What does a typical day look like for you as a GCC leader — honestly?

Honestly, there’s no such thing as a “typical” day. Mornings usually begin with prioritising business outcomes — understanding which decisions need to be made, where momentum is stuck, and where teams need air cover.

The day is a mix of:

• Strategy conversations

• Unblocking teams

• Stakeholder alignment across time zones

• Reviewing whether what we’re building is truly moving the needle

At the core, the focus is always on ensuring the GCC drives impact, not just activity.

How do you unwind after a tough week?

I usually binge-watch a good web series or movie. It helps me disconnect from work, slow down, and come back refreshed.

What’s the one skill every GCC leader must have today?

The ability to move the GCC from “delivery” to true ownership of business outcomes — where teams feel accountable for impact, not just tasks.

Do you have any quirky or unconventional leadership habits?

I often challenge teams by asking:

“If we didn’t do this project at all, what would the business actually lose?”

It helps separate activity from impact and keeps everyone honest about why something is being built.

How do you personally spot high-potential talent in a GCC?

High-potential talent consistently does three things:

1. They ask better questions, not just provide faster answers

2. They connect their work to business impact, not just technical elegance

3. They take ownership beyond their role — even when it’s uncomfortable

Titles don’t matter. Mindset does.

What’s the worst piece of leadership advice you’ve ever received?

I’ve been fortunate to work with exceptional leaders throughout my career, so most of the advice I’ve received has actually been valuable. A lot of my learning has come from observing what great leadership looks like in practice.

Do you have a secret productivity hack that actually works for you?

My productivity hack is building leaders around me.

By coaching teams to take ownership of decisions, delegation becomes natural and allows me to focus more on strategic priorities.

Share one fun or surprising fact about you that your team may not know.

If I hadn’t gone into IT, I’d probably be in Bollywood making movies.

I actually resigned from my first job to work as an Assistant Director on a film. Storytelling has always been a huge part of who I am, and making a feature film remains on my bucket list.

Another lesser-known part of my journey is that I’m a trained past life regression therapist. I went through the process myself and was able to heal from a condition doctors had considered non-curable by addressing its root cause through that experience.

Today, with AI, I’ve already created music videos and remote content — and eventually, after my IT and filmmaking chapters, helping people through PLR is something I deeply want to pursue.

What’s one big lesson the GCC ecosystem has taught you?

A GCC is not about cost arbitrage or scale — it’s about capability, trust, and ownership.

The moment a GCC starts owning outcomes instead of tasks, everything changes:

• Credibility

• Impact

• Career growth for teams

What advice would you give to future GCC leaders just starting out?

Don’t start by building teams — start by building relevance.

Understand the business deeply, earn trust through outcomes, and design your GCC around domains, not functions. If you get that right, scale follows naturally.

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