, CEO,
As a woman in a top leadership role at KIT GLOBAL, what key lessons have you learned about breaking barriers in a traditionally male-dominated industry?
First of all, I would have to say marketing isn바카라™t a particularly male-dominated industry in most areas. In fact, women make up the majority of marketers globally and have for several years. What바카라™s more questionable is the gender gap when it comes to the highest-paid leadership positions in marketing. In the U.K., women make up three-quarters of the marketing population and yet are half as likely as men to rise to the top roles. In the U.S., the disparity isn바카라™t as sharp, so you have 60 percent of marketing positions taken by women and 52 percent of leadership roles, and in India, the number of women in leadership roles in marketing has surpassed the global average but still remains relatively low at 36 percent.
Given those statistics, I think it바카라™s fair to say that there are still barriers that need to be broken. And the only way that can happen is if companies make sure women have the opportunity to step up, sometimes against hostility and stereotypes, and ask for the promotions and the raises.
How has your leadership style evolved over the years, and what advice would you give to young women aspiring to leadership positions?
Earlier in my career, I believed that being a leader meant always having the answers. Over time, I바카라™ve learned that strong leadership is more about asking the right questions, listening carefully, and trusting your team to rise to the occasion. I now lead with more empathy and curiosity, and I바카라™ve become more comfortable admitting when I don바카라™t know something, because that vulnerability often opens the door to better collaboration and creative thinking.
To young women aspiring to leadership, I바카라™d say: Be intentional about how you show up. You don바카라™t have to follow a specific mold. And never wait for permission to grow. Start before you feel ready, because growth rarely happens inside your comfort zone.
Can you share a pivotal moment in your career that shaped your approach to leadership and business strategy?
My appointment as CEO of KIT Global was one of the biggest moments in my career. It forced me to be prepared for uncertainty and move faster than I ever had before. That experience taught me to trust my instincts, prioritize speed and quality, and stay open to recalibrating strategy as conditions change. It also taught me to think holistically, meaning every decision, from product development to running the company, I had to align with our broader goals.
What initiatives has KIT GLOBAL taken to promote gender diversity and inclusion, especially in leadership roles?
I think there바카라™s always room for improvement in this area, but at KIT Global, we approach diversity and inclusion from both a structural and cultural standpoint. Structurally, we make sure advancement opportunities are visible and accessible. Culturally, we바카라™ve created space for diverse voices at the decision-making table. I바카라™ve seen firsthand how this kind of representation accelerates not just innovation but also team morale. When people see someone in leadership who has a story very much like they do, they feel like they belong, and that makes all the difference. We바카라™ve also completed Prevention of Sexual Harassment (POSH) training to make sure women across our organization feel safe in the workplace.
In your experience, what are the biggest challenges women face in leadership today, and how can organizations address them?
There are two parts to that. Traditionally, women have been considered less likely to speak up and pursue those roles. Research claims that globally, 63 percent of women have never asked for a raise. I know that I wish I had been a bit more proactive in seeking career growth opportunities sooner. However, that statistic also needs some nuance. While studies have shown that many women hesitate to ask for raises or promotions, others suggest women do ask but may not always receive the same response. Basically, confidence and self-advocacy matter, but so does the environment. If someone doesn바카라™t feel encouraged or supported to speak up, it바카라™s understandable that they may hesitate.
Fortune published an article last year on how many women are actually afraid to ask for raises because they바카라™re concerned about potential negative consequences. On the other hand, if you already have several women in leadership positions, other women in your organization will likely feel empowered to pursue their careers at a higher level. You can also aim education and advancement opportunities directly at women, so you equip them to fill the roles that inspire other people.
How does KIT GLOBAL view the Indian market, and what opportunities do you see for women in leadership here?
India is one of the most exciting markets for us. It바카라™s not just the scale; it바카라™s the momentum. With India바카라™s digital economy expected to contribute one-fifth of the country바카라™s national income by 2029바카라“30, we바카라™re seeing a wave of new opportunities across sectors. What바카라™s especially exciting is how digital platforms are unlocking work opportunities for women, particularly in roles that previously had mobility or safety constraints.
At KIT Global, we see India as both a growth engine and a talent hub. The rise in AI and cloud adoption are opening doors for women to take on leadership roles in marketing, tech, and strategy. The opportunity now is to help accelerate that trend by equipping women with the tools, support, and visibility they need to lead at scale.
What cultural differences have you observed in leadership approaches between Europe and India, and how can businesses bridge the gap?
One noticeable difference is how hierarchy plays out in day-to-day business. In many parts of Europe, especially in marketing teams, there바카라™s a flatter structure and more open disagreement. Even junior team members might challenge ideas directly. In India, there tends to be more deference to authority, especially in formal settings.
That said, I바카라™ve found that Indian teams bring a level of agility, resilience, and drive that바카라™s unmatched. The key to bridging any cultural gap is mutual respect. European teams can benefit from the urgency and creativity of Indian colleagues, and vice versa. Businesses that create hybrid leadership models, ones that borrow the best from each culture, are the ones that thrive.
Are there any Indian women leaders or entrepreneurs who inspire you? Why?
Indra Nooyi, the former CEO of PepsiCo, has always stood out to me. I admire her not just as an Indian leader, but as a global force in business. The way she led with both sharp strategy and deep empathy is something I find incredibly inspiring. She never shied away from tough decisions, yet always brought a human perspective into the boardroom. For me, she바카라™s a reminder that leadership isn바카라™t just about driving results. It바카라™s about doing so with integrity, vision, and a deep sense of responsibility to the people you serve. That바카라™s the kind of leadership I aspire to and hope to pass on to the next generation.
How do you manage work-life integration in a high-pressure leadership role? Any tips for professionals striving for balance?
I try not to chase balance as if it바카라™s a fixed state. Some weeks are family-heavy, others are work-heavy, and I바카라™ve made peace with that. I prioritize integration over perfection. That means being fully present with my kids when I바카라™m with them, and fully present at work when I need to focus.
One tip I바카라™d share is to build systems, not hacks. Don바카라™t just squeeze work around your life. Design your week in a way that supports your energy, not just your calendar. For example, I do deep work when the house is quiet, and I save emails for when I can afford distractions. That rhythm helps me stay productive without burning out.
What바카라™s one stereotype about women in leadership you바카라™d like to debunk, based on your experience?
One thing I바카라™ve seen a lot in marketing is that companies tend to push ads they think empower women, but actually reinforce many stereotypes. For example, some ads show women excelling in high-powered careers while also managing every aspect of their households effortlessly. While the intention may be to inspire, those portrayals can set unrealistic expectations. As someone who바카라™s both a mother and a business leader, I바카라™ve found that it can be incredibly rewarding, but it바카라™s also challenging. It takes support, flexibility, and a willingness to let go of perfection. Success doesn바카라™t always look seamless, and that바카라™s perfectly okay.
I think we need to widen how women are depicted in marketing and media. Not every leader needs to have a family at home. Or if they do, they don바카라™t also need to manage every household chore perfectly or be completely independent. I want to see more variety, something that actually represents what women experience in the workplace on a daily basis across the world.
Outside of work, what practices (mentorship, networking, self-care) do you believe are crucial for women바카라™s professional growth?
Try all of the above. I will say I think mentorship is foundational. You need someone who can help you see your blind spots and encourage you to dream bigger, which is exactly what happened to me. Networking is also powerful, not so much in the transactional sense, but as a way to learn from others바카라™ journeys and spot new opportunities. And finally, self-care isn바카라™t just about spa days. It바카라™s about boundaries, about knowing when to say no, and about giving yourself permission to rest without guilt.
What leadership trends do you foresee dominating the next decade, and how is KIT GLOBAL preparing for them?
One major shift we바카라™re already seeing is the rise of distributed work as the default, not the exception. That requires a new kind of leadership: one that바카라™s built around clarity, documentation, and autonomy. At KIT Global, we바카라™re embracing that fully. Our platform is designed to help marketing teams work across time zones, roles, and tools without losing cohesion.
Another big trend is AI-powered personalization at scale. Marketers in leadership positions won바카라™t just be campaign managers. They바카라™ll need to act like data strategists. We바카라™re already building that future into our platform by enabling smarter insights, faster collaboration, and centralized control in one place.
How can companies foster more inclusive environments where women feel empowered to take on leadership roles?
I think it바카라™s important for companies to offer programs that encourage employees at every level to pursue skill development and leadership roles. But those programs also need to be accessible to people with different responsibilities and schedules. For example, mentorship programs that match employees with senior leaders can help women build the confidence and connections they need to advance. Flexible training options like recorded workshops or leadership sessions during regular working hours can make it easier for working parents to participate.
Some companies also offer phased return-to-work programs that help new parents ease back into their careers after leave. Even small changes, like adjusting the timing of performance reviews or career planning conversations, can help ensure that no one falls behind. At the very least, women shouldn바카라™t have to fear losing momentum in their careers simply because they have families. When companies plan for flexibility by default, not exception, everyone benefits.
What바카라™s your vision for KIT GLOBAL in India, and how can female professionals contribute to this growth?
Our vision for KIT Global in India is rooted in partnership. We don바카라™t want to just expand into the market. We want to grow with it. That means collaborating with local experts, tapping into India바카라™s thriving startup and digital ecosystem, and building tools that reflect the unique needs of this market.
Women professionals have a central role to play in this. When women lead, they not only drive business outcomes, they also lead by example. Their presence in senior roles can empower younger women to envision similar paths for themselves. And whether in marketing, tech, operations, or leadership, their perspectives will help shape how we scale in India in a way that바카라™s both innovative and grounded in real-world needs. As we continue growing, we want our team to reflect the diversity of the market we serve. That바카라™s how we build a platform that바카라™s not just effective, but also inclusive and future-ready.
