Agility

Analytics

Automation

Bold

Branding

Business

Collaboration

Digitalisation

Diversification

Diversity

Empowerment

Ethical

Finance

Inclusion

Innovation

Leadership

Loyalty

Marketing and Advertising

Passion

Performance

Perseverance

Portfolio

Problem Solving

Resilience

Responsibility

<h3>(00:00) – Introduction to Bala &amp; Leadcast</h3>Brian: Well, he has seen markets rise, fall and reinvent themselves. But through it all, he has stayed steady — stayed rooted in wisdom, led of course by conviction. This is Leadcast, where leadership meets life.Bala:Markets teach you passions, but more than that, they teach you perspective. Early in my career, I thought success meant mastering numbers. Over time, I've learned it's really about mastering temperament. Finance may be a number game, but leadership is about trust, clarity and staying curious.Brian:Hi Bala, how are you?Bala: Hi Brian, good to see you. I'm fine, doing alright.Brian:Thank you for inviting me to your office, to this beautiful cabin.Brian: My pleasure, as always.&nbsp; &nbsp;<h3>(01:03) – Bala Unplugged: Food &amp; Music</h3>Brian: You know, it's always a privilege chatting with you and before we deep dive into the markets and the stuff we're going to chat about, I just want to do a bit of Bala Unplugged. Are you okay with that?Bala: I'm fine.Brian: Okay — what's your go-to comfort meal after a long day?Bala: Of course, I prefer South Indian meal.Brian: But give us some details.Bala: And end up with curd rice.Brian: Oh, okay. You are also a music lover. I believe you are learning music and I know you are a music lover from back in the day. So what's your playlist for a volatile working day?Bala: I play — of course listen to the music, definitely it's one.Brian:But what kind of music?Bala: Mostly Carnatic music. But I am also learning, singing the Lord's name, which is called Nama Sangeetham . So there is also something in singing the name of the Lord — it gives you that much inner better feeling. Since I'm learning, I'm also actually just keeping humming with great understanding. It gives you some sense of deviation from your normal thinking process.&nbsp; &nbsp;<h3>(02:14) – Advice for Young Investors</h3>Brian:That's incredible. I'm going to go slightly closer to your professional personality now. One thing that you believe young investors overlook?Bala: So, overlooking investing for long term versus short term gain. Most people think making money is easy looking at short-term gain. But I always believe short-term gain is temporary. If you want to retain your gain for long term, then you must give long time period for the investment to perform.Brian: Three to five years?Bala: Three to five years. Second is, people think speculating you can make money — they'll start thinking everybody is making money, making money is easy. But my own experience: money making is tough unless you stay on course for long.&nbsp; &nbsp;<h3>(03:15) – Earliest Money Memory</h3>Brian: So we'll get into our chat now. It's been fun — the volley of questions and fun answers — but now let's settle into conversation. Bala, let's roll back the years. What was your earliest memory of money? Has that moment shaped your approach to wealth creation today?Bala: Yeah, definitely yes. First of all, thanks Brian for having me part of your discussion — a privilege. See, life of course gives a lot of lessons. As an investor in the capital market, the early lessons I got when I was age 22-23 — where you always fiddle with the market thinking you will create huge wealth with high expectations and very short return expectations — doubling or tripling money in one or two years. When you have such high expectations inevitably you meet with failures. When I started learning and getting into the capital market, the first few expectations versus outcome were miserable. Because you are a little deep in money, you become further greedy and therefore you don't book your profit — you don't sell. You keep your expectations high. That's where I learned the first lesson: what goes up can come down . And there will be failure — but still, if you keep long-term vision, I think you can create wealth.&nbsp; &nbsp;<h3>(04:40) – Learning Cycle &amp; Passion</h3>Brian:What goes down can come up as well.Bala: Can come up as well. So that's when I joined here in '94, since then we have seen crisis. In each crisis your learning curve only gets better. As an individual, you also learn from mistakes, market volatility — and that shapes your investment thesis.Brian: You mentioned 1994 — that makes it 30+ years. What has kept you inspired? What has kept you committed to the mutual fund industry all these years?Bala: So it is about passion towards your business. Mutual fund — I always believe — it's a service to the investors. Creating wealth comes next. First you are putting a platform. You are getting deeply involved in managing the money. In this process you learn, and this shapes your investment style. As an individual, you continue to learn. The market, I always believe, is a great leveler. Market teaches you. You don't need to go to any classroom to improve your learning curve. (6:01) The market teaches you. So, that keeps you actually growing all the time. You have to come back with a great amount of commitment. So, be at it, stay at it, and continue to learn, and continue to be passionate about building this business, and deep involvement. I always believe, one of the firm beliefs that I have, platform is provided to you. It is only a question of how do you use the platform. So, I used to believe Aditya Birla group is a platform, good brand platform. You have been given the responsibility to use the platform to build the business. The platform should be utilized for bringing your individual contribution to the maximum extent possible. I mean there is no right answer to that, but as far as best effort that you can put. That's why I think it kept me going. The learning curve when I talked about, learning curve come from market, learning curve come from your bosses, learning curve come from the way the founders looks at your business and then makes you stay in the business for long, make you think long term, and so on and so forth. There are many such things also got involved in the whole process. I am very sure we need more than just a quick chat. We are having to really learn from you some of the nuances. If I can, I am sure there were moments that were uppers, there were moments that were downers, and all of them high on learning.&nbsp; &nbsp;<h3>(07:29) – Defining Moment: 2009 Crisis</h3>Brian: Can you share a defining moment in your career that tested you?Bala: Of course I can quote many, but I’ll take one — the 2009 global financial crisis. All of us being finance professionals, being in the mutual fund industry — you feel the impact directly. Market falls are directly correlated to you; market rises are directly correlated to you. There was uncertainty — whether the world financial market will remain strong, whether the industry will survive, whether the firm you work for will manage the crisis. During that time I also got offers from outside — but I felt I should not leave the organization in a bad time.&nbsp; &nbsp;<h3>(08:57) – The Power of Brand</h3>Bala: One thing that helped us is representation of the brand. I used to go to the market — meet institutions — borrow from banking industry, sell assets. When you carry the brand, the door opens faster. After that, it's up to you to strike the deal. Brand impact comes during crisis. As a manager, you have to use it to your advantage. We used to run pillar to post looking for solutions. It took 35-40 days. September to November — Lehman collapse. During that time, you have to stay on course, take proactive steps, handle customers, and protect brand image. Reputation is very important. I must admit — we had to knock the door of Mr. Birla as well. He made one phone call — that was enough to manage the situation.&nbsp; &nbsp;<h3>(11:14) – Spirituality &amp; Leadership Style</h3>Brian: You’re spiritually inclined — how has spirituality influenced your leadership?Bala: Spirituality has come from childhood. I used to go to Patasala to learn basics of Vedas — after school, 6-7 PM. It's all mug up and recite. Reciting mantras became part of extracurricular activities — not ritual. Parents also prayed — so association grew. Spirituality gives calmness. It keeps you grounded. Life is not that easy, but also not that tough — you play it as it comes.&nbsp; &nbsp;<h3>(12:46) – Work-Life Integration</h3>Brian: People speak of work-life balance, but you speak about work-life integration. What does that mean to you?Bala: I don't differentiate work and life — both go hand in hand. Whether personal or professional — for me it remains the same. Invariably you end up giving 80% of your time for work and 20% for life — ratio differs per person. Personally, I used to have a seven-day working policy — so work-life balance becomes out of track. I never thought about differentiating.&nbsp; &nbsp;<h3>(13:57) – Staying Calm Through Market Cycles</h3>Brian: You’ve seen multiple cycles — booms, crashes, recovery. How do you remain calm?Bala: One thing I'm a firm believer of: often we discuss managing risk — but managing risk comes next. Being agile — agility — is more important. Tracking happenings that impact sentiment and portfolios. During uncertain times, you cannot keep quiet and you cannot keep worrying. Both are wrong. If you keep worrying, you never find a solution. We deal with public money. Market is an unknown animal. Sometimes we try to find solutions for unknown stuff — nobody can answer. So during such times — play it as it comes.&nbsp; &nbsp;<h3>(15:47) – Rituals, Energy &amp; Discipline</h3>Brian: Is there a ritual you follow?Bala: One — I believe in punctuality. Morning 6–6:30 max — the moment sunlight comes, day starts. Second — I do my rituals, chanting Gayatri. Sometimes I enjoy making breakfast. Then I come to the office with a clear schedule. This habit came from bond trading — market forces you to be at your desk. I used to even open the office. Whether rain or flood — I would go. I also believe in keeping a light heart. If your energy level goes down, everything becomes difficult.&nbsp; &nbsp;<h3>(18:30) – Mentoring: Ask vs. Tell</h3>Brian: How do you mentor next-generation leaders?Bala: Earlier my style was instruct and tell. Later I learned ask vs. tell — thanks to the Harvard AMP program. It gives clarity on empowerment vs. execution. You must differentiate between what the team must do and what only you can do. Not everything done is right and not everything done is wrong — sometimes situation forces the outcome. I always give benefit of doubt to the batsman. Mentoring is continuous — not only when they need you, but when the team needs you. I follow open-door policy. Whether 11 PM or early morning — they have liberty to call. Even today as MD &amp; CEO — I pick the phone on the second or third ring.&nbsp; &nbsp;<h3>(21:41) – If Not Investments…</h3>Brian: If you weren't in investments — what would Bala be doing?Bala:I am deeply connected to my roots. I believe in giving back to my birthplace — agriculture and village background. I still run agriculture activities — not for profit, but to provide opportunity for people to work on their land. Second — I get involved in service activities. If they need support for events or institutions — I help.&nbsp; &nbsp;<h3>(23:29) – Closing</h3>Brian: My day has 24 hours. How many does yours have — 36? 48?Bala: 24 hours only — within 24 hours you have to crunch everything.Brian:Bala, it's been an absolute pleasure. One sit-down is not enough. Thank you for taking time to share all these gems.Bala:My pleasure. It's always nice interacting with you. I'm glad we could do it today — thank you so much.Brian:Thank you for tuning in and soaking it in. Let us know your thoughts in the comments below.&nbsp; &nbsp;<hr>Watch full video on YouTube - <a target="_blank" rel="noopener noreferrer" href="https://youtu.be/6KzEGk5t_AY?si=0Uc5FNN6FdxGYZtG">Mastering Temperament &amp; Navigating Markets: Bala's 30+ Years of Investment Wisdom&nbsp;</a>

Can Spirituality Really Shape Investing Success?
Can timeless wisdom guide modern markets? A. Balasubramanian, MD and CEO of Aditya Birla Sun Life Mutual Fund, shared how spirituality shaped his approach to investing – through purpose, rituals, and resilience. This episode of LeadCast is the perfect blend of finance and philosophy. Press play for insights that go beyond numbers.

Mastering Temperament & Navigating Markets: Bala’s 30+ Years of Investment Wisdom

Beyond the Menu
How do you build hospitality brands that stand out in a fast-changing world? Udai Pinnali, CEO of Aditya Birla New Age Hospitality, unpacked the secrets: from staying ahead of trends to leading with intent. This episode of LeadCast is a masterclass in creating experiences that last. Listen now!

Customer Delight & Building BITSOM: Udai's Journey in Hospitality & Education

<h3>0:00 — Introduction to Udai &amp; Leadcast&nbsp;</h3>Brian: From the boardroom to the kitchen pass, he's building India's most inspired hospitality experiences. This is Leadcast, where leadership meets life.Udai: People sometimes ask me what was the turning point. For me, it was learning that growth doesn't always look like a promotion or a title. Sometimes it's about launching a new business or an institution. Sometimes it's not saying yes to the easy path or the obvious one. And now it's this — building brands that make people feel something deeper, help them make memories. &nbsp;<h3>0:19 — Udai's Definition of Growth: Beyond Promotions&nbsp;</h3>Udai: Good morning, Brian.Brian: Hey, good morning. How are you doing?Udai: I'm well, thank you. How are you?Brian:How are you doing?Udai: I'm very, very well. How's your day been going?Brian: A little hectic, but lovely to see you. Thank you for joining us at Leadcast, man. Much appreciated.Udai: My pleasure. My pleasure, absolutely. &nbsp;<h3>0:46 — Greetings &amp; Rapid Fire Question&nbsp;</h3>Brian: Okay, so suggestion — before we get serious, let's get curious.Udai: Okay, let’s do that.Brian: Great. So Udai, one quick rapid-fire question for lack of another way to say it.Udai: Sure.Brian: So if you were to pick one restaurant from ABNAH for a meeting, which one would that be? &nbsp;<h3>1:11 — Favorite Restaurant for a Meeting: Oud&nbsp;</h3>Udai: I'd say most definitely Oud. Yeah, I think it's a lovely space — great ambience, lovely food. And you can interact with people very casually, yet with a lot of intimacy. I think it's a great space to be.Brian: Oh, nice.Udai: Yeah.Brian: Okay, that meeting should be with me.Udai: Oh, we can go right after this. &nbsp;<h3>1:39 — Udai's Grounding Ritual: Kipling's "If—"&nbsp;</h3>Brian: Great. What's that one ritual over there that keeps you kind of grounded?Udai: It's Kipling’s If—.For the last 20 years, I've had a copy of that wherever I've been, within my eyesight — just going through those lines: "Meet with Triumph and Disaster and treat those two impostors just the same." Very, very grounding.Brian: Oh man, Udai — always, but always a pleasure chatting with you.Udai: Same here. &nbsp;<h3>2:05 — Udai's 17+ Years with Aditya Birla Group &amp; Nonlinear Growth&nbsp;</h3>Brian: More than 16 years with the Aditya Birla Group, and you have served as the Executive Assistant to Mr. Kumar Mangalam Birla. You have led the launch of a new business school — none less than BITSOM — and are now leading the way at ABNA's whole project… I mean, the Chief Executive Officer.Brian: What has growth looked like to you?Udai: Nonlinear. You know, to put it — I think growth, Brian, I would say is what one perceives growth to be. And I must say that it's not always felt like growth. You know, you're doing stuff and there's a lot of learning that's happening — and the curve's not always very straight. There's this thing Adam Grant says in Hidden Potential, it's a fantastic book — that the line of growth, which is usually shown like this on a graph, is very misleading. Sometimes growth looks all topsy-turvy and so on. And you know, sometimes you take a side step to get a very different kind of experience. Sometimes you step back to learn something very new. And sometimes you just leap — in a way you've never envisaged that you will — into something. &nbsp;<h3>4:20 — Evolution of F&amp;B: Immersive, Shareable Experiences&nbsp;</h3>Udai: …and then I started — and by the way we're not counting here — but 17 plus years.Brian: Oh, okay.Udai: Yeah.Brian: Okay. I stand corrected. Happily, I must add.Udai: So, you know, I was in the telecom business. I was not in the HO, I was in Hyderabad. I was in service delivery — not in one of the swankier functions like marketing, sales, or whatever it’s perceived to be. And I was in prepaid — a very mass segment and so on. I never realized I had a structured path. I thought: Where will I get to? But then I think growth, really for me then, is about picking what you're doing, really thoroughly enjoying it, and doing a great job of it — and then you get where you get to.Brian: Interesting perspective you provide. So I'm going to move to the F&amp;B business — more F&amp;B businesses are now trying to curate immersive, visually striking, shareable experiences… nostalgic dishes and Instagrammer favourites. What's your take on this — if I can call it — evolution in the industry?Udai: See, I think like a lot of categories that evolve with consumers, consumers are much better exposed now. They're more affluent, they're more aspirational, etc. Food has now become not just about sustenance — it's about self-expression. Food is fashion. People use food to make a statement. People want food to reflect who they are and so on and so forth. So as the cliché goes — people first eat with the phone, with their eyes, and then they consume food. And they want people to know where they were, what they were eating, and so on. &nbsp;<h3>6:04 — ABNAH's Focus on Culinary Excellence&nbsp;</h3>Udai:So I think it's part of a lifestyle. It's growth. But I just think that we are what we do when no one’s watching us, you know, in a way.Brian: Well said.Udiai:And a lot of times I think while one might share where they were and so on and so forth — I would think of it like this: the last time you went to a place you really wanted to and loved to go back to — you had people you really like and you were having food you really crave. Did you dive in for your phone? Probably not. So the share of eyeballs, I don’t think, is necessarily equal to the wallet share of the consumer — where they would like to go and spend a lot of time, spend a lot of their money and attention, and have great craveable food. And in that sense, we at ABNAH have always been very, very culinary-excellence-forward, so to speak. Can the food be 'grammable? Should it look great? Of course it can. But for us, it’s about making a great honest plate of food that one would like to come back to again and again and again. And if you can make it look very photogenic — yeah, it’s a bonus. So I think — well, to each their own — it's not just about nostalgic and great-looking food, but it’s about people coming back to food that they love and really crave. &nbsp;<h3>6:43 — Heritage &amp; History in Food: A Deep Dive&nbsp;</h3>Brian: Okay, interesting. Now there’s been more chatter — should I say — on the play of heritage, of history, when it comes to food. How do you see that playing with our curated menus?Udai:Yeah, I think that's a great segue — because it’s in line with what I was saying earlier — that people are very well-travelled now. They’re far more aware. There’s a lot more information out there, right? And while at a point in time the country and the people wanted everything to be very relatable to their original palate, so to speak — people are now ready to try and push themselves to have authentic food. &nbsp;<h3>8:03 — The Story of Varsa Restaurant&nbsp;</h3>And India — while we talk of it as a monolith — I think as we all know, it's a misnomer. It's 50 different countries. And for me, going away from my cold palate is not just about having Korean or Italian — it's about trying really authentic food from, let's say, Lucknow, Awadhi — which probably I've never really known. Because what a lot of people have been exposed to is Punjabi and Mughlai. So — you know — it’s stuff like that. And hence now: rootedness. How connected the food is — matters a lot to people. I'll just take a quick example because we have this restaurant called Varsa — it's based in NCPA. And that food has its own heritage, its own history. It’s the Persians who travelled to India. And then — they thought Delhi was too busy — they bypassed the outer ring road and went straight to Lucknow, right? And they settled there. And it was a great blend of what they brought and what they conceived there. And Wajid Ali Shah was asked by the British — given a pension — and sent to Calcutta. you know, where he said, Allah-e-Butto mujhe koi dikhaye Lucknow aur mere sohne me bhi mere aata hai aah Lucknow. He was really paining for Lucknow because he was he was a Nawab there. He was sent out and then there was no gosht. There was not enough meat, but the Portuguese had brought potatoes there. They replaced the meat with potatoes and made a different kind of biryani. So that food evolved from Persia to Lucknow to Calcutta. And then they got a daughter married to the Nizams of Hyderabad — and as was the custom — they sent maids and cooks with her. And then the food travelled from Calcutta to Hyderabad — and then it evolved further. It's the journey of food. And that's what we discovered and that's what we are making at Varsa. So people like these stories. People like that history behind it and trying different cuisines. I think it matters a lot. &nbsp;<h3>9:50 — What Excites Udai About Building Hospitality Brands&nbsp;</h3>Brian: Man, your knowledge — and the fact that you've obviously deep-dived into this — is incredible.Udai:No, we really like to enjoy what we're doing, you know — and get into the heart of it. So as I said earlier — this is growth. Right? I mean you're learning something new every day. You're doing something exciting. You're a different person. I mean — that's growth.Brian: That's coming through loud and clear, Udai. &nbsp;<h3>10:10 — India’s F&amp;B Industry: Size &amp; Opportunity&nbsp;</h3>Brian: Now — you mentioned from Varsa to Jolie’s toSupasan — ABNAH is creating, I think, some of India’s distinct culinary spaces, which is brilliant. What excites you most about building hospitality brands?Udai:Yeah, sure. See — food is a very core consumer category. And it's something that’s been there obviously since the birth of time until now. But the way it's evolving is very exciting. Some estimates say it's a 65–70 billion dollar industry in India. It's one of the largest. And it also employs one of the largest workforces in the country. And with aspiration increasing, as I was saying earlier — a lot of people are now opting to look for great experiences, a lot of organized brands and so on. And despite all this, and despite all the growth happening — you realize that there are probably four or five companies today which are more than a billion dollars in valuation — and then there’s a long tail. By some estimates — the way Singapore eats out: about 50+ times a month (what you eat out — including deliveries, two–four times a day — 50% of that comes from outside). The U.S. or Europe is about 30. China is 20. For India, it's about 8 or 9. That’s the headroom that's there. For Mumbai or Delhi — probably people eat out about 15 times a month including deliveries. So just the opportunity to be able to go out and participate in one of the largest consumer businesses for the A ditya Birla Group — is a great opportunity. And when you are given the opportunity to participate in that kind of growth and build something of that order — it's obviously very exciting. And I think that’s a very important part. &nbsp;<h3>12:02 — ABNAH's Purpose: Enriching Lives Through Food&nbsp;</h3>I have a but. You know — it's out there on the wall, and we should go up and take a look at it in the office once. And it's very important to us — our purpose: "To enrich lives through the power of food and the magic of shared experiences."&nbsp; It's that purpose that really excites us a lot more. Because think about it: for the most part, experiential dining — at whatever price point — it's not because you can't cook at home or you don’t have a meal. There's so much happening outside — at your work, generally in life, and so on. When people walk into a restaurant — they want to leave all of that outside practically. They just want to have a great time with their loved ones, people they like — or sometimes maybe just by themselves with a cup of coffee. It's a privilege for us to be able to participate in that with them and give them that break they need. And it's a tough industry — thin margins, heavy competition, hawkish regulations, whatnot. But when you see a guest smiling — happy — walking out at the end of the meal — all of that’s sorted. And then you're not thinking of the industry size and how tough it is to run the restaurant and so on. That fulfilment — I think that's really exciting — to be able to participate in that entire story. &nbsp;<h3>13:12 — What Udai Wants Guests to Experience at ABNA&nbsp;</h3>Brian: You almost answered — or should I say half-answered — my next question. Always ahead of the game, you are. You know — what is it that excites you about food? And I’ll qualify that: what do you want people to experience and discover when they explore ABNA palates?Udai: So you know — it's not as much about ABNA palates alone. We wouldn't like to get ahead of ourselves and think that we are this very large player and one should view us very distinctively or separatel. We're very much with the industry. It's a growing space. And in that scheme of things — we want our guests to come in and to feel welcomed. To not feel intimidated. We are into authentic cuisines — as I said. You know: we do authentic Italian, we do authentic Japanese, we do authentic Cantonese, we do authentic Awadhi. We like to believe that we are doing honest food. At the same time — we ideally don't want them to look at a menu card and feel intimidated and hesitant to read something out and ask something. Yet — we don't want to water down their experience. That balance is what is a little tricky — but not impossible. That's where your staff and your service comes in — whether they make you feel welcome, make you feel comfortable, are able to explain the menu to you without sounding condescending — yet not being snobbish at the same time. That is very critical for us — and that's what we would like to create. But let me caveat this with saying: we’re not there yet. It's a journey. And I'm happy to confess that. We’re getting there. But we're confident that we’ll get there — because we are very clear about the intent. &nbsp;<h3>15:09 — Udai's Top 3–4 Menu Recommendations&nbsp;</h3>Brian: That’s a confident — but really honest take. And more power to you, Udai. What are the top three to four — if I might ask — things to order across restaurants, across spots? I'm putting you on the spot, I know.Udai: You're putting me in a corner — against my chefs who create menus which are 20–30 dishes long. Nevertheless. Yeah, sure. I think, you know — if you go to Oud as we were speaking about earlier — I would like you to try the Nobu’s Tarboos or the Muskmelon. These are great mocktails — so flavourful — you won’t miss any spirits even if there are none in it. Come to Supasan — I think while you can order all your sashimis and nigiris and so on — you should definitely try the Chawanmushi. It's like a warm hug to your soul — it's such a nice warm egg-custard dish. If you go to Yauatcha — you should definitely order the Cheung Fun — vegetarian for me — but if you're a prawns person, certainly you can do that. I can go on and on. But since we're on it — if you go to Varsa — you should try the Panch Patta Saag with the Magasnaan. People think that Awadhi food is all about non-vegetarian — but it’s not true. Chef Mukhtar’s mother-in-law is a consummate cook of non-vegetarian food — but she’s a vegetarian herself. And there’s such amazing vegetarian food out there in Lucknowi cuisine. I think you should definitely try Varsa. Man — you’ve got me salivating, so to speak. That’s the idea — show me the money. It sure is, and it’s working. &nbsp;<h3>16:53 — Sourcing Ingredients: Local, Sustainable &amp; Authentic&nbsp;</h3>Brian: When it comes to sourcing ingredients locally — and yet sustainably — keeping it true to the cuisine — how do you strike the balance, if you do?Udai: Okay. So I think this is in the realm of saying that — of course, if I need authentic ingredients for some of these cuisines which are not Indian — we have to obviously import some stuff. But how do you yet balance it with being local and so on? See, I think it's again an interesting question. I'll take a couple of examples. We work very closely with the founders of Narathai in Bangkok — and they have an expat chef who comes down at a regular frequency, works with us — we take them out to the market. In the Northeast — nowadays — the Seven Sisters have great vegetables and herbs growing which are very close to the flavour palette of what grows toward that part of the world — as a continuum. So we try and identify ingredients which give you the same flavour profile without compromising on the authenticity. Why do Cantonese chefs pick prawns from the East Coast of India? Chef Rahul picks up his cheese from Himachal — and some great vegetables from hydroponics farms near Pune — yet does great European food. So we don't necessarily see this as conflicting goals for sourcing. It's a little bit of hard work to also ensure your costs are under control while you're doing all of this. I think — but it's doable. I think you just have to ask the question: who made those rules? You just have to go out and explore. &nbsp;<h3>18:27 — Conclusion &amp; Farewell&nbsp; &nbsp;</h3><hr>Watch full video on YouTube - <a target="_blank" rel="noopener noreferrer" href="https://www.youtube.com/watch?v=hMsNdeTMBfc">Udai: Building India's Most Inspired Hospitality | Nonlinear Growth &amp; Culinary Excellence</a>

Udai: Building India's Most Inspired Hospitality | Nonlinear Growth & Culinary Excellence

Sandeep Agrawal, Senior President &amp; Head – Group Corporate Finance, Corporate Strategy &amp; Business Development, decodes deal-making, strategy, and the power of thinking ahead.&nbsp;<div class="collapsible-content-wrapper" style="--lines-to-show:6;" data-testid="collapsible-content-wrapper"><div class="collapsible-content collapsible-content__disabled"><div><div class="ant-flex css-fga7g8 ant-flex-align-stretch ant-flex-vertical" style="gap:8px;"><div><div class="markdown message-container"><hr><h3>&nbsp;</h3><h3>00:00 – Career journey and transition to strategy</h3> Host (Brian Telis): Hello and welcome to Leadcast, our leadership series under the Soundbox Initiative. My name is Brian Telis and I'm your host. In each episode we sit down with a leader from the Aditya Group for a conversation about the group and of course its businesses, and to find out what the future holds for us as an organization. In today's episode we will be speaking with Sandeep Agrawal. Now, Mr. Sandeep Agrawal holds the position of Head of Group Corporate Finance, Corporate Strategy and Business Development at the Aditya Birla Group. Sandeep is an alumnus of IIM Lucknow and is an electronics engineer. He is also a sports and fitness enthusiast. We speak to Sandeep about the world of business with a special focus on deal making and strategy at an organizational level. We also hear from Sandeep about his mantra for getting the job done and done well. So, Sandeep, you know — set the bar pretty high and for all the right reasons. But firstly thank you for joining us. It's an absolute privilege to be kind of chucking questions at you and I can't wait to hear your thoughts.Sandeep Agrawal: Now you had such a fascinating career at ABG in finance, strategy. Let's start at the beginning. I'm really intrigued to know what initially drew you to deal making and strategy – pardon the term – deal making, and how has your thinking evolved over the years?&nbsp; So if I can take the liberty of going back a little bit more… You know, I did my MBA way back in 2001. I had a keen sense of numbers, so I wanted to get into finance, and I landed up a job with ICICI Limited – which was famous for corporate lending at that time, not investment banking. As it happened, within a year of me joining, it got merged with ICICI Bank. There was a bit of chaos as you’d expect when two large organizations merge, and I got thrown into a role which I didn't envisage when I started my career. I moved to Mumbai in Standard Bank and then for three or four years I did really well in that role which was transaction banking. But what I kept thinking about is that while these solutions are extremely important to the company I was serving with, I wasn't seeing the promoters and CEOs. At best you meet CEOs and CFOs. That got me thinking: why are promoters not keen on what I'm doing right now? And that's when I thought of investment banking and creating a huge difference. So as soon as I got the first opportunity in 2010, I moved to what was corporate investment banking, and had a great stint over the next eight years. I even handled Mr. Birla as my client—I used to interact with him all the time. There's one specific transaction I always remember: JP Cement acquisition. We were on the other side, Mr. Birla was there, and he went through such minute details on the acquisition. That made me think: as an adviser, as a third-party investment banker, you can do as much grunt work as you like, but when it comes to putting in your own money—he was the perfect example of how deep and detailed you could be.&nbsp; In 2019 when I got a call from Aditya Birla Group—I had spent about 16 years in Standard Bank—I met Dr. Mishra and then Mr. Birla a few times. My mind was made up almost immediately. Being on the buy side, where you are putting in your own money, has been an extremely fascinating experience. Four or five years in M&amp;A, we did a number of transactions. Last year in August–September, Mr. Birla asked me if I'd like to run strategy as well, and I absolutely loved the moment he said this. With M&amp;A you construct the deal, you create the deal, but once it’s consummated your involvement ends. Strategy allows you to run through the full cycle of the transaction. For me, recommending something isn’t enough—I need to see through the fruition. That has been extremely satisfying and fascinating.&nbsp;<h3>02:30 – Strategic M&amp;A and leadership</h3> Brian: Interesting journey—sounds seamless. But were there challenges in the transition from banking to being part of the group?Sandeep: I joined the group in September 2019. There was no surprise — I had been handling ABG as a client for almost eight or nine years, so the corporate governance and culture were well-known. What surprised me was the vastness of the organization—hundreds of charitable activities, schools, hospitals, temples, all alongside the businesses. It was mind‑boggling. Culturally, it was extremely welcoming. One challenge: I joined in September ’19, and the COVID lockdown happened in March ’20—so many of the first few months were on Zoom. I dislike that. The first opportunity I got, I joined office back because Mr. Birla is not a fan of remote working either. Another piece: in a typical foreign bank there's always a shareholder and a board that sit elsewhere, so exceptions may be slow. At ABG, surprisingly, decision-making can be quite quick. We deliberate longer—especially when you’re putting hundreds of millions or billions behind a venture—but overall it's very positive.&nbsp;<h3>06:48 – Deal-making simplicity and clarity&nbsp; &nbsp;</h3>Brian: Over the last five years you’ve been with the group and many acquisitions and deals—what’s your secret sauce for cracking a complex deal and taking it to fruition?Sandeep: I live by the mantra of simplifying. In complex deals people tend to lump everything together, but you must break it down. If you break it into smaller pieces, usually only three or four are truly complex—and the rest is straightforward. So identify and solve those key pieces rather than tackling everything at once. Also, having a clear north star or objective is critical. You can get lost in the process. As long as you know what you’re solving for, it makes a huge difference.&nbsp;<h3>08:57 – Win-win negotiations and trust&nbsp; &nbsp;</h3>Brian: On large transactions, both sides have objectives—often conflicting. What's your negotiation style? Any tips?Sandeep: First, if a counterpart puts an untenable position, I’m comfortable walking away. They should know you're willing to walk out of the room if required—some things are non-negotiable. More importantly, establish a strong connection with the counterpart. They should feel they won as much as you did. That comes from being ultra-prepared—rational, layered arguments that counter theirs thoroughly. And remember: lose small battles to win the war. If you’re completely inflexible, you’ll lose on bigger issues. Be strategic.&nbsp;<h3>13:09 – Team dynamics and strategic space</h3> Brian: How do you balance long-term strategy with day-to-day demands?Sandeep: First, you need a best‑in‑class team. When execution gets intense, you cannot be in every meeting. Delegate to trusted team members who understand your thinking. That solves about 80% of the problem. Also, don’t fill your calendar every day—leave space to think, to read, to reflect. Focus on long-term objectives while staying aware of the environment and where value creation lies. And refine processes—like updating product manuals—so future transitions don’t get stuck in bureaucracy.&nbsp;<h3>15:10 – Golf lessons in decision-making</h3> Brian: You liken strategic thinking to golf. How has your passion for golf influenced your approach to business decision-making?Sandeep: In golf, what’s happened in the past stays in your head but what matters is what you can do in the present. Every stroke counts—small mistakes can cost championships—so focus anew every shot. Also, golfers like Tiger Woods make swing changes constantly—you’re always learning. I’ve played 10 sports at competitive levels; golf is the most difficult. There are 14 clubs, different shots each time. You continuously learn. Leadership is similar: you plan, but unexpected things happen. Failure can either consume you or teach you. Accept losses, learn, and move on.&nbsp;<h3>19:06 – Setbacks, resilience, and growth</h3> Brian: When something doesn’t go as planned in your career, how do you handle it?Sandeep: I've had setbacks but no major ones. Back in 2017 or 2018, when my boss moved out, I expected to take over but they brought in someone senior from outside. I was frustrated, but the next two years became my best performance‑wise. It felt like kayaking downstream—I knew the role, the new boss was excellent and supportive. Soon I got the call from ABG. That setback opened another door. Just like in sports: if you sulk after every loss, you'll never go anywhere. You must train harder, accept reality, and stay grounded.&nbsp;<h3>21:06 – Inspirations and inner strength</h3> Brian: Inspiration often comes from unexpected quarters. Who has inspired you in your career or life?Sandeep: Besides Tiger Woods in principle, my biggest inspiration has been Mr. Birla. For example, when a Supreme Court judgment went against us with a massive levy, I spoke to him that night—his voice was calm. No agitation. His humility and patience in crises taught me a lot. Another friend who runs a private equity firm is a fierce champion of excellence and also plays golf. I’m inspired by many: colleagues, my bosses, my wife and daughter—everyone brings sincerity. Also one subordinate who has been hospitalized multiple times but returns to work with unwavering dedication—that is truly inspiring.&nbsp;<h3>24:52 – Exercise, reflection, and clarity</h3> Brian: On a lighter note, what quirky or unexpected activity do you turn to for inspiration or recharge?Sandeep: When I’m mentally agitated or low on energy, the best release for me is an intense workout—an hour or hour-and-a-half burn. That caloric blast puts me in a different space—it’s almost meditative. Breathing becomes steady, mind shifts. I always increase workout intensity when I’ve had a tough week. It recharges me.Brian: I'll take that as a challenge! Most people think of relaxing when they're stressed—but pushing hard physically can reset everything. What a tremendous conversation this has been, Sandeep. If only we had more time to dive deeper—maybe we’ll trouble you again! A huge thank-you to you, the man himself, Sandeep Agrawal. We’ve reached the end of today's Leadcast conversation within ABG’s Soundbox podcast. It’s been a privilege. We hope you’ve enjoyed listening to this conversation. If you have any feedback, drop your comments below. We'll be back soon with another episode—another fascinating conversation. Until then, thank you very much for joining us.&nbsp;<hr>&nbsp;Watch Full Video on Youtube: <a target="_blank" rel="noopener noreferrer" href="https://youtu.be/5Sgki4Onz0w?feature=shared"><a target="_blank" rel="noopener noreferrer nofollow">Leadcast | Mastering the Deal with Sandeep Agrawal</a></a>&nbsp; &nbsp;</div></div></div></div></div></div>

Sandeep Agrawal, Senior President & Head – Group Corporate Finance, Corporate Strategy & Business Development, decodes deal-making, strategy, and the power of thinking ahead.

Mastering the Deal

In Part 2 of our leadership series, Rohit Pathak, CEO of Birla Copper (Hindalco Industries Limited), reflects on his silent mentor—his father—along with life lessons from embracing challenges and his time at McKinsey. He shares why structural thinking is critical to changing the game, why perfection isn’t the only path to success, and what he learned working closely with Mr. Kumar Mangalam Birla—especially the ability to zoom in and out across businesses while keeping a pulse on markets and people.&nbsp;<hr><h3>&nbsp;</h3><h3>00:00 – Mentors and family influences</h3> Brian Telis: Well, it's truly been a fascinating conversation with Mr. Rohit Pathak, talking about his professional journey, his professional endeavors, and how he is who he is. What's also intriguing about the man is how he balances the personal with the professional. And in our second part, we are going to dwell on the man that is Rohit Pathak and, like I said, how he draws the balance in life.&nbsp; You know, this whole system that you speak about seemingly—and I think factually—dwells on the importance of learning. Yes. And, uh, in some cases, learning from leaders that you've encountered. And you had a quick chat with us on, you know, the generals in your family—your father, your grandfather. I mean, I'm sure you've had mentors outside of that as well. Can you share a story, maybe, to give kind of credence to that? Of a mentor or a moment of mentorship, you know, that profoundly shaped your own career, your own leadership style? Would be interesting.&nbsp; Rohit Pathak: So, uh, you know, yes, I've had a lot of mentors who have actively played a role in what I am today. Uh, but I, you know, I don't think there's a specific instance of mentorship, but I'll tell you two-three things that have had a profound impact on how I have evolved.&nbsp;<h3>02:13 – The role of preparation and resilience</h3> I think first, the biggest influence for me was probably my dad. And it's not that he actively mentored me, but this was something that I learned just observing him. And apart from the military part of, you know, like I said, how he was involved with the frontline, how his operating style was—I remember, you know, there was an exercise going on, you know, where he was a Brigadier at that time. There were three brigades in the cantonment. And, you know, his two-level-up general was coming down to review them. And all the other brigades were busy working late night the previous night, and Dad was sitting home peacefully. And I asked him, I said, "Look, Dad, you're not preparing? Everyone else seems to be preparing for tomorrow." And he says, "No, we are always prepared. I don't need to do last-minute work." And, you know, that was the style he created.&nbsp; And I think, to me, if you're doing the right thing and you're focused on the right approach, you don't need to put in that last-minute preparation for a meeting or a review, right? So, by the way, you know, hence typically today when I have our quarterly reviews, I don't spend too much time—I don't push my team to spend too much time—because I say, "Look, your story should be clear, what you're trying to do. And for the rest, the numbers are anyway there—you can't change them. So, it is what it is. Just ensure that you are able to communicate the story in the right way." So, I think that was one.&nbsp; The second, you know, learning which I took away from my dad—again through observation and not through mentorship per se—was, look, life will throw a lot of challenges all the time, right? He had a tough life, but he never made us feel it was a tough life, right? So, I think, to me, that's something which has stuck with me—that, look, challenges will keep coming, and you keep doing what you think you can do best in that situation. Don't overthink, don't overworry—go on with life. And I think that's been a very important part of my DNA. Even here, there's enough things that can go wrong in a business, and if you start worrying about everything, you know, you'll panic, and it'll create panic in the organization. So, just, you know, go with the flow and do the right things.&nbsp;<h3>03:49 – Embracing imperfection in leadership</h3> Rohit Pathak: The second sort of mentorship experiences I had was at McKinsey. I think it was a very different kind of mentorship. But the one sort of thing that stuck with me from that journey was, you know, yes, you can do a lot of small, small things, but can you get the few big structural things right? And if you get that right, you get a bit of leeway. So, I have generally not been a perfectionist in my approach. I've said, "Okay, can you change the game? And then even if you're 90% or 95%, it's fine," right? Versus trying to stay, play the same game, and trying to get to 100%. So, I've generally been a bit of a, I would say, discontinuous type of leader versus going for perfection. I'm not the kind of guy you would want if you want to just hold on to things and get to perfection, right? That's not my style, and that is something that I may not be the best at, right? And that's something which I picked up at McKinsey and something which I've tried to do.&nbsp;<h3>05:36 – Clarity, humility, and business simplicity</h3> And I think the third, probably again, by the way, through observation and not through mentoring, was my time with Mr. Birla. You know, I think the experience of just observing him and seeing how he operates was fantastic. You know, I think the few things that I picked up were, you know, his ability to zoom in and zoom out across businesses, which were so varied and diverse, right? And still be able to have his pulse on the right issues that need focus on was fantastic. Yes, he had a team working with him—all of us do—giving him analytics. But, you know, irrespective of that analytics, I could see that he knows the pulse of each of the businesses, right? And I think that was just amazing to see because, you know, having that clarity of mind was great.&nbsp; The second one was his humility. You know, I think all of us who have interacted with him—you know, he makes you feel special when you meet with him. And come back, you feel, "Yeah, this is a person I would want to do and put in my best effort for," right? He's a great man. And I think that ability to connect and inspire in every conversation is something which has, you know, been very important for me.&nbsp;<h3>07:21 – Observational learning and emotional steadiness</h3> And, you know, I think the third one is his ability to simplify decision-making. You know, he may ask you a lot of questions—you may wonder, "Where is he going with this?" But he has a very simplistic way of being able to then say, "Okay, this is what we should focus on," which is, I think, a great skill to learn from. And I think that's something which I'm still trying to pick up on. I remember in one of my performance appraisals, you know, he would take a lot of pains in writing down notes on the performance appraisal and then discussing with you. And in one of the ones, he had written, "You know, Rohit, learn to—or work on your skill to connect the dots better or more," or, you know, something to that effect. And, you know, when I first read it, I said, "Look, I've done 10 years of consulting. This is what, you know, I've been trained for—to connect the dots." But when I reflected on it, I realized what he meant. And I think in the last few years, not just creating more dots but also connecting them better is something that I've focused on, and it has helped me a lot.&nbsp; So, I think some of these experiences are things that have shaped my journey. Like I said, I'm not a big reader. I've not had formal mentorship sessions which have been very intense. But a lot of observations and learnings from the leaders I have seen—and not just leaders, but even my colleagues and some of the subordinates who have taught me a lot of things which I cherish.&nbsp;<h3>09:25 – Family-first leadership mindset</h3> Brian Telis: Deep resonance you have created, you know, Rohit. And I've got to say, I so concur. In my own limited, small way, I've lived some part of the conversation you just kind of took us through. And it is amazing to see it kind of create the effective results, you know, that you've... I always say—and I said it earlier today to you as well—that meeting, you know, is a good fun thing, right? And I don't mean to make it sound flippant. You seem to have this ever-smiling, ever-giving kind of vibration to you, which leads me to my final question, really, because this conversation can go on and on and on. But given your extensive leadership responsibilities, let's say within the group—which are large, to say the least—I mean, how do you strike a balance between your professional life, which is there for everyone to see, as also your personal well-being, which is there to see as well? How do you draw that balance?&nbsp;<h3>11:28 – Recharge through boundaries</h3> Rohit Pathak: So, you know, I think one of the first things I would say to that is, look, there's a reason that I'm not an entrepreneur. I'm a sort of an employee, right? Because entrepreneurship has its own challenges. You know, your responsibility of what you are supposed to do is very, very different. And I have consciously stayed being an employee versus an entrepreneur—or now you can say an intrapreneur that I've evolved into.&nbsp; For me, my family has been the core of almost all decisions I have taken in life, right? When I left McKinsey, it was, you know, the primary reason for that was balancing family life. And that was a commitment my wife and I made when we got married—that, look, when we feel we need to change the life we're having, I will switch McKinsey because we knew what McKinsey entailed in terms of lifestyle and work-life balance. And then we moved here to ABG. And, you know, it is not that I don't take my work seriously, but I have generally followed that, look, you know, I work to have a good life. I don't live to work, right? Work is part of life, but life is much, much larger than the work we do.&nbsp;<h3>13:18 – Mentoring as a legacy</h3> Yes, I have a responsibility to the teams that I'm leading, a responsibility to the organization that I'm part of, and that I will do, you know, to the best of my ability. But my best of the ability is not going to be determined by the hours I work. It's going to be the impact that I create. And hence, you know, as we were discussing earlier, my way of working has changed, has evolved to ensure that I prioritize what I spend time on significantly. I give a lot of room to my team to, you know, grow and take on larger roles.&nbsp; I'm okay looking away from small mistakes, you know, and not just waste time on going through everything like with the audit mindset. Because things happen, judgments will go wrong, and it's okay. I'm okay to turn away and say, "It's fine." As long as it's not a values breach or an integrity breach, it's okay. You know, things will go wrong. As long as you're broadly going in the right direction, it is fine.&nbsp; And some of those things have helped me create the right balance at work so that I have enough time. And I think, to me, look, all of us need to be fresh at work. And for me, that recharging every day is my family and my family time. So, you know, I rarely do calls from home. I rarely do work from home. I don't open my computer too much at home. Yes, I respond to emails when they come whenever I have sort of time at home, but I don't really do too much at home because that's my recharge time. And I feel it's my duty that if I come back fresh to work, I can do much more than if I try to put in the long hours, which are then draining me out and draining everyone else in the organization.&nbsp; So, it's a, I would say, it's a bit of an approach question on, you know, I don't think hours define the quality of work you do. And, you know, let's do the work right. And yes, there are times where you have to put in a lot of hours. It's okay. You know, those will come and go. But by and large, my style is, you know, it's a balance. Life is a balance. And as long as you are then living with that balance, you'll be happy, and people around you will be happy.&nbsp; Brian Telis: You know, Rohit, I've got to say this one more time, but conversations with you—formal or informal—always leave you thinking, leave you happy, leave you enriched. And today is certainly not an exception. I've got to say a heartfelt thank you for joining us today. And obviously, we have our way—we'll have you right back here in just a bit. But thank you for sharing. Thank you for being who you are. And thank you for being so giving in the way you live life.&nbsp; Rohit Pathak: No, pleasure. Thanks so much. Always a pleasure speaking to you, Brian. And, you know, one of the areas where I have been spending a lot of time in the last several years is just coaching and mentoring people across the organization, across tenures—a lot of the young folks who are just coming into the workforce. I spend a lot of time with them just to ensure that they get the right, you know, perspectives as they get into the work life. Because there are a lot of, I would say, wrong things being perpetuated in the work culture, which are, I think, not healthy. And I think that energizes me. It gives me a lot of new perspectives and thinking, and it's something that I enjoy doing.&nbsp; So, I think, to me, the biggest service we can do—and, you know, business roles will come and go—but if I can make a difference to the lives that I come in touch with, that is the biggest, you know, thing that I can do and make a difference to. So, that's what I yearn to do. And so, pleasure talking to you, and thank you for this conversation.Brian Telis: Let me assure you that you are making a difference right here and now. And I'm very, very sure in the journey ahead, you'll continue to do so. Thanks once again, Rohit, for joining us. Much appreciated.&nbsp; Rohit Pathak: Thank you so much.&nbsp; Brian Telis: And that was the end of today's Leadcast conversation from the Aditya Birla Group's podcast initiative, Soundbox. We do hope you enjoyed listening to this conversation. I mean, do share your feedback by dropping in your comments on the Soundbox page. We, I promise, will be back soon with another episode, another fascinating conversation like the one we've just had. See you soon.&nbsp;Watch Full Video on Youtube: <a target="_blank" rel="noopener noreferrer" href="https://youtu.be/S-xcanc6G9E?feature=shared"><a target="_blank" rel="nofollow noopener noreferrer">Leadcast | The CEO Reimagined | Rohit Pathak | Part 2</a></a>

Rohit Pathak, CEO of Birla Copper (Hindalco Industries Limited), reflects on his silent mentor—his father—along with life lessons from embracing challenges and his time at McKinsey. He shares why structural thinking is critical to changing the game, why perfection isn’t the only path to success, and what he learned working closely with Mr. Kumar Mangalam Birla—especially the ability to zoom in and out across businesses while keeping a pulse on markets and people.

Looking Beyond Perfection

In the first episode, Ashok Ramchandran, Director – Group HR at Aditya Birla Group, reflects on how early challenges shaped his leadership journey, and how the fear of irrelevance fuels his drive to stay future-ready. He shares the importance of bringing one’s whole self to work and why two principles guide him: being prepared for opportunity and change with speed, and staying focused with authenticity—the ultimate “smell test” of leadership. Ramchandran also offers insights on navigating leadership’s highs and lows while maintaining resilience and purpose.<div class="collapsible-content-wrapper" style="--lines-to-show:6;" data-testid="collapsible-content-wrapper"><div class="collapsible-content collapsible-content__disabled"><div><div class="ant-flex css-fga7g8 ant-flex-align-stretch ant-flex-vertical" style="gap:8px;"><div><div class="markdown message-container">&nbsp;<hr>&nbsp;<h3>00:00 – Personal planning for workplace relevance</h3> Ashok Ramchandran: If you don't have a plan for yourself, you're likely to become redundant as you go along. In your own mind, you won't feel fresh. So my own learning agility had to keep pace with what was constantly changing. And if I didn't, I would get outpaced. I would become irrelevant. Focus on being prepared. I think the future is...&nbsp;<h3>01:41 – Learning agility and contextual leadership</h3> Brian: Hello and welcome to yet another episode of Leadcast. Today we are joined by a very special guest — Ashok Ramchandran, Director, Human Resources at the Aditya Birla Group. He has over 35 years of rich and varied experience in HR, spanning multiple sectors in companies such as Asian Paints, GE Capital, Tata AIG Insurance, and Vodafone Idea — prior of course to joining the Aditya Birla Group 9 years ago. Now, in this exclusive three-part series, we begin by reflecting on his illustrious career, then talking about the changing workplace dynamics, and what the future of work looks like for all of us. Ashok is a strong believer in talent and potential and of course, in building opportunities for people to make an impact. So let's dive right in. Ashok, thank you so much for joining us today.Ashok: Thank you for your time. Pleasure, Brian. I know that comes at a premium, but thanks again.Brian: Looking back on your career spanning well over three decades, I'm going to ask you a bit of a pointed one — what were some of the toughest challenges you faced? And importantly, how did you overcome them? Any leadership lessons that have stayed with you over the years?Ashok: I think as you span careers, as all of us navigate times and contexts, early challenges have been to first of all understand the context of the company I work in. Therefore, whatever role we are in — I was in an HR role and later in a business role — making sure what I do is relevant to the context and the pace that was needed at that time was one of the biggest challenges. Second, as I've gone along, I've had to cope with the fact that change is going ahead of my ability to cope with it. So my own learning agility had to keep pace with what was constantly changing. And if I didn't, I would get outpaced. I would become irrelevant. So the fear of irrelevance — if you're not on the ball all the time on things that you should be — grips me and has been my dilemma and challenge as I've gone along. It keeps me awake at night, keeps me fired, keeps me energized. I think I have used some of these as cornerstones to keep afresh, keep looking forward, being prepared for that future. That early learning, if I may call it, I suspect is true even today. It's true for me today. As I've transited over the last one year, there have been multiple times when I've had to step up to occasions, step into new things, galvanize new aspects of my own strengths and areas where I need to develop differently, and come to terms with it.&nbsp;<h3>03:07 – Authentic leadership in a hybrid world</h3> Therefore, the second aspect is: coming to terms with the person you are has been a big learning. So I can't be somebody who I'm not. So how do I — in the context of my delivery — still be myself? Quite often I found that I'm at my best when I'm fully myself. And that melody gives the best of music for the company as well.Brian: That is so true and so well said, Ashok — that we need to be ourselves. Having said that, you'll be the first to agree with me that the way we work is evolving faster than ever. Be it hybrid models, shifting employee priorities, rising expectations... very importantly now, I mean with all of this change — is there any one leadership principle that has stood the test of time for you?&nbsp;<h3>04:34 – Preparation and authenticity for future challenges</h3> Ashok: A single leadership principle? I'll give you two. Two things which for me matter a lot, which I think will be relevant for all of us to consider: One — be prepared. In many forums, as I go across the company, I talk about the importance and the need to be prepared. Prepared for what? Prepared for opportunities, prepared for delivery, prepared for change. Therefore, can we bring upon ourselves a certain velocity of change in terms of preparation? That readiness and preparation gives you that opportunity knock-knock. I think that's a big win. Second — stay focused and authentic. Authenticity is a very sometimes misunderstood feature of our persona. And I think this is a smell test. You'll know who your managers are who are authentic — who are kind of "stripes on the shoulder, I'm senior" kind of a leader. You respect people who are authentic. So can each of us work on authenticity — to be ourselves and yet come through in a certain manner of preparation? So if I'm a leader, I must exude that authenticity for my team to experience me. And by the way, my team will know me for being authentic or otherwise. That's why I call it a smell test. So if you focus on that — focus on being prepared — I think the future is yours. The two key words: authenticity and be prepared.&nbsp;<h3>06:01 – Emotions and discipline in leadership</h3> Brian: Leadership is high energy — and you'd be the first to validate that it's a high stakes game as well. Ashok, how do you personally stay energized? Easier said than done. How do you stay ahead of the curve? Any daily habits or mindsets that help you stay on top of your game?Ashok: I suspect, Brian, nobody's on a constant high all the time. So I'm sure all of us who are together today at the podcast will vibe with me when I say: there are high days and low days. There are fantastic moments and there are moments when you wonder what's happening around you. There are fantastic bosses and there are bosses who you wonder what's happened on a particular day. So we do navigate, on any given period of time, a multitude of journeys, sentiments, our own emotions. A second bucket: we're also influenced by who we are as people, as individuals. All of us carry our precious personal stuff into work as well. So we are a thinking, feeling human being.&nbsp;<h3>07:30 – Passion for impact and team connection</h3> If that be the reality, what keeps me energized is sometimes the focus and the discipline to complete something on time. So timeliness I use to ensure I am able to stay focused in spite of other distractions surrounding me. And the distractions could be personal, could be official. On a low day when I see things falling apart and not going as I expected — what diverts me back is possibly the discipline of timeliness. Number one: I know that this has to be done in a particular manner. And fired up by a second important quality, which for me is a defining quality — I would like to kind of… I learned from my early bosses, and I would like to believe I emulate it in some form — is the passion to make a difference. And that's not a theoretical statement. If we keep that as a north point — that irrespective of the ups and downs of the day, the week, the month, maybe the year — if I have a passion to make a difference in spite of, right? I will make that difference. And to me, that's the north point which fires me. And allied that with my timeliness and push for getting things done — big picture or small things — you know what? I stay focused. The level of distraction reduces to saying, "Stop that. Stay focused."&nbsp;<h3>09:11 – Career resilience through personal planning</h3> Brian: You mentioned, Ashok, authenticity. What comes through — and I have had the privilege of knowing you for a fair bit — is just being you, as you mentioned. One can feel Ashok Ramchandran beyond your designated role in the company. Now this might be a tough one for you — but one piece of advice (and we all have this) that you wish someone had given you earlier in your leadership journey — is there that one thing that you kind of, not regret, but feel, "Had I learned this earlier, it would have augured well for me"?Ashok: Wow, I'm tempted to give a long list — but I won’t. I would say two aspects at this point, Brian. A simple advice I would give to all of us — more than advice, simple sharing I would do to all of us — something which I could have done earlier in my career, I would have benefited more, which I stumbled upon and learned as I went:<h3>10:31 – Investing in personal growth and development</h3><ol><li>Have a plan for yourself. It is such a simple thing to do — but we don’t.</li><li>Have the resilience to stick to the plan. Why do I say that? Companies have annual plans, budgets, monthly reviews, weekly reviews, daily reviews, boss-based reviews — tons of reviews — more than what we possibly need at times. But we don’t have an individual plan for ourselves, which we hold ourselves accountable for. If you want to take on larger roles — are we reading enough? Are we building a perspective? Am I taking on different assignments, different roles? Am I widening my thinking and impact? Or am I stuck to my pattern because I'm good at my pattern? If you don't have a plan for yourself, you're likely to become redundant as you go along. In your own mind, you won't feel freshness. That’s the winning formula, which I learned rather late — after 7 years into my career, when my boss said, "Listen, you think you’re doing a good job. Good for you. But what further? How have you invested in yourself?" And to my horror at that moment, I realized that I'm just running daily stuff. I had to re-recast. I think that lesson stayed with me all through. And today I do have a plan for myself. And I hope you do. And I hope all my colleagues on the podcast with me today do have a plan for themselves. Yeah, my worry, Brian — my worry is this: all of us are very caught up in the routines and the rush of what we do. There will be days like that. But if I don’t have a plan, that is pretty much what I’m going to be doing the whole month. And the month melts into a quarter, and a year. And when I look back, I pretty much notice that I've been so busy. Now I can always tell you, "Oh, you know, it's been a busy year, I've been very busy." But the loss is mine when I don’t invest in myself. True — my not having a plan is my loss. A plan which sets your north point clearly. A plan which says where do you want to go, what do you want to achieve — personally or professionally. He's a holistic man.&nbsp;</li></ol><hr>&nbsp;Watch Full Video on Youtube: <a target="_blank" rel="noopener noreferrer" href="https://youtu.be/ldmcJMPDUgs?feature=shared">Leadcast | Leadership Blueprint and the Future of Work | Ashok Ramchandran | Part 1</a> &nbsp;</div></div></div></div></div></div>

In this episode, Ashok Ramchandran, Director – Group HR at Aditya Birla Group, reflects on how early challenges shaped his leadership journey, and how the fear of irrelevance fuels his drive to stay future-ready. He shares the importance of bringing one’s whole self to work and why two principles guide him: being prepared for opportunity and change with speed, and staying focused with authenticity—the ultimate “smell test” of leadership. Ramchandran also offers insights on navigating leadership’s highs and lows while maintaining resilience and purpose.

Resilience and the Velocity of Change

This is the First episode of a conversation with Mr. KK Maheshwari. The discussion centers around leadership styles, drawing on examples from sports and business, particularly within the Birla group. Mr. Maheshwari argues that while leadership styles may differ, the core substance—a drive to succeed and bring out the best in the team—remains consistent. He emphasizes the importance of continuous learning, humility, and respecting individual differences. He also touches upon work-life balance, acknowledging his own imbalance towards work and suggesting that finding an appropriate balance is a crucial life lesson. The interviewer expresses a desire to have Mr. Maheshwari back for future conversations due to the richness of his insights.

A conversation with industry stalwart and Aditya Birla Group’s Mr. K. K. Maheshwari on the What and How of Transformative Leadership

Acing the Art of Transformative Leadership

In this episode, Rohit Pathak, CEO of Birla Copper (Hindalco Industries Limited), shares why the Chief Executive role must evolve in today’s fast-changing business world. He outlines three powerful leadership mantras: shifting from an inside-out to an outside-in perspective, moving from guiding to coaching as a management style, and why inspiring teams matters more than simply leading them. A must-listen for leaders, managers, and professionals looking to adapt, inspire, and stay relevant.

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