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

A typical day is less about running a function and more about orchestration.

I start by identifying key signals — escalations from HQ or local teams, hiring bottlenecks, attrition risks, delivery challenges, and budget alignment gaps.

A significant portion of my day (30–40%) goes into stakeholder management — budgeting discussions, securing headcount, shaping perception of the India center, and aligning with global functional leaders.

Alongside this, there’s continuous work on solving local issues, bringing in the right people and vendors, setting priorities, and aligning workforce with business initiatives.

At its core, the role comes down to three things: building trust, creating opportunities, and controlling the narrative.

How do you unwind after a tough week?

Unwinding is about stepping away from constant cognitive load. Weekends are largely focused on family — balancing responsibilities like planning for kids, household priorities, and meaningful downtime.

I enjoy cooking — it’s therapeutic and helps me slow down. Catching up with close friends also helps reset perspective.

I intentionally keep time for reflection — reviewing the week, thinking ahead, and entering Monday with clarity instead of chaos.

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

The ability to shape, position, and control the narrative of their center.

Do you have any quirky or unconventional leadership habits?

I don’t leave things alone just because they’re working. I constantly ask — can this be better, can it scale, can it evolve?

That said, I balance improvement with urgency — fixing what’s critical always comes first.

I also hire for resilience and coachability — people who can handle tough feedback and grow from it.

And on a lighter note — I strongly believe in “work hard, party harder.” High performance needs energy and celebration

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

I look at how someone behaves when the problem is unclear.

High-potential individuals don’t wait for clarity — they create it.

I also look for the ability to operate across cultures — presenting confidently to global stakeholders, pushing back respectfully, and influencing without authority.

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

“Don’t be too transparent — people can’t handle the full picture.”

In reality, we work with adults. Transparency and honest communication with context always work better in the long run.

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

Learning through observation has been key.

Equally important is protecting time for reflection and thinking — better decisions lead to better productivity.

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

I love office swag — it removes one daily decision: what to wear.

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

Scaling a GCC is not a headcount game — especially in the age of AI.

It’s about delivering value to HQ, building credibility, influencing the narrative, and continuously expanding scope.

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