At the heart of every high-performing supply chain lies a leader whose journey is shaped by experience, resilience, and an unrelenting pursuit of excellence. Rendezvous with the Supply Chain Leaders features conversations with some of the most distinguished voices in the field—visionaries who have shaped the evolution of supply chains through enduring leadership, strategic foresight, and an unwavering commitment to excellence.
This series moves beyond strategy decks and operational dashboards to delve into the character and convictions behind impactful leadership. Through thoughtful, personal conversations, these stalwarts reflect on the values that guide them, the defining moments of their careers, and the habits that sustain them through high-stakes decisions.
What emerges is a tapestry of insight and inspiration—marked by humility, wisdom, and a shared commitment to shaping what comes next. These aren’t just stories of supply chain excellence; they are reflections on legacy, leadership, and life itself…
Purpose, People, and the Power to Reinvent
What drives enduring leadership in an era of constant transformation? For Sanjay Desai, Independent Board Advisor / Mentor, it’s a philosophy anchored in purpose, a belief in people, and a mindset of continuous reinvention. Over the years, he has led complex global supply chains with clarity and conviction—embedding sustainability, building trust-based teams, and nurturing talent along the way. In this wide-ranging conversation, Sanjay shares the ideas, influences, and inflection points that have shaped his leadership—and why he sees India’s digital infrastructure as the next big canvas for impact.
What has been your most fulfilling passion project so far?
One of the most profoundly fulfilling projects of my career was architecting a global shared services platform for a leading medical devices conglomerate. I was tasked with navigating a vast and intricate supply chain—spanning over 250,000 SKUs across 20 international business units, connected through 20+ ERP systems and serving more than 2,000 users worldwide. What began as a traditional network optimization effort evolved over three transformative years into a fully integrated, future-ready shared services model. The impact was significant—driving cost efficiencies, process harmonization, and operational scalability. What made it especially meaningful was the early integration of sustainability principles into the design, well before ESG became a mainstream imperative. Today, my focus has shifted toward empowering India’s Tier 2 and Tier 3 cities through digital infrastructure—an endeavor I believe will define the next wave of inclusive national growth.
How do you unwind after a demanding day at work?
I’ve always been an early riser, often at my desk by 8:00 AM, and I leave by 4:45 or 5:00 PM—avoiding traffic and maintaining a rhythm I’ve preserved since the 1990s. Living in Singapore, I typically handle four to five late-night calls each week. That’s why I fiercely protect the time between 6:00 and 8:30 PM SGT—dedicated entirely to family and personal restoration. I find balance in simple, grounding routines: helping with post-dinner tasks, evening walks with my wife, and unhurried conversations that reconnect me with what matters most. A sportsperson at heart, I still play table tennis, pickleball, and billiards regularly. I aim to walk at least 2 km a day and work standing up for three to four hours daily, whether at home or in the office. Over time, I’ve come to value recovery as much as performance. Tomorrow’s supply chain leaders must master not just time management, but energy management.
How do you manage pressure and challenge?
I believe in intensity, not excess. I don’t subscribe to the long-hours doctrine. I prefer working smart—with a crisp set of deliverables and clarity of purpose. Experience has taught me to delegate with discernment, focus on zones of impact, and be transparent with teams about what truly matters. I anchor myself in what I can influence and act with intention. In times of uncertainty, leaders must be the eye in the storm—not by escaping pressure, but by mastering it and preparing for what lies beyond.
What is your success mantra?
“Plan today—for tomorrow.” While seemingly metaphorical, this principle has been my guiding light. In logistics, we prioritize ocean freight for its long lead times; similarly, in our professional journeys, preparation is the differentiator. Without foresight, you’ll find yourself stagnant while others move forward. This mantra has anchored me for over four decades. In today’s resource-constrained, tech-fuelled world, the fundamentals—PLANNING, SUSTAINABILITY, and CONTINUOUS LEARNING—are no longer optional. They are non-negotiable.
What is your leadership style?
My leadership compass begins with people, is guided by process discipline, and propelled by technology. I give teams the freedom to follow their own playbooks—as long as we’re aligned on purpose and results. I steer clear of micromanagement, but I ask the questions that challenge assumptions and sharpen outcomes.
Leadership, to me, is about influence without imposition—it’s about helping others reframe problems, shift mindsets, and embrace transformation with clarity and courage. In today’s dynamic world, it’s more about being strategic shepherds than authoritative commanders.
What advice would you give to the next generation of supply chain professionals?
Don’t chase titles or short-term glory. Anchor yourself in purpose-driven goals that generate long-term value. Align your personal ambition with your organization’s broader mission. Build your capabilities step by step. Develop cross-functional fluency—especially in technology, finance, ESG, and global trade. Supply chains today are highly complex, interdependent ecosystems. Your ability to solve systemic challenges with empathy, strategic clarity, and agility will define your true impact. And always remember: the supply chain is no longer a straight line—expect detours, and embrace them.
A book that helped you at work?
Early in my career, I encountered Emotional Intelligence 2.0 during a long-haul flight from San Francisco to Singapore. I was seated next to a professor who was immersed in it, and I managed to skim through much of it mid-flight. Upon arrival, I immediately ordered my own copy. Two decades later, I can say without hesitation—it fundamentally changed how I think, respond, and lead. In our fast-paced, high-stakes supply chain world, where complexity is a constant, the book taught me that emotional intelligence is as vital as operational intelligence. It helped me shift from being purely transactional to being more reflective and emotionally grounded. I became more attuned to the human stories behind the data. That shift turned me into a connector of people, cultures, and ideas—able to turn complexity into collaborative advantage.
A book or movie you keep going back to?
One book I’ve returned to time and again is The Power of Your Subconscious Mind by Dr. Joseph Murphy. I first picked it up in 2000 and recently had to replace my well-worn copy with a hardback. Its timeless lessons on belief, clarity, and intention continue to resonate. It’s a masterclass in aligning your inner world with your outer goals—and yes, it has worked wonders for me.
As for films, Sinhasan (meaning “Throne”) remains unforgettable. This Marathi political drama, directed by Jabbar Patel and written by Vijay Tendulkar, left an indelible mark on me. Having grown up in a politically aware, culturally rich India, the film’s themes—power, ego, shifting alliances—resonated deeply. It captures the nuanced dilemmas of leadership: balancing personal ambition with public good. It’s a poignant reminder of how easily collective goals can be lost in the noise of ego and institutional inertia.
Best and worst advice received?
Best advice: Be uncompromising when it comes to hiring talent. Surround yourself with professionals who are as capable as you—or even better. Identify raw potential, then invest in shaping that into brilliance through coaching and mentorship. Nurture individuals like uncut gems, polishing them into high-impact performers. When you uplift such talent, they don’t just transform teams—they raise the bar for the entire organization. I have followed this philosophy unfailingly since the mid-1990s, when I first stepped into a people leadership role. Looking back, I can’t imagine achieving half as much without this principle guiding my leadership journey.
Worst advice: Don’t train your people too well—they might leave for greener pastures. I ignored that advice entirely. In fact, I’ve always believed the opposite: when you invest in people, you earn their trust, not their departure. Loyalty is not demanded—it’s cultivated. Today, more than 500 professionals I’ve worked with occupy leadership roles across the globe. Many remain close collaborators, trusted allies, and valued sounding boards. Their growth has been my greatest reward—and a testament to the power of people-first leadership.
How do you build high-performing teams?
Start with clarity of mission. Create room for autonomy. Prioritize psychological safety. I build teams not just for coverage, but for leverage—with skills that complement and elevate each other. I believe in visible appreciation—it cultivates a strong culture and keeps momentum alive. The future belongs to cross-functional teams that blend strategy and execution seamlessly. You’ll need integrators more than executors. And leadership must evolve depending on the level—operational, tactical, or strategic. Getting that mix right is essential to scaling impact.
What excites you most about supply chains in the next 5 years?
While COVID-19 was a global catastrophe, it served as a wake-up call—spotlighting the critical role of supply chains, not just in commerce but in society. Supply chains operate in a circular interplay with every other function, often invisibly. They are the neural network of global trade. Over the next decade, they’ll be transformed by AI, sustainability, and regionalization. India stands poised—not just to become the world’s factory—but the intellectual engine of global supply chains. Those who lead with a blend of empathy, intuition, and tech fluency will shape the next frontier.
What is one habit that changed your leadership game?
Unflinching trust in people. My guiding rule—fool me twice, and there won’t be a third time. Trust creates leverage. It enables speed, fosters loyalty, and clears the path to execution. In a world cluttered with noise and self-promotion, authentic trust lets you connect the dots and move forward with confidence—no matter the geography, industry, or complexity.
Looking back at your journey, what role have mentors played in shaping your leadership path?
Mentorship has been a cornerstone of my professional growth. Early in my career, I had the privilege of learning from Mr. Shailesh Haribhakti, who introduced me to the fundamentals of business, the art of structured conversations, and the power of clarity in both thought and communication. His emphasis on governance, discipline, and ethics deeply influenced my value system.
Later, Mr. Nitin Sonavane became a pivotal mentor when he brought me into Exxon India. He instilled in me the principles of supply chain excellence and showed me how to harness technology as an execution enabler. It was under his mentorship that I was entrusted with a larger mandate and moved to Singapore in 1998—an inflection point in my journey. To this day, he remains a steady guide.
Mentorship, in my view, is akin to shaping clay on a potter’s wheel—too much pressure can collapse the form; too little, and it won’t take shape. The magic lies in knowing where and how much to guide. Great mentors, like master potters, bring out the best in others through balance and patience.
Unpause, Reflect, Lead: Why Success Is About Value, Not Vanity
In an era where leadership is often defined by speed and scale, TS Venketram, Co-Founder, UNPAUSE Consulting Pvt Ltd, brings a refreshingly different lens—one that prioritizes purpose over position and people over process. After a distinguished corporate journey spanning three decades, Venketram chose to step off the conventional track and co-build a venture rooted in transformation, insight, and deep client-centricity. In this candid and grounded conversation, he reflects on what fuels him, how he resets, and why the present moment is the most underrated advantage in a fast-changing business world.
What has been your passion project to date?
All the projects I’ve undertaken over the last 30 years have been close to my heart because each of them was vital to the business and meaningful in its own way. Whether it was driving change, building new capabilities, or resolving tough operational challenges, I’ve always believed in giving every assignment the seriousness and sincerity it deserves.
That said, the passion project I’m most immersed in now is building UNPAUSE Consulting. It’s been a massive transformation—moving from the structured rhythms of the corporate world into the unpredictable, hands-on world of entrepreneurship. Starting something from scratch comes with a unique sense of ownership, but also with a steep learning curve. It has required me to shift gears—see issues from the customer’s lens, evolve from functional expertise to business outcomes, and most importantly, learn the art of B2B selling and client engagement from the ground up.
There are no silos in a start-up. You're the business development head, delivery leader, marketer, and analyst—all in one. It’s been incredibly energizing, and after 2.5 years, I can confidently say this is a journey that will occupy my head and heart for many more years to come.
How do you unwind after a demanding day at work?
My source of grounding and strength has always been my family. After a long day, spending quiet time with my wife and mother, and catching up with my daughters—even if it’s a quick chat—gives me peace and resets my energy.
I also have a few personal rituals that help me decompress. I’ve always enjoyed solving the Economic Times crossword—it helps me engage my brain in a different way, and that switch in mental gears is very refreshing. Recently, I’ve taken up journaling, and I find it to be an excellent way to close the day. It helps me reflect, declutter my thoughts, and end on a note of intentionality. Even just five minutes of writing helps me process what worked, what didn’t, and what I can improve.
Unwinding for me isn’t about escaping work—it’s about creating space to process it meaningfully.
How do you manage the pressures and challenges that come with the job?
To begin with, I feel incredibly grateful for the opportunities I’ve had throughout my career. Every new challenge, team, or transformation project has allowed me to grow—and that perspective helps me see pressure not as a burden, but as a privilege.
One principle that has served me well is this: deal with the issue by doing what is right under the circumstances, without overthinking the consequences. Too often, people get stuck in fear—“What if I get it wrong?”—and that paralyzes action. My approach has been: think it through, consider your options, but once you know the right thing to do, just act. The longer you delay, the bigger the problem becomes.
This mindset frees you from anxiety and helps you focus on clarity over control, which in turn builds trust—with your team, and with yourself.
What’s your success mantra?
Success is deeply personal and evolving. There is no one-size-fits-all. For some, it’s career progression; for others, it’s impact or independence. I believe every individual should define what success means to them, rather than inherit society’s or someone else’s version of it.
For me, the definition has always revolved around two questions:
- Have I created value—for the business, my clients, or my ecosystem?
- Have I developed the people I work with?
If I can say “yes” to both, then that is success. Everything else—titles, metrics, rewards—is a by-product. This lens keeps me focused on the long game and ensures that I’m contributing meaningfully, while also leaving people and processes stronger than I found them.
What’s your leadership style?
I don’t believe in rigid leadership styles—leadership is contextual and dynamic. The way you lead during a crisis is very different from how you lead a stable, high-performing team. Similarly, the experience, mindset, and maturity of your team determines the degree of direction or autonomy you provide.
That said, there are two constants I never compromise on:
- First, build teams that are smarter than you. If you're the smartest person in the room, something's off. I thrive on being challenged by people who bring fresh perspectives and deeper expertise.
- Second, give your team the credit when things go well, and take responsibility when things go wrong. Leadership is not about visibility—it’s about stewardship.
Over time, these principles help create a culture of trust, innovation, and ownership.
One tip to survive and thrive in unforeseen situations—your advice to next-gen supply chain professionals?
In today’s world, uncertainty is the new normal. Planning cycles are shorter, technology is evolving faster than adoption, and supply chains are being disrupted in ways we never imagined. In this environment, the most important skill is the ability to stay grounded in the present.
My advice to young professionals is simple: be excellent at what you’re doing right now. If you're a production engineer, become the best engineer in your plant. If you're a supply planner, learn every lever that impacts inventory, cost, and service.
Too often, people get caught up in where they want to go next, and lose sight of building strength in their current role.
Yes, have ambition. Yes, plan for growth. But remember: your next opportunity is shaped by how well you perform this one. Skill-building, learning agility, and resilience—these will never go out of fashion.
A book that has helped you at work..
Like I said, I’m an avid reader, and over the years, many books have influenced me—shaping how I lead, solve problems, and think strategically. But if I had to highlight two that stand out in terms of lasting impact, it would be “The Goal” by Eliyahu Goldratt and “Good to Great” by Jim Collins.
I came across The Goal early in my career, and it completely shifted my understanding of how businesses operate beneath the surface. Goldratt’s Theory of Constraints is so elegantly simple, yet powerful. It taught me to look beyond symptoms and focus on the real bottlenecks—whether in operations, processes, or people—and build solutions around flow and throughput, not just efficiency for its own sake. Even today, I find myself drawing from that mindset when solving complex supply chain or execution issues.
Good to Great, on the other hand, offered a macro view of leadership and transformation. Concepts like the Hedgehog Principle, the Flywheel, and Level 5 Leadership gave structure to what makes certain companies—and certain leaders—enduring and exceptional. What I appreciate most is how the book connects disciplined thinking with disciplined action. It’s not just inspiration; it’s implementation.
Together, these two books gave me both the operational lens to fix systems and the strategic lens to build lasting impact. I’ve read them multiple times, and each time, they reveal something new depending on where I am in my journey.
A book you can read any number of times—or a movie you can watch anytime...
This is the easiest one to answer! I’m a lifelong fan of P.G. Wodehouse, and I have his entire collection at home. There’s something timeless and comforting about his writing—the way he crafts absurd situations with charm, his flawless command of language, and that dry, understated British humour that just never gets old.
Whenever I’m feeling a bit weighed down or need a reset, I reach for Wodehouse. It could be Jeeves untangling Bertie’s social disasters or the idiosyncrasies of Blandings Castle—every story is a gentle reminder not to take life too seriously. His writing is not just entertainment; it’s a tonic for the modern, hyper-paced world we live in.
For me, Wodehouse isn’t just a comfort read—it’s a reliable escape, a reset button, and often, the lightness I need to carry forward with clarity and calm. If there’s one set of books I can return to endlessly and find joy each time, it’s his.
What is the best and worst advice you have received?
The best advice came early in my career while I was working at a manufacturing plant. A manager I deeply respected told me:
“The highest standard that you can expect from your team is the lowest standard you demonstrate.”
That one sentence stayed with me and has been my personal benchmark ever since. It reminds me that leadership is not about directing others—it’s about modeling the behavior you want to see. Whether it’s punctuality, integrity, attention to detail, or a learning mindset, your team is constantly watching you. If you slack, it becomes the team’s baseline. If you hold yourself to the highest standard consistently, it sets the tone for everyone else. That advice taught me the difference between positional authority and moral authority.
As for the worst advice, it’s hard to label anything outright as “bad,” because most advice is given with good intent and makes sense in a particular context. However, one popular notion that I find problematic is the romanticized idea of “follow your passion”.
While it sounds uplifting, it's not always practical or even useful, especially for young professionals just starting out. In many cases, people don’t really know what their passion is until they’ve actually worked across different roles, developed competence, and spent time understanding themselves.
Instead, I believe that if you focus on doing something you’re good at—with sincerity and consistency—you’ll either discover passion along the way, or build a foundation that allows you to pursue it meaningfully later. Passion is often the result of depth, not the starting point.
What’s the best way to build a high-performing team?
I strongly believe that people don’t leave organizations—they leave managers. And conversely, people often join companies not just for the brand or the role, but because they are inspired by a leader. If you want to build and retain a high-performing team, you must first become a leader that others want to work with and grow under.
To do this, the starting point is security in your own capabilities. Insecure leaders are often controlling, resistant to dissent, and afraid to share the spotlight. They become bottlenecks to innovation and learning. Secure leaders, on the other hand, are not threatened by talent. They seek out people smarter than themselves, encourage debate, and promote openness in the team.
Transparency, trust, and empowerment are not just buzzwords—they are fundamental to building culture. I’ve always believed that as a leader, you must be the first to take the blame and the last to claim credit. That builds loyalty and respect.
Once you have a team that’s built on trust and clarity, and everyone knows the “why” behind the “what,” magic happens. You move from managing tasks to mobilizing people, and that’s when performance elevates from good to exceptional.
As Jim Collins says in Good to Great, “You’ve got to get the right people on the bus, in the right seats.” Once that’s in place and everyone knows the direction, the journey takes care of itself.
Beyond the Supply Chain Playbook: Lessons in Change, Choice, and Team Empowerment
In a world where supply chains are frequently the topic of boardroom conversation, Royston Fernandes brings a rare mix of insight, empathy, and intellectual curiosity. From collaborating with startups and solution providers to mentoring future professionals, Royston’s journey reflects a leadership style that’s as contemplative as it is responsive. In this candid conversation, he opens up about the passions that drive him, the rituals that help him reset, and the life lessons hidden in a children’s classic. Whether it's embracing ambiguity or empowering teams to thrive, Royston shows us that leadership today isn’t just about outcomes - it’s about Alignment, Awareness, and the Courage to Keep Moving Forward.
What has been your passion project to date?
The global pandemic changed the perception of supply chains overnight - from a behind-the-scenes function to a critical, front-line driver of business continuity. That shift drove deeper engagement with the evolving complexities of the supply chain ecosystem, not just from an operational standpoint but from a strategic and human perspective.
My passion now lies in two areas. First, I’m actively collaborating with solution providers across the spectrum - established players as well as nimble startups - to better understand emerging technologies, tools, and operating models. It’s a two-way learning process: they benefit from real-world insights, and I get to stay ahead of the curve.
Second, I’ve taken it upon myself to engage more deeply with people - industry professionals, students, and academics. These conversations have allowed me to share my experience, and also absorb fresh thinking and diverse viewpoints.
Both avenues - innovation partnerships and knowledge exchange - energize me and constantly challenge me to evolve.
How do you unwind after a tough day?
Work brings its own mental stimulation and pressures, so I try to counterbalance that with physical activity. I make it a point to include some form of movement in my daily routine - whether it’s a walk, a run, cycling, or even a quick game of badminton or table tennis. I’ve found that sports, especially competitive ones, are incredibly effective at drawing you into the present moment. When you’re on the court or out on the track, there’s no room for distractions. It’s a full-body reset that clears my head, refreshes my energy, and gets me ready for what lies ahead.
How do you manage pressure and challenges at work?
Managing pressure is as much about mindset as it is about methods. I’m naturally detail-oriented and spend a significant amount of time upfront on scenario planning and conceptualization. That preparation gives me confidence. But I’ve also learned that no matter how well you plan, things will change. That’s when adaptability comes into play. I try to pause, zoom out, and look at the bigger picture. When you shift your perspective, it's easier to prioritize, let go of smaller disappointments, and move forward with intention. It’s a practice in resilience - balancing planning with presence.
What’s your success mantra?
For me, success is about living with intention and integrity. My mantra is simple yet deeply personal: make conscious choices, own the outcomes, and learn to be at peace with yourself through the journey.
Every decision we make - big or small - shapes who we become. That’s why I believe in being deliberate and mindful about the choices I make, whether it's in my career, relationships, or personal growth. Once a decision is made, I believe in standing by it - owning not just the victories that come with it, but also the challenges and the occasional setbacks. That sense of accountability builds character, resilience, and wisdom.
But perhaps the most vital part of this philosophy is learning to be at peace with yourself. In a world that often glorifies constant hustle and external validation, I try to measure success by my own compass - by how aligned I feel with my values, and by how authentically I can show up each day. It’s about being able to look back and say, “I have fought the good fight, I have run the race to the finish, I have kept the faith”.
To me, that’s success worth striving for - one that’s fulfilling, sustainable, and deeply personal.
What’s your leadership style?
I have a natural drive for clarity, completion, and high performance, which sometimes means I default to pushing forward decisively. But leadership isn’t just about momentum - it’s also about efficacy and inclusion. That’s why I consciously work at listening more and being consultative. I strive to create space for dialogue, differing views, and ambiguity - even when it feels uncomfortable. It’s not something that comes automatically to me, but I treat it as an ongoing growth journey. Leadership, after all, is not a static trait - it’s a lifelong practice.
One tip to survive and sustain through unforeseen situations...
If I had to distil it into a few words: Stay Open, Stay Curious, Stay Connected. Build networks outside of your immediate circle. Talk to people from different industries, geographies, and mindsets. Say ‘yes’ to things outside your comfort zone - because that’s where the real learning happens. When faced with uncertainty, don't be afraid to fail.
View every opportunity - even the ones that don’t work out - as stepping stones. The ability to evaluate situations calmly, make informed decisions, and reflect honestly on their outcomes will set you apart. Some of your most valuable growth will come from decisions that didn’t go your way.
A book that has helped you professionally...
Switch – How to Change When Change is Hard by Chip and Dan Heath has deepened my understanding of transformation. In both professional and personal settings, change is constant - but that doesn’t make it easy. What I appreciate about this book is how it breaks down the psychology of change into simple, relatable insights.
It doesn’t just talk about why change is hard; it offers practical tools to make it easier - whether you’re trying to shift mindsets across an organization or trying to change one habit in yourself. I’ve applied its principles in leading teams through transitions, in strategic planning, and even in coaching conversations. It reminds me that change isn’t just about process - it’s also deeply human.
A book or movie you can revisit anytime...
Oh, The Places You’ll Go! by Dr. Seuss is one of those rare reads that grows with you. On the surface, it’s a children’s book. But underneath, it’s a poetic map for navigating life’s twists and turns. Every time I read it, I take away something new - depending on where I am in life and what I’m going through. It speaks of the excitement of possibilities, the discomfort of setbacks, and the courage to keep moving forward even when the road is unclear. In a world of constant change and complexity, its message is both grounding and uplifting. It’s a reminder that while the journey won’t always be smooth, it’s still worth taking.
The best and worst advice you’ve received...
“Let’s wait and see what happens.” This advice has been both a blessing and a curse in my professional journey. In moments of uncertainty, it has helped me avoid impulsive decisions and allowed space for clarity to emerge. But in other scenarios, it has led to missed opportunities or delayed action that could have made a meaningful difference.
What I’ve come to understand is that advice isn’t binary - there’s no such thing as ‘good’ or ‘bad’ advice in isolation. It all depends on the situation, timing, and the context in which you apply it. The real skill lies in developing your own judgment - knowing when to pause and observe, and when to act with conviction.
What’s your approach to building high-performing teams?
For me, it starts with assembling the right mix of people - those who bring the right skills and mindset to the table. But what’s more important is what you do after you’ve built the team. That’s where leadership truly begins.
I believe in creating an environment of trust and autonomy. Once expectations are clear and the vision is shared, I try not to micromanage. I’ve found that people often rise to the occasion when they’re empowered and trusted to take ownership.
My job as a leader is to provide direction, remove obstacles, and then step aside so the team can do what they do best. Empowerment isn’t just a strategy - it’s a statement of belief in people’s potential.
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