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You come from a family deeply rooted in entrepreneurship. What When you decided to institutionalize a people-first culture at
lessons about resilience, empathy or leadership did you absorb at Senores, what were the first three practical steps you
home long before you entered the professional world? implemented that produced measurable change?
My father ran a publicly listed company in the late 1990s and Even before I formally became ‘Chief Heart Officer,’ I had begun
early 2000s, a time when India’s financial markets were far embedding people-first practices. The three that come to my
less stable than they are today. Keeping people aligned and mind right now are:
motivated in such uncertain times was no easy task. So growing • Quarterly inter-departmental get togethers: Every few months,
up, I learned that most successful businesses are built on well- we organize small events where employees from different
structured and people centric organizations. From watching my departments come together. Since many work in separate
father I learnt that although we think resilience is about standing buildings, these gatherings break silos, foster camaraderie
up to external issues, in reality it is also about creating internal and remind everyone that they are part of one family.
stability through trust and empathy.
• Sparsh program: With every new hire, we conduct structured
That early exposure became a pillar that I carried into my own check-ins at 30, 90 and 180 days. These conversations
career.
help us understand how employees are settling in, their
perspective on our culture and any challenges they face. It
ensures we don’t jump straight to performance assessments
You have reimagined leadership at Senores with empathy at its without first listening to their experience.
center. What does ‘leading with heart’ mean to you in day-today
decisions? • Buddy program: Each new employee is paired with a buddy
who helps them navigate the organization. Everything from
It is interesting because today’s workforce is beautifully diverse: work culture to lunch companions. It’s about creating comfort
millennials in primary roles, leaders from older generations in the small, everyday things that official induction programs
in upper management and now Gen-Z entering with fresh often miss.
perspectives and bold approaches. This mix creates complexity,
but also immense opportunity.
My approach is to simplify. I ask myself – how can I bring
these different groups together, make them feel valued and
celebrate their uniqueness. And rather than grand gestures, I Although we think resilience is about
try to focus on small and consistent actions that show people standing up to external issues, in reality
they matter. What I have realized is that most grievances it is also about creating internal stability
don’t come from big issues, but from employees feeling
unheard. So I try to dedicate myself to listening and making through trust and empathy.
sure every voice has space.
Uth Series 2025 • U40 Business Leaders | 61
