1. What’s your leadership mantra in the fast-evolving auto landscape?
When you are leading the growth of a global brand in a fast-evolving auto landscape, my leadership mantra is rooted in the strength of purpose, clarity of vision, and agility in execution. The industry is undergoing seismic shifts from electrification and digital transformation to rapidly changing consumer expectations. So, it’s essential to lead with a mindset that embraces change while staying true to brand authenticity.
For me, it’s about maintaining a clear, purpose-driven vision that not only unites internal teams but also resonates with today’s increasingly discerning and digitally savvy consumers. I believe in empowering cross-functional teams with a shared understanding of our long-term brand trajectory, while developing a culture that encourages innovation, embraces rapid feedback loops, and enables real-time decision-making.
Whether it’s adapting to new mobility trends, the rise of EVs, or integrating AI into the customer journey, I remain focused on being customer-obsessed and data-informed. Strong leadership today is about striking the right balance between strategic foresight and operational flexibility and ensuring the brand remains not just relevant, but also influential in shaping the future of mobility.
I also champion a culture of continuous learning. A learning that views change not as a disruption, but as an opportunity to evolve smarter and faster. At the heart of it, my approach is about leading with both clarity and empathy, and building a brand that’s not only future-ready but future-defining.
2. How do you inspire and motivate your team during a challenging time?
I believe that during challenging times, leadership must be grounded in clarity, empathy, and direction. It’s important to ensure the team remains aligned to our core objectives, even as circumstances shift around us. I make it a point to communicate openly not just about the hurdles we face, but also about the path forward.
This transparency builds trust and reinforces a sense of shared purpose. I also focus on breaking down complex challenges into manageable, actionable goals, which helps the team stay focused, maintain momentum, and celebrate small wins along the way.
3. Tell us about a major screw-up in your career—what went wrong and what did you learn?
In any long-term career, especially while leading a brand, there are bound to be moments when outcomes don’t quite align with expectations. I remember an instance from earlier in my career. It was the launch of a new communication campaign, and despite a solid strategy on paper, the timing and channel mix didn’t fully connect with our target audience. External market shifts and some internal misalignments impacted its overall impact, reminding me that even the best-laid plans need constant recalibration.
What I took away from that experience was the critical importance of cross-functional collaboration and agile feedback loops. It became clear that even the most compelling creative ideas must be tested and adapted based on real-time data and evolving market dynamics.
Prioritising early alignment with key stakeholders, incorporating contingency planning, and building more flexibility into execution processes is imperative. This has helped ensure that we’re not just responsive, but also proactive in how we approach business imperatives.
4. What’s a mistake you see many young auto leaders making?
I don’t want to sit in judgment of what others do, but one learning I’ve found valuable is the importance of balancing short-term results with long-term brand vision. In today’s environment, especially in an industry as dynamic as automobiles, where quick wins can be tempting, leaders who also invest in consistent storytelling, cultural relevance, and brand equity tend to build more sustainable value.
Looking at global benchmarks, especially European standards in design, innovation, and customer experience, can offer valuable direction. Ultimately, aligning with stakeholders early and staying committed to a shared long-term vision helps create brands that are not only competitive today but built to lead tomorrow.
5. What’s the next big disruption you foresee in the auto industry?
Integration of digital retail, connected mobility, and evolving consumer expectations into a seamless ownership experience could be the next big thing. While electrification is a key enabler, the real shift lies in how brands deliver value across the entire journey, right from digital discovery to connected after-sales.
At Škoda, we’ve always taken a balanced and stable approach, continuing to strengthen our ICE portfolio while laying a thoughtful, phased roadmap for EVs in India. We believe the future lies in offering consumers flexible, sustainable, and tech-driven mobility solutions. And, with rising interest in sustainability, localised supply chains, and circular practices, this transition also opens up new business models and opportunities across the ecosystem.
6. What books, podcasts, or quotes changed your perspective on leadership in Auto?
I’ve always believed that leadership in the automotive sector is about striking the right balance between strategic foresight and human-centric thinking. One book that deeply influenced my perspective is “Leaders Eat Last” by Simon Sinek. It reinforced the value of building trust within teams and leading with empathy, qualities that are especially important in an industry undergoing constant and rapid transformation. These principles have helped shape how I approach team dynamics, particularly in high-pressure or evolving environments.
A quote that has stayed with me over the years is, “Culture eats strategy for breakfast” by Peter Drucker. In the context of Škoda Auto and the broader Indian automotive landscape, it couldn’t be more relevant. No matter how well-crafted a business or brand strategy may be, its real success depends on the culture that drives it. For me, this serves as a reminder that great leadership isn’t just about delivering results, it’s about nurturing people, empowering teams, and staying grounded in core values, even as we innovate and scale for the future.
7. How is Škoda adapting its strategy to stay competitive as the Indian market shifts toward EVs and premium SUVs?
Škoda is adopting a balanced approach in India by strengthening its ICE portfolio while preparing for our foray into an EV future. As one of Škoda Auto’s most important markets outside Europe, India plays a pivotal role in the brand’s global growth plans.
Our current goal is clear, and it is about strengthening the brand and surging ahead. On the SUV front, we now offer something for every customer, from the entry-level sub-4-metre Kylaq, to the mid-size Kushaq, to the flagship 4×4 luxury 7-seater Kodiaq, ensuring wide appeal across segments. With Slavia, we keep alive our sedan legacy and are evaluating options to build on this strength.
Our cars are known for their outstanding handling, uncompromising safety, and great value. With the launch of Kylaq this year, we are entering new markets and strengthening the brand, as we look forward to surging ahead in this dynamic automotive market. As India rapidly grows into a key global auto hub, we remain focused on delivering premium, reliable, and experience-driven mobility, designed with local relevance and benchmarked with global standards.