Page 64 - Avendus Huran Flipbook 2026

Who have been the most influential mentors or supporters in What has been the hardest people-related challenge you have
your career and what single piece of counsel from them has
shaped how you lead?
I truly believe that one cannot achieve anything without support.
My husband Swapnil is definitely one of the most dedicated,
hard working and committed people I have come across. He
has not only supported me, but his passion has inspired and
motivated me to be the best version of myself.
My father’s way of managing employees taught me the
importance of granting freedom. He believed that people thrive
when trusted, and that lesson has guided me in empowering my
teams.
My mother’s empathy has been my compass. She is deeply
involved in social work. Inspired by her, we are now setting up
the Senores Foundation, through which we plan to help various
social causes.
Senores is making strategic moves into regulated markets such
as the US How do you ensure the company’s people practices
scale with rapid commercial expansion while preserving the core
culture?
Scaling culture across geographies is one of the hardest
challenges in my opinion. As Senores expands further into
regulated markets, our employees are scattered across
the world, making it difficult to preserve the same sense of
belonging.
Our strategy is to empower middle management. We plan to
collaborate with leading institutions to refine their skills so they
can carry forward our culture authentically. By equipping them
to climb into larger roles and eventually lead their departments,
we ensure that the values we hold dear are not diluted but
multiplied.
62 | Uth Series 2025 • U40 Business Leaders
faced at Senores and what did it teach you about organizational
resilience?
One of the toughest challenges has been managing insecurities
when hiring external leaders for senior roles. In the early days,
our small team reported directly to us and we oversaw all
functions. As we scaled, delegation became essential and we
brought in senior leaders for operations, R&D, regulatory, IT,
finance and our US business.
The challenge here was to reassure the existing teams that
their place and importance remained unchanged. It had to be
communicated clearly that while new leaders were overseeing
verticals, we were still accessible and invested in their growth.
Looking a decade ahead, what are the two or three outcomes
you most want to be remembered for as a leader at Senores and
what near-term milestones will tell you that you are on track?
Looking ahead, I want to be remembered for two outcomes:
• Lower attrition rate compared to industry standards. To me,
this is the clearest indicator of organizational health. It is
also a near-term milestone I am focused on. If employees
choose to stay, it means they feel valued, engaged and
fulfilled.
• Developing a new generation of caring and ethical leaders.
Beyond business growth, I want Senores to be known as a
place that nurtures leaders who lead with empathy, integrity
and responsibility.