I always say, the best ideas come from those in the field,” he notes.

By empowering employees to think like owners, Kannan has cultivated a vibrant and collaborative work environment.

Future Vision

Looking ahead, Kannan is steering Avvanz towards greater automation with AI and RPA, freeing employees to spend more time with clients. Through Upskillerate, Avvanz’s sister company is dedicated to helping their clients upskill their workforce’s skills, competencies and accelerate success for them. He aims to drive growth not only within organizations but also across industries. Strategic acquisitions, alongside organic expansion, are also on the horizon.

On a personal front, Kannan intends to continue lifelong learning and eventually author a book—further extending his role as a thought leader in the industry.

Words of Advice

To aspiring leaders and entrepreneurs, Kannan’s advice is simple yet powerful:

“Understand the pains of your clients and build compelling solutions to solve them. The money will follow. Too many push products without solving real problems.”

Kirill Odintsov CRO & CDO

Skor Technologies

Both data science and analytics play key roles in any modern financial institution. But what are the similarities and differences between these two teams? What skills and personality types are best suited for each role? And how can we develop talent in both teams to ensure they drive real business impact?

In this article, I’ll attempt to answer these questions based on my experience working with and managing both types of teams across different geographies and companies. Please note that my conclusions are mostly driven from working in financial companies.

Starting with the Similarities

In simple terms, both teams share the common goal of using data to help the company achieve its objectives. The key difference lies in how they do it.

The Role of Data Science

Data Scientists support the business by automating and improving decisions through machine learning models. In financial institutions, the most typical example is credit risk modeling. A data scientist might build a machine learning model—most commonly using LGBM, XGBoost, or even logistic regression—to predict the probability of default for each client (default meaning the client fails to repay their loan). Based on this prediction, the institution can automate decisions like approval or rejection, pricing, and other underwriting parameters. Please note that while data scientists build the model how to practically use it is usually job of data analyst

This model-driven approach is far more efficient than using manual rules or evaluating clients one by one. Manual rules can’t handle many variables at once and are usually not statistically grounded. Manual underwriting, on the other hand, is time-consuming and lacks objectivity—and humans often struggle to account for multiple dimensions of data at once.

Another common use case is propensity-to-buy modeling, which estimates the likelihood of a customer taking a new financial product. These models help optimize call center resources and improve customer satisfaction by avoiding irrelevant marketing calls.

The Role of Analytics

Analytics, on the other hand, is less about building models and more about interpreting data to support and drive strategic decisions—typically at the portfolio level rather than the client level. For example, if credit risk starts increasing, a risk analyst’s job is to figure out why. What’s driving the change? What action should be taken to mitigate the risk increase? Will the new risk level be within the risk appetite of the company?

Reacting to the increased risk without understanding the root cause would not be wise. For instance, if risk increases due to a spike in identity theft, tightening risk policy for all clients indiscriminately may even worsen outcomes as often stolen identities might by prediction of risk model have even good risk so the tightening could decrease non-fraudster to fraudster ratio. The right move would be to tighten rules specifically related to identity verification or adding new rules that would help reduce fraud.

Skills and Mindset

Both roles require curiosity, analytical thinking, and the mental flexibility to revise one’s views when new data contradicts previous assumptions.

For data science, a strong mathematical foundation is essential—these individuals must understand the models, not just run scripts. If you’re only hiring people to run scripts, you might be better off using an AutoML solution, especially for building models where the cost of error is low and feedback loop for a model is short.

Another key skill is communication: a data scientist must be able to simplify and explain their models to the end user. In my view, the best model is the simplest one that works. Simple models are easier to monitor, implement, and explain.

Analytics, by contrast, is more like detective work. Unlike data science projects, which follow a relatively fixed structure (data collection → explanatory data analysis → feature engineering → modeling → model and feature selection → final model testing → implementation), every analytics project is unique without clear structure. Analysts need to form multiple hypotheses, design data-driven tests to validate or

reject them, and iterate based on findings. The key is being able to cut down improbable branches of potential cause very quickly but surely. Sometimes the result of the work of an analyst is an action to be taken; sometimes it’s a realization that more data is needed—perhaps via set up of A/B testing to gather more data and test the hypothesis for which there is no answer in currently available data.

A crucial skill for analysts is knowing when to stop. You’ll rarely have full certainty, and endless analysis delays action. The ability to apply the 80/20 rule—getting 80% of the insight in 20% of the time—is vital. Good analysts also know how to break down their work into smaller steps and deliver early insights quickly, even before the full picture is available.

Common Pitfalls and Development Tactics

In data science teams, a common pitfall is being too far removed from the business context, resulting in models that work on paper but not in reality.

Understanding the data and how they are generated is crucial. Most of the data sets in finance have biases (e.g. we don’t observe behaviour of clients who we rejected) and the job of the data scientist is to understand them and adjust the final models to them. Without a deep understanding of the business processes this is not possible. Another challenge is to build models that the business team needs, not which they describe. Often the business teams are not sure themselves and have unrealistic expectations. In analytics teams, the risk is stopping at describing graphs and findings without translating them into recommended actions. I’ve seen many analysts present beautiful graphs and describe them but not showing the connection between the graphs and what to do next. With modern LLMs increasingly able to describe and interpret graphs, this kind of output is losing its value.

To avoid these traps, the development approach must differ for each team.

For data scientists, giving them the occasional analytics project helps build business understanding. It’s also important to keep their project mix diverse—repeatedly building the same kind of model reduces creativity and limits learning.

For analytics teams, it’s essential to challenge their thinking: ask how they reached their conclusions, whether the logic holds, does the story make sense as a whole, is the story consistent with previous findings and if the result is actionable. Encourage storytelling, not just reporting.

How to further insure development

Personally, I believe in rotating people between analytics and data science roles when possible. Data scientists gain a deeper understanding of the data and their genesis, while analysts learn what tools and techniques are available to support more advanced use cases. This cross-pollination accelerates growth on both sides.

How to further insure development

Personally, I believe in rotating people between analytics and data science roles when possible. Data scientists gain a deeper understanding of the data and their genesis, while analysts learn what tools and techniques are available to support more advanced use cases. This cross-pollination accelerates growth on both sides.

THE AI RECKONING

Are We Ready for the Next Wave of Disruption?

Artificial Intelligence (AI) is no longer a futuristic concept—it’s here, embedded in our everyday lives, influencing the way we work, learn, shop, create, and even think. Over the last decade, AI has evolved from a niche research field into a transformative force driving global innovation. But as the technology advances at a breakneck pace, a pressing question looms: Are we truly ready for the next wave of AI disruption?

From Promise to Power: The Evolution of AI

AI’s roots stretch back to the 1950s, but its real explosion happened in the last decade, fueled by advances in machine learning, big data, and computing power. Just a few years ago, AI was primarily associated with virtual assistants like Siri and Alexa, basic chatbots, and recommendation algorithms on platforms like Netflix and Amazon.

Fast forward to today, and the landscape looks radically different. AI now powers:

▪ Autonomous vehicles capable of navigating complex city streets.

▪ Medical imaging systems that can detect diseases earlier than human doctors.

▪ Generative AI tools like ChatGPT, Midjourney, and Claude create human-like text, art, and even code.

▪ Predictive analytics platforms

that forecast economic trends, customer behavior, and even geopolitical tensions.

Generative AI, in particular, has democratized creativity—allowing individuals with no design or coding background to produce sophisticated content. Yet, this same capability has raised alarm bells over misinformation, plagiarism, and job displacement.

The Opportunities: Economic Growth, Efficiency, and Creativity

The potential upside is staggering. McKinsey projects that AI could contribute up to $4.4 trillion annually to the global economy. PwC predicts AI could boost global GDP by 14% by 2030—adding a massive $15.7 trillion.

AI’s promise lies in its ability to:

▪ Automate repetitive tasks across industries, freeing up human talent for more strategic roles.

▪ Enhance decision-making by analyzing vast datasets in seconds.

▪ Deliver personalized experiences in healthcare, education, and retail.

In agriculture, AI-powered drones and sensors now track soil health, monitor crops, and predict harvest yields with remarkable accuracy—helping farmers reduce waste and improve sustainability. In finance, AI-driven fraud detection systems flag suspicious transactions within

milliseconds, saving billions annually. In healthcare, AI algorithms are revolutionizing early diagnosis, drug discovery, and patient monitoring.

Even the creative industries are benefiting. Marketing teams use AI to generate campaign ideas, writers collaborate with AI to draft stories, and filmmakers experiment with AI-generated visual effects—all at a fraction of traditional costs.

The Challenges: Ethical, Regulatory, and Social Risks

But the story isn’t just about benefits. AI reckoning comes with high-stakes risks.

1. Misinformation and Deepfakes –AI can create hyper-realistic fake videos, voices, and news articles that are nearly impossible to distinguish from reality. This threatens public trust, especially during elections and crises.

2. Bias and Discrimination – AI systems trained on biased data can unintentionally reinforce social inequalities. For example, facial recognition software has shown higher error rates for people with darker skin tones, raising serious ethical concerns.

3. Job Displacement – The World Economic Forum estimates AI could replace 85 million jobs by 2025, while creating 97 million new ones. The net effect depends heavily on how fast workers can be reskilled.

4. Security and Control –

Autonomous AI systems could be weaponized or act unpredictably if not properly regulated. This risk is why

experts like Geoffrey Hinton, often called the “Godfather of AI,” have warned about losing control over super-intelligent AI.

5. Lack of Regulation – AI development is outpacing laws and governance structures. While the EU’s AI Act aims to create a risk-based regulatory framework, most countries are still in the early stages of formal AI policy-making.

Voices of Caution: Why Experts Are Warning Us

Geoffrey Hinton, who resigned from Google in 2023 to speak freely about AI risks, has compared advanced AI systems to an adult bribing a child with candy—highlighting how easily humans could be manipulated. Elon Musk, Sam Altman, and other tech leaders have signed open letters calling for temporary pauses in AI development to ensure safety measures catch up.

These warnings are not fearmongering—they are grounded in the reality that AI, if misused or left unchecked, could cause widespread harm. Even AI pioneers admit they cannot predict exactly how advanced AI systems will behave once they surpass human intelligence in multiple domains.

The Human Factor: Preparing for the AI Future

The reckoning isn’t about machines alone—it’s about our readiness to handle the coming disruption.

Reskilling the Workforce – As AI automates more jobs, governments

and companies must invest heavily in retraining programs. This includes teaching digital literacy, AI collaboration, and problem-solving skills that machines can’t easily replicate.

Reinventing Education – Schools and universities need to shift from rote learning to teaching critical thinking, creativity, emotional intelligence, and ethical reasoning. The next generation must learn to work with AI, not compete against it.

Ethical AI Development –

Companies should adopt transparent AI design principles, including explainability, fairness, and accountability. OpenAI, Google DeepMind, and Anthropic are already publishing safety frameworks, but industry-wide adoption is still lacking.

Cross-Disciplinary Collaboration –

Solving AI’s challenges will require not just engineers, but ethicists, sociologists, legal experts, and policymakers working together to anticipate and mitigate potential harm.

AI and Global Power Shifts

AI is also becoming a geopolitical tool. Nations are racing to dominate AI research and infrastructure, seeing it as a driver of economic power and national security. China, the U.S., and the EU are leading the charge, investing billions in AI research, semiconductor manufacturing, and cloud infrastructure.

This race has a double edge—while it accelerates innovation, it also risks creating an AI arms race, where safety and ethics take a back seat to strategic advantage. The next wave of

disruption could be shaped as much by international competition as by technological capability.

A Balanced Path Forward

The AI reckoning isn’t about halting progress—it’s about steering it responsibly. If we act now, we can:

▪ Create global AI governance frameworks that ensure safety without stifling innovation.

▪ Foster public-private partnerships for ethical AI adoption.

▪ Prioritize AI for social good—using it to tackle climate change, improve disaster response, and expand access to education and healthcare.

The technology’s trajectory is not set in stone. Its impact will be determined by the choices we make today—choices that balance innovation with responsibility, growth with ethics, and power with accountability.

The Road Ahead

We stand at a crossroads. The next decade will determine whether AI becomes humanity’s greatest tool or one of its most dangerous inventions AI reckoning is already underway, and the real question is: Will we rise to the occasion and shape AI’s trajectory, or will we let it shape us?

One thing is clear—AI is not slowing down. And neither should our efforts to understand, guide, and govern it.

Rajiv Bhatia President & Country Head Analytix Solutions

NAVIGATING THE AI JOURNEY

A Roadmap for Change Leader

A▪ rtificial Intelligence (AI) is no longer a distant promise — it is transforming industries today. From streamlining workflows to unlocking deeper insights, AI offers unprecedented potential for speed, accuracy, and efficiency.

▪ In the next decade, AI will not be a differentiator; it will be a baseline capability. The real competitive edge will come from how it is adopted — whether organizations can integrate it into their operations without compromising the culture, trust, and human connection that drive long-term success.

▪ For mid-to-large-sized knowledge and process outsourcing (KPO) organizations with diverse service lines and multiple locations, the stakes are particularly high. Successful adoption will depend less on the sophistication of the algorithms and more on the quality of leadership steering the transformation.

▪ “Technology sets the pace, but culture wins the race.”

▪ Why

Leadership Will Define AI Success

▪ Technology evolves faster than people. AI is advancing at a speed that outpaces traditional change cycles, demanding real-time adaptation from organizations. In such an environment, leadership becomes the critical bridge — translating the potential of AI into actionable, business-aligned strategies.

▪ As Satya Nadella noted, “Ultimately, AI is not just going to be about humans and machines, but about bringing human empathy into everything we build.” An AI program without empathy risks alienating teams and undermining trust, no matter how powerful the technology.

▪ The role of leadership is therefore not simply to implement AI tools, but to guide an organizational shift that aligns innovation with values, empowers people, and keeps culture intact.

▪

▪

Three Leadership Roles in AI Transformation

▪ Organizations that navigate AI adoption effectively tend to see their leaders playing three critical roles: Vision-Setter, Translator, and Culture Custodian.

▪ 1. The Vision-Setter: Start With “Why”

▪ AI’s marketplace is crowded, with new models,

plug-ins, and applications emerging almost daily. Without a clear purpose, organizations can easily chase trends without solving real business problems.

▪ The first step is to define the “why” before selecting any tools:

▪ What specific challenge will AI address?

▪ How will it improve client experience or operational efficiency?

▪ Does it align with the organization’s long-term strategy?

▪ When the “North Star” is clear — whether it is improving delivery timelines, boosting accuracy, or enabling higher-value work — teams unite around a common purpose rather than a passing trend.

▪ The right question isn’t ‘Which tool?’, it’s ‘Why does this matter?’

▪ Vision-setting also demands restraint. Not every AI capability is worth adopting. Leaders must evaluate whether a tool will add measurable business value without diluting the human elements that drive performance.

▪ 2. The Translator: Making AI Relevant to Every Function

▪ AI cannot remain the domain of IT teams alone. For adoption to succeed, every function must understand how AI applies to its context.

▪ For instance:

▪ Finance can use AI to automate reconciliations, freeing analysts to focus on strategic insights.

▪ HR can enhance recruitment processes with smarter resume screening while maintaining fairness and compliance.

▪ Operations can convert raw data into actionable intelligence for faster decision-making.

▪ This requires targeted, role-specific training that demonstrates both the “how” and the “why” of AI. Long, technical courses are rarely necessary; instead, concise, practical sessions tailored to each department encourage faster adoption.

▪ Internal storytelling plays a powerful role. When one team shares how AI cut their reporting time by 50%, others begin to explore its relevance to their own work.

▪ 3. The Culture Custodian: Evolve Without Eroding

▪ Efficiency and innovation are vital, but not at the expense of collaboration, trust, and empathy. AI adoption should strengthen the organization’s culture rather than undermine it.

▪ Leaders can safeguard culture by:

▪ Involving cross-functional teams in AI design and decision-making

▪ Encouraging adaptability and curiosity as core competencies

▪ Using automation to elevate human work rather than replace it

Equally important are guardrails. Innovation thrives when boundaries are clear. Establishing an AI Council, defining ethical guidelines, and ensuring data privacy build confidence among employees and clients alike.

End Thought “AI needs freedom to innovate — but also rules to keep it safe.”

A Roadmap for AI-Ready Leadership

Based on industry’s best practices, a practical framework for AI adoption while preserving culture includes:

1. Start With “Why,” Not “Which Tool” – Align every AI initiative with a defined business problem.

2. Put Guardrails in Place – Implement policies for data ethics, security, and responsible usage.

3. Get Data House in Order – Standardize formats, clean sources, and classify data for better AI outputs.

4. Upskill Everyone – Offer concise, role-relevant training and highlight early successes.

5. Start Small, Scale Fast – Pilot projects in high-impact areas before expanding organization-wide.

6. Balance Speed with Responsibility – Keep human oversight for critical decisions.

7. Measure What Matters – Track performance in cost, accuracy, speed, and client satisfaction.

8. Lead the Human Side – Communicate openly, invite feedback, and celebrate progress.

Case in Point: Scaling AI Without Losing Culture

Consider a mid-sized services organization with multiple divisions. The leadership established a small AI Council to oversee early adoption, starting with targeted pilots such as internal chatbots for project tracking and client FAQs.

Before rollout, three priorities were established:

1. Reduce repetitive manual work

2. Improve client response times

3. Maintain transparency in decision-making

Within weeks, client query turnaround times improved by 30%, and employee satisfaction increased as teams shifted to more strategic tasks. AI training was extended across all functions, ensuring adoption was not limited to technical teams.

Open forums allow employees to challenge decisions and suggest improvements, reinforcing transparency and trust. As AI expanded into more areas, the company’s cultural fabric remained intact.

The Bottom Line: Human-Led, AI-Enabled

AI is a transformative enabler, but without strong leadership, it risks becoming another underutilized initiative. Technology will continue to evolve; algorithms will become more sophisticated. What must remain constant is leadership’s role in:

▪ Define a clear purpose for adoption

▪ Make AI accessible and relevant across roles

▪ Safeguard culture while embracing innovation

Final Quote: “AI doesn’t replace leaders — it challenges them to lead differently.”

The organizations most likely to thrive in the age of AI will not be the ones with the most advanced systems, but the ones where leaders embrace innovation while protecting the values, trust, and human connection that make their company unique. Leadership in the AI era is not about delegation alone — it is about demonstration. Leaders must model the behavior they expect, showing a personal willingness to learn, experiment, and adapt to AI-driven ways of working. When leaders engage with AI themselves, it signals to the organization that this is not just another top-down directive, but a shared journey of growth and reinvention.

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