1. What’s your leadership mantra in the fast-evolving auto landscape?
Stay grounded in purpose, inclusive in mindset, and flexible in execution. In an industry defined by disruption, I believe in listening closely to customers, empowering teams with clear direction, and acting decisively when opportunities or challenges arise. Innovation thrives when everyone is aligned to a common vision—and when the team is motivated, supported, and happy.
2. How do you inspire and motivate your team during challenging times?
By being transparent, leading by example, and celebrating every win—no matter how small. A shared vision, clarity in priorities, and trust in each team member’s strengths help build resilience and forward momentum, even during tough phases.
3. Tell us about a major screw-up in your career—what went wrong and what did you learn?
A few years ago, I worked on a large organisation-wide transformation project to improve ways of working through an IT-enabled system. We tried to implement multiple optimisations at once, but the system ended up showing several errors and the rollout had to be paused. Though we fixed everything quickly, it taught me a valuable lesson — when dealing with multi-dimensional improvements, it’s always better to implement them in smaller, manageable batches. This not only ensures smoother execution but also builds team confidence and support for the transformation.
4. What’s a mistake you see many young auto leaders making?
One common mistake is focusing too much on short-term targets without a clear long-term vision. The auto industry is a marathon, not a sprint — sustainable success comes from balancing immediate execution with strategic thinking. Many also underestimate the value of customer feedback and cross-functional collaboration. Real insights come from speaking with sales teams, service technicians, call centre agents, and of course, customers themselves. Staying connected at every level is essential for any effective leader.
5. What’s the next big disruption you foresee in the auto industry?
Convergence. The next big disruption in the auto industry won’t be defined by a single technology—whether it’s electrification, hybrid, or autonomy. Instead, it will come from the integration of energy, mobility, and data ecosystems. The real transformation lies in how these elements come together to reshape vehicle ownership, usage patterns, and the entire driving experience.
6. What books, podcasts, or quotes changed your perspective on leadership in Auto?
One quote that’s stayed with me is from Peter Drucker: “Management is doing things right; leadership is doing the right things.” It reminds me to always focus on purpose over process.
7. With Stellantis managing a diverse portfolio of brands like Jeep and Citroën in India, what’s your strategy to establish distinct identities for each?
Each brand has a clear, differentiated value proposition rooted in customer requirements and aspiration. Jeep stands for adventure, freedom and capability, while Citroën champions innovation, comfort and design. Our strategy is to stay true to each brand’s DNA while localising experiences to meet India’s evolving mobility needs.