What inspired you to pursue coaching and mentoring through multiple degrees, and how did your understanding evolve along the way?

This journey began over a decade ago with what was actually an accidental visit to Cambridge University during an open day. My wife and I attended various sample lectures, from horticulture and European art to linguistics, but one session on coaching truly caught my attention. By that time, I had already spent 18 to 19 years in the corporate world and found great satisfaction from assisting younger professionals in their growth. I believed that was coaching, but that session helped me realize I had actually been mentoring. Understanding the difference between coaching and mentoring was eye-opening, and I felt an immediate pull towards coaching.

That led me to enroll in a one-year course at Cambridge, which eventually turned into an undergraduate qualification. From there, I pursued a second master's at Ashridge in the UK, and my passion for the subject only deepened. Ultimately, I completed a doctorate in coaching from Oxford in 2023.

What kept me going was the joy of learning. Human relationships and development are endlessly complex, and every day in this field offers something new to explore. That sense of discovery is what continues to inspire me.

What led you to explore digitalization in your doctoral thesis, 'Coaching in the Digital Age'? Were there key trends or experiences that made the research feel necessary? What were some of the most surprising insights from your interviews?

Digitalization is transforming executive coaching, especially since the COVID-19 lockdown forced everything online. Before, coaching happened face-to-face, in conference rooms, and over tea, where eye contact and human connection were natural. Suddenly, coaches had to adapt to digital platforms like Zoom, where even simple things like where to look during a conversation became confusing. Millions of years of human interaction evolved around in-person connection, so the transition online brought real challenges. My research focused on understanding these challenges and how coaches adapt. Though centered on executive coaching, the findings apply broadly. For example, students who experienced mostly online education during the pandemic scored significantly lower than those in classrooms, highlighting that virtual interaction, while necessary, still lacks some vital elements of in-person learning.

You've worked in countries across Europe, the Middle East, and Africa, each with its own cultural norms and work styles. How did you adapt to these different environments, and what have those experiences taught you about working across cultures?

I've lived in five countries across three continents, but my first foreign posting was actually in India in rural Karnataka. Though I am from Uttar Pradesh, the language, food, and culture there were entirely new to me. This taught me that "foreign exposure" isn't just about crossing borders; it's about embracing differences with humility and a willingness to learn. Whenever I go somewhere new, I remind myself: I'm a guest here, and I'm here to learn.

Like when I moved to Egypt, I spent months learning classical Arabic, only to discover locals speak very different dialects. That experience showed me there's no single "Arabic," just as there's no single "Hindi." This humble approach to every place as a student with folded hands has helped me adapt and connect across diverse cultures. Being open to mistakes, questions, and learning is key to truly understanding and thriving in new environments.

You've completed your postgraduate diploma in business management from XLRI Jamshedpur, graduating as a gold medalist. Could you share some of your most memorable experiences at XLRI, and what key lessons or takeaways have stayed with you from your time there?

Two key experiences shaped my journey, the four years at BITS Pilani for civil engineering and the two years at XLRI for my MBA. Pilani was intimidating at first, and I wasn't sure I'd succeed. By the time I joined XLRI, I felt much more confident, perhaps too much and assumed it would be manageable after Pilani. However, I quickly learned that lacking humility and a willingness to learn is a big mistake, as everyone at XLRI was equally accomplished. Thankfully, friends and mentors helped me grow.

Management was a very different world compared to engineering. While engineering focuses on technical skills, management is centered on human relationships, a completely different learning curve. One lesson I carried from BITS Pilani came from Skylab, our open-air cafeteria, where the owner's ability to connect with every student left a deep impression on me. At XLRI, I realized that the real difference between a good and a great manager is the ability to form genuine relationships. That insight remains at the heart of effective management.

In your experience in mentoring leaders, what are some of the most common challenges you see them face and how do you typically help them navigate or overcome these obstacles?

I see two main challenges with leaders globally. First, many assume that gaining a leadership title automatically means they possess leadership skills. True leadership isn't about designation or authority but about behavior and connecting with your team as individuals. Real leaders take their team along and build genuine relationships.

Second, as leaders become more senior, many stop learning, even though rapid change makes ongoing learning more important than ever. I often hear senior leaders say they struggle to work with young professionals, but the real issue is their reluctance to keep learning and adapting. The myth of the all-knowing leader is outdated and sometimes your team will know more than you, and that's okay.

Leadership is about behavior, not titles, and the willingness to keep learning is essential. For the younger generation, my advice is to learn beyond the curriculum, make the most of every opportunity, and enjoy the journey; often, the best lessons come from unexpected experiences.

You have a deep respect for the environment and wildlife. In your opinion, are global lawmakers doing enough to protect wildlife? What practical steps can individuals take to make a meaningful impact on this cause?

One of the most important things we can do is talk more about wildlife conservation, especially in India. As the world's most populous nation, our need for resources means we often exploit nature more than others. However, this should not come at the cost of leaving a polluted and degraded environment for future generations, as we already see in parts of northern India.

It's encouraging to see the younger generation engaging with these issues, but we need this momentum to continue. In India, lawmakers often overlook environmental concerns because there isn't enough public pressure, especially during elections. We must raise awareness and make the environment a higher priority. India has a unique legacy; every element of nature, from trees to rivers and animals, was once considered divine and deeply respected in our culture and mythology. This cultural respect helped protect nature in the past. Sadly, we have drifted from this principle in our pursuit of modernity. The more we discuss conservation, the greater the chances for meaningful action.

You've held major leadership roles as the Regional Head for Middle East-North Africa at Mako Limited and later as Country Head for Egypt, with significant responsibilities. What was that experience like for you, and how did you handle high-pressure situations in those roles

Three key factors made my tenure as Regional Head for Middle East-North Africa and later as Country Head for Egypt both successful and rewarding. First, I had a fantastic team. With a strong, motivated team, my role as a leader shifted from micromanaging to enabling them and removing obstacles, which made a real difference in handling high-pressure situations.

Second, I always chose organizations with a strong cultural alignment with my values, especially my passion for constant learning. If I'm not learning, something feels missing. I was fortunate to work with companies like Pepsi, Marico, and Vodafone, all of which fostered a culture of growth and encouraged employees to embrace new challenges. This alignment helped me adapt and thrive, even under pressure.

Finally, I was given opportunities to grow and take on different roles over my 29-year career, I've held 14 or 15 positions, typically moving every 18 months to two years. This continuous learning and exposure to new challenges kept me engaged and motivated throughout my journey in these multinational roles.