Personal wellbeing is critical to good leadership. It’s important to nourish one’s body, mind, and spirit to stay grounded and find the strength to navigate tough challenges and inspire those around us. We often give too much importance to work and not enough attention to family. Striking the right balance is crucial. We need to work to live rather than live to work.
Thank you so much for joining us in this interview series! Before we dig in, our readers would like to get to know you a bit more. Can you tell us a bit about your “backstory”? What led you to this particular career path?
Mine is a strange story. I studied engineering up to post graduate level, but I didn’t pursue it much as a career. After a three-year stint as an aeronautical engineer, I took a sabbatical to study business management and then switched careers. I spent the next nine years in banking with Bank of America in India and then moved onto international offshoring with stints at GE Capital International Services and Deloitte Consulting. These stints gave me the opportunity to gain knowledge of different aspects of finance, management, and operations on a global scale, and about the concept of outsourcing/ offshoring. In 2003, after having worked with these international brands, I made a risky decision to join a start-up called HTMT in 2003 and as their COO. I was promoted as the CEO three years later. The company back then worked mainly on back-office services for U.S.-based healthcare clients and had limited global presence. But the BPM industry was all set to boom in India and I saw a lot of promise with this small $3mn start-up. Today, HGS has a global presence with over 21,000 customer experience professionals across the U.S., Canada, Jamaica, the UK, India, the Philippines, and Australia.