Behind every flawless delivery and every resilient system stands a leader who has mastered the art of balance—juggling pressure with patience, speed with foresight, and innovation with empathy. These are the leaders who know that a supply chain is not just a series of processes but a living network that thrives on collaboration, trust, and vision. The leaders remind us that supply chains are far more than technology platforms or efficiency metrics. They are Powered by People, Strengthened by Relationships, and Guided by a Larger Sense of Purpose. As we celebrate their remarkable journeys, we also step away from the boardroom lens to explore their lighter, more personal side—their inspirations, philosophies, and the passions that fuel their lives beyond KPIs and dashboards. In doing so, we discover not just accomplished professionals, but individuals whose authenticity and balance continue to shape the future of supply chains in India and beyond.
Ashu Gupta
The capacity to ignite urgency without overwhelming teams is a rare but vital leadership quality. When leaders bring the right energy, they inspire clarity, speed, and emotional momentum within their teams. This philosophy shines through in the leadership journey of Ashu Gupta, Vice President – Supply Chain, Koye Pharmaceuticals Pvt Ltd. With a belief in lifelong learning and a keen eye on AI-driven transformation, she defines legacy not as personal success, but as building resilient systems and cultures that last beyond one’s tenure.
Chetan Kumria
Supply chains today demand more than operational excellence—they require vision to balance efficiency, scale, and innovation. For Chetan Kumria, Founder & MD, Xcell Supply Chain Solutions, leadership has meant steering large, complex networks through transformation—introducing automation, building resilience, and laying the foundation for double-digit growth. His journey underscores the value of discipline, focus, and timing, whether in executing strategies, making tough decisions, or learning from failure. In this conversation, he opens up about the principles that shaped his leadership and the innovations that are redefining the future of logistics in India.
Masud Shaikh
From navigating the supply chain pressures of a global pandemic to leveraging AI-driven efficiencies, Masud Shaikh, Senior Vice President – Distribution & Marketing Services, Alembic Pharmaceuticals Ltd., has built a career in pharma operations defined by clarity under pressure and an unwavering commitment to integrity. He believes that technology and human values must move in tandem, and that leadership is measured not just by results, but by the legacy left in people and processes. In this candid exchange, he shares the underrated skills that shape strong leaders, the toughest calls he’s made, and the innovations shaping the future of pharma.
Rajesh Shetty
True leadership today is defined less by authority and more by the ability to balance empathy, foresight, and integrity. In the complex world of pharma supply chains—where every decision ultimately impacts patients—this balance becomes even more critical. Rajesh Shetty, Supply Chain Lead, Roche, exemplifies this approach, believing that empathy is the most underrated skill for leaders. His journey, spanning three decades across pharma, FMCG, startups, and biologics, highlights the importance of simplifying processes, building resilient systems, and creating legacies that endure. In this conversation, he reflects on the toughest calls, the power of continuous learning, and why integrity remains a non-negotiable principle in leadership.
Rajiv Ganju
As global supply chains transform through technology and disruption, Rajiv Ganju, Sr Vice President – Manufacturing & Global Supply Chain, Luminous Power Technologies, sees listening as the underrated skill that keeps leaders grounded. By combining this with resilience learned from Marathon Running and an unwavering commitment to integrity, he has shaped a leadership style that thrives on Adaptability, Mentorship, and Building Sustainable Teams for
What’s the toughest decision you’ve had to make as a leader, and what did it teach you?
Ashu Gupta: The toughest decision I’ve had to make repeatedly is letting go of team members due to downsizing. The first time I had to do it was incredibly hard. The organization was going through a major restructuring, and while I knew the decision was necessary, it didn’t make it any easier. It was emotionally wrecking. I’ve always viewed my role as not just a manager but a protector of my team. To have to look people in the eye and tell them their journey with us is ending… that’s a kind of pain I never expected leadership to bring. What this experience has taught me, though, is the importance of empathy and transparency. Leaders often want to shield their teams from hard decisions, but I’ve learned that honesty and compassion in these moments are crucial.
Chetan Kumria: As leaders in supply chain management, we constantly face difficult decisions because we are navigating highly complex and interconnected operations. To single out one decision is not easy, but one situation that stands out was when we had to implement automation to improve productivity and reduce costs. While automation was essential to ensure competitiveness and efficiency, it came with the extremely tough decision of reducing manpower, which meant letting go of many workers.
This decision weighed heavily on me, because behind every role was a person, a family, and a livelihood. What it taught me, however, is that leadership often demands balancing organizational needs with empathy for people. The experience reinforced the importance of transparent communication, fairness, and providing support to those impacted, while still making the hard choices necessary for long-term sustainability.
Masud Shaikh: The Covid-19 pandemic brought an entirely new level of challenge. Balancing the uninterrupted supply of essential medicines—which millions of patients depended on—with the safety of our workforce was one of the toughest calls of my career. Every decision carried weight: pushing too hard could risk lives, slowing down could risk patient care. What I learned was that empathy and swift action must go hand in hand. In a crisis, you can’t afford the luxury of choosing one over the other—human well-being and operational continuity must be managed simultaneously.
Rajesh Shetty: In a leadership career, tough decisions like Reorganization, Restructuring, or Rationalization are often necessary, and they can be mentally and physically draining. My key learning from successfully executing such critical events is the importance of extensive strategizing, thorough planning, and involving all internal and external stakeholders. A leader must have the foresight to anticipate potential risks, conduct a proper risk assessment, and implement mitigating actions. It's like the game of chess where the leader anticipates all risks and proactively takes measures to mitigate them.
Rajiv Ganju: One of the toughest decisions I made was to completely overhaul our ways of working by introducing automation and innovative technologies. The old system, while functional, was a roadblock to innovation. This was a difficult choice because it meant a period of disruption, training our employees, significant cost, and no guarantee of a smooth transition. Most importantly, the toughest among them all was mindset change among the people. It taught me the importance of change management and how to make it seamless. It's about having the conviction to make a difficult decision for the long-term health and growth of the organization. I learned that you must clearly articulate the vision for the future to your team and inspire them to embrace the challenge. This experience underscored the importance of transparency and trust when leading through change.
How do you define ‘Legacy’ in the context of your work and long-term impact?
Ashu Gupta: For me, legacy is about building systems and a team culture that outlasts you. In supply chain, it means creating resilient frameworks that future leaders can build on.
Chetan Kumria:Creating a legacy in professional life is never easy. For me, a true legacy lies in building systems and organizations that continue to deliver long after you’ve moved on. I have been fortunate to lead a large-scale supply chain transformation that touched every aspect—from procurement and LTCP to demand planning, logistics, and inventory management.
This transformation was instrumental in preparing the organization for the future, ensuring supply chain readiness to support five years of double-digit growth for a large and complex business. Looking back, I believe this has left a meaningful long-term impact, not only in terms of numbers but also in shaping a resilient and scalable supply chain that others can build upon.
Masud Shaikh: To me, legacy isn’t about titles, awards, or personal milestones—it’s about the people you’ve empowered and the culture you’ve helped build. I’ve always believed that a leader’s role is not to control, but to guide. My approach has been to give my team ownership, trust their judgment, and resist the temptation to micromanage. I’ve drawn inspiration from my own mentors and tried to pass on those same values. If the people I’ve worked with continue to lead with confidence, integrity, and accountability long after I’m gone, then that is the truest reflection of my legacy.
Rajesh Shetty: I define ‘Legacy’ as work that is sustainable over a long period. I always strive to do what I believe is best-in-class at the time. To truly create a legacy, it's essential to cultivate a work culture where there is respect and acceptance of divergent views, and where your team is comfortable raising issues with you. This requires making bold decisions and implementing innovative changes in ways of working to improve team members' lives and benefit the organization. For example, in a leading organization when we were upgrading the infrastructure of the warehouses, we took inputs from all our stakeholders (Logistics service providers, Quality, Safety, and Finance team members) and succeeded in creating sustainable infrastructure that benefited everyone. These kinds of actions create a legacy for your work in the industry.
Similarly, in another instance, we embarked on a digitization journey for our supply chain. Initially, there was a lot of pessimism about the project, but as we started getting small wins, people began to believe in the vision and came together to make the project a huge success. This kind of project creates a legacy not only within your organization but in the industry as a whole.
Rajiv Ganju: I define ‘Legacy’ not by financial metrics or corporate titles, but by the people you've mentored, inspired, and empowered. My legacy is the success of those I’ve helped develop—the leaders I've coached, the careers I’ve helped launch, and the culture of continuous learning I’ve helped instil in them. The true measure of my impact is seeing others thrive and carry forward the principles of integrity, hard work, and empathy.
What’s a life lesson you learned outside of work that you bring into your leadership every day?
Ashu Gupta: As a teenager, my father’s frequent transfers meant relocation. It taught me flexibility and adaptability—skills that have been invaluable in the dynamic world of supply chain, where change is the only constant.
Chetan Kumria:A simple yet powerful lesson I’ve learned is: “Talk less, listen more.” Too often, leaders feel the need to constantly speak, instruct, or assert. But true leadership lies in listening—listening to employees, colleagues, customers, and even critics. When you listen deeply, you gain insights that help you make decisions that are both effective and considerate. I bring this philosophy into my leadership every day. By listening more, leaders not only earn trust but also empower their teams, foster collaboration, and make better, well-rounded decisions.
Masud Shaikh: It’s simple, yet powerful—treat people fairly and listen, truly listen. Whether it’s a colleague, a partner, or a vendor, everyone has their own challenges and constraints. Taking the time to understand their perspective often leads to better decisions, stronger partnerships, and fewer conflicts. It’s a lesson that serves equally well in life and in leadership.
Rajesh Shetty: One life lesson I've learned is the importance of taking risks and having self-belief in one's ability. Some projects may fail, but as a leader, you should be happy that you have given 100% effort to that project.
Rajiv Ganju: A life lesson I learned outside of work comes from my passion for running marathons. There's a point in every long race when your body is telling you to stop, but your mind has to push through. It’s about conquering that mental wall and continuing to put one foot in front of the other, even when it feels impossible.
I bring this into my leadership every day. It’s taught me the importance of resilience and grit. When a project hits a major obstacle or the team feels fatigued, I remind them to focus on the next small step. Progress isn't always a sprint; it's the sum of a thousand small, consistent efforts. It's about building the endurance to see a long-term goal through to the finish line.
What belief or habit has most contributed to your personal growth?
Ashu Gupta: I believe in the power of lifelong learning. In an industry where technology and regulations evolve rapidly, staying curious and open to continuous learning has kept me relevant and agile as a leader.
Chetan Kumria: If I had to highlight three guiding principles in my personal and professional journey, they would be discipline, focus, and dedication. These traits have kept me steady in moments of uncertainty and have helped me deliver results consistently over time.
Equally important is the role of trust. When you are leading large teams or managing complex supply chains, trust becomes the glue that holds everything together. Trust is not limited to employees—it must extend to suppliers, partners, and customers. Combined with strong ethics, trust creates an environment where people feel secure, respected, and committed to a shared purpose.
Masud Shaikh: Three habits stand out: time discipline, trusting people, and encouraging them to step outside their comfort zone. I’ve found that performance isn’t just about skill—it’s also about intent and integrity. When you combine discipline with trust and push people to explore new possibilities, growth becomes inevitable, for both individuals and teams.
Rajesh Shetty: ‘Never Stop Learning’ has been the guiding principle throughout my career. This habit helped me adapt when I transitioned from the pharma industry to the FMCG industry, and then from a branded formulation company to a startup, and subsequently to a biologics company. These changes required me to unlearn previous knowledge and embrace new learnings, which in turn helped me create a vision and align that supply chain vision with the overall organizational goals.
Rajiv Ganju: The belief that has most contributed to my personal growth is that learning is a continuous, lifelong journey. I make it a habit to seek out new perspectives, whether through reading books outside my industry, talking to people from different walks of life, or getting direct feedback from my team. This habit of curiosity and a commitment to self-improvement has allowed me to adapt to a constantly changing landscape and evolve my leadership style.
What’s a recent failure or setback that taught you an invaluable lesson?
Ashu Gupta: In one of my previous roles, financial crunch meant dropping a critical project of warehousing design and layout despite months of preparation. It reinforced that in supply chain, unpredictability is inevitable, and the real strength lies in how quickly we adapt and keep the team focused on alternative solutions.
Chetan Kumria: Failure is inevitable in both personal and professional life, but I believe it should never discourage you—it should propel you forward. One of my significant learnings came from launching a new business model in the supply chain industry. It was innovative, but it was ahead of its time. The market was not ready, and the initiative failed to gain acceptance.
The lesson I drew from that experience is that ideas and innovation are critical, but timing is equally important. Even the best concepts can fail if the ecosystem is not ready for them. Since then, I’ve always considered not just the quality of innovation but also the maturity of the market and the readiness of stakeholders.
Masud Shaikh: One of the biggest lessons I’ve learned is that past success can easily breed complacency. When things are running smoothly, it’s tempting to believe they’ll always remain that way. But in today’s world, staying static is equivalent to falling behind. I actively work against that mindset by continuously upgrading systems, embracing new technologies, and encouraging my team to challenge the status quo so that we remain future-ready.
Rajesh Shetty: I prefer to view ‘Failures’ as learning experiences. When we connect the dots, these experiences provide new perspectives for the future. I've often felt that some projects were failures and needed to be shelved, only to find that the experiences from those projects later proved invaluable in other areas of my work.
Rajiv Ganju: A recent failure was a strategic initiative that didn't meet its goals. We had a great plan and a dedicated team, but we didn’t pivot quickly enough when market conditions shifted. The invaluable lesson I learned was the importance of agility and responsiveness. We were too invested in our initial plan to recognize the need for a course correction. This taught me to prioritize a data-driven approach and build in regular checkpoints to reassess our strategy and be ready to adapt.
If you could spend a day shadowing anyone—past or present—who would it be and why?
Ashu Gupta: I would choose Dr. APJ Abdul Kalam. His ability to combine visionary thinking with humility is something every leader needs—especially in industries like ours, where purpose and innovation must go hand in hand.
Masud Shaikh: Without hesitation, I’d choose Mr. Shreekumar Nair, our former President. He had an exceptional ability to solve problems while building scalable infrastructure for Alembic’s operations. His time management skills and his calmness under pressure were remarkable. I had the privilege of learning from him during my career, but to shadow him for an entire day—watching how he thought, prioritized, and made decisions—would be a masterclass in leadership.
Rajiv Ganju:It wouldn't be a past or present CEO, but rather a team member who is a Gen Z or a recent college graduate. I believe in the power of Reverse Mentoring – the idea that wisdom flows both ways. I am keen on understanding their perspective on work, technology, and what truly motivates them. I'd ask about their expectations of a modern leader and how they envision building a sustainable future. Shadowing a new employee will give invaluable insights into the emerging workforce and future consumers, helping me to stay connected and lead more effectively in an ever-changing world.
What’s a non-negotiable principle you never compromise on?
Ashu Gupta: Conviction and Integrity. Doing what’s right—even when it’s tough—is a principle I live by. Having the courage and conviction to do the right thing is critical for a leader.
Chetan Kumria: Two values that I have never and will never compromise on are integrity and empathy. Integrity ensures that decisions are taken with honesty, fairness, and transparency, even when the stakes are high. Empathy, on the other hand, ensures that leadership remains human-centered, balancing performance with compassion. I strongly encourage the next generation of leaders to uphold these principles. In my view, they are not optional—they are the very foundation of sustainable and ethical leadership.
Masud Shaikh: For me, integrity and decisive action are non-negotiable. In the supply chain world, every delay has a domino effect—costs escalate, relationships strain, and most importantly, patients could be left waiting for life-saving medicines. You cannot afford hesitation when the stakes are that high. I believe in acting swiftly once the facts are clear, even if the decision is tough or unpopular. In our line of work, speed and ethics must operate together—one without the other simply doesn’t work.
Rajesh Shetty: Integrity toward the company in a professional setting is a non-negotiable principle for me. As the saying goes, you cannot be 50-50 in integrity; you either act with integrity or you don't. In today's environment, integrity and transparency are very important because India is becoming a global economy, and a lack of integrity and transparency will impact the reputation of both the leader and the organization.
Rajiv Ganju: A non-negotiable principle I never compromise on is integrity. It’s the foundation of all trust, whether with your team, customers, or partners. Being honest, ethical, and consistent in your actions is paramount. Without integrity, a leader's credibility is worthless, and no amount of success can compensate for a loss of trust.
What’s the most underrated skill for future leaders—and why do you believe it truly matters?
Ashu Gupta: One of the most overlooked leadership skills is the ability to bring energy that creates urgency. It’s not about chaos or pressure—it’s about emotional momentum. People don’t move faster because you say so—they move because they feel the moment matters. Leaders who can create focused energy will build teams that act with clarity and speed. I’ve seen this first hand and people around me always feel my energy and it affects them positively.
Chetan Kumria: In my view, in this world of AI and rapid technological disruption, the most underrated skill for future leaders is Emotional Intelligence (EI). While technical expertise and strategic thinking are critical, EI is often overlooked despite being the foundation of effective leadership. It encompasses self-awareness, empathy, and emotional regulation—all of which are essential for navigating complex relationships, making sound decisions under pressure, and building trust across teams.
Leaders with high EI can manage their own reactions, understand and positively influence others, and create a work environment where people feel valued and motivated. This ability becomes especially crucial when navigating change, handling crises, or driving collaboration across diverse stakeholders. In my opinion, emotional intelligence is not just a “soft skill”—it is a core leadership capability that will define effectiveness in the future of work.
Masud Shaikh: Over my 36 years of experience, I’ve seen technology evolve, industries transform, and priorities shift—but one skill remains timeless: presence of mind. In operations, situations can change in a matter of minutes, and you’re often forced to make critical decisions with only partial data at hand. This ability to think clearly under pressure can be the difference between a timely solution and a costly mistake. Alongside this, I believe soft skills like empathy and clear communication are just as essential. These are the glue that hold teams together, especially in fast-paced, high-stakes environments where stress can fray tempers and cloud judgment.
Rajesh Shetty: I believe ‘Empathy for Stakeholders’ is a very underrated skill. It's crucial for a supply chain leader to understand the challenges faced by commercial teams, be flexible in their approach, and remain solution oriented. A supply chain leader who demonstrates empathy will simplify processes and provide effective solutions to customers. This skill requires leaders to be adaptable, flexible, and aware of their strengths and weaknesses. Empathy also means a leader won't act in silos; they will understand other stakeholders' points of view and make decisions for the overall benefit of the organization. This is especially important for a supply chain professional in the pharma industry, where the ultimate customer is a patient who is already distressed and anxious.
Rajiv Ganju: The most underrated skill for future leaders is listening. It’s more than just hearing words; it's about actively understanding the underlying emotions, unspoken concerns, and diverse perspectives of others. In our fast-paced world, many leaders are great at talking but struggle to truly listen. This skill is critical for building trust, fostering innovation, and making informed decisions. By truly listening, a leader can uncover hidden insights and ensure everyone feels seen and heard, which is the foundation of a strong, cohesive team.
Which recent innovation (inside or outside your industry) excites you the most?
Ashu Gupta: Usage of AI across supply chain excites me because it transforms how supply chains operate—anticipating disruptions, reducing waste, and building resilience. It’s a competitive necessity for the future.
Chetan Kumria: I find the digital aggregation of trucks and freight particularly exciting. The transportation industry in India has long been fragmented, with inefficiencies resulting from scattered operations and lack of coordination. Digital aggregation platforms create opportunities to connect truck owners with shippers, optimize routes, reduce empty miles, and minimize waste in the supply chain.
This innovation not only promises efficiency and cost savings but also has the potential to transform logistics into a more organized, transparent, and sustainable ecosystem. In the years ahead, I see this as one of the game-changers for the Indian supply chain and transportation industry.
Masud Shaikh: I’m deeply excited by the way Artificial Intelligence (AI) and Machine Learning (ML) are reshaping pharma. These aren’t just buzzwords—they’re practical tools with the power to transform our industry. Predictive analytics can now forecast demand with far greater accuracy, helping us plan inventory and production more efficiently. Machine learning algorithms can detect anomalies and reduce human error, making our processes faster and more reliable. The real potential lies in marrying this technology with on-ground expertise—ensuring that we’re not just moving faster, but also delivering safer, more consistent outcomes for patients.
Rajesh Shetty: Several recent innovations excite me, particularly the rapid strides in digitization within the Indian pharma industry post-COVID. Alongside this, government policy interventions are reshaping the broader ecosystem and creating new avenues for growth. Increased budget allocations for medicines through various schemes have further strengthened access, while the rise of e-pharmacies and corporate hospitals is transforming how healthcare is delivered. Collectively, these developments bring both challenges and opportunities, ensuring that supply chain professionals remain agile, adaptive, and constantly on their toes.
Rajiv Ganju: The innovation that excites me most is the application of AI in supply chain optimization. Technologies that use machine learning to predict demand, automate inventory management, and optimize logistics routes are transformative. This isn’t just about efficiency; it's about creating more resilient and sustainable supply chains. The ability to anticipate disruptions and make real-time adjustments will fundamentally change how we deliver goods and services.
Looking back, what do you wish you knew when you first stepped into a leadership role—and what advice would you give your younger self today?
Chetan Kumria: When I first stepped into leadership, I believed it was about authority, control, and constantly being busy. Over time, I realized that leadership is not a title—it is a continuous journey of growth, learning, and influence. If I could advise my younger self, I would emphasize a few things:
Focus on developing others, not just yourself.
Build trust early—it is far more valuable than control.
Seek feedback regularly—it accelerates growth.
Understand that influence matters more than positional power.
True leadership is earned through knowledge, character, and work ethic, not through hierarchy. That is the lesson I would carry back to my younger self, and the advice I would share with every aspiring leader.
Masud Shaikh: When I first stepped into a leadership role, I thought my job was to have all the answers. Over time, I realized that leadership is less about knowing everything and more about creating an environment where the right answers can emerge. My advice to my younger self would be: listen more than you speak, learn from everyone around you, and build trust across all levels. Leadership is a journey, not a destination.
Rajesh Shetty: In my 30-year career in supply chain, most of the time I performed tasks without fully understanding their impact on the overall vision of the organization. For instance, we implemented many innovations in cost leadership, go-to-market strategies, and process improvements, but we didn't always grasp how these changes complemented the organization's overall strategy. This understanding came much later in our careers. I believe it's important for young leaders to be taught how their supply chain decisions align with the overall organizational strategy. Otherwise, young leaders might pursue projects that ultimately add no value to the organization.
Rajiv Ganju: Looking back, I wish I had known that it's okay not to have all the answers. When I first stepped into a leadership role, I felt pressure to be the expert on everything. I would tell my younger self to embrace vulnerability and to lean on the collective intelligence of the team. My advice would be: “Your job isn’t to have every solution, but to ask the right questions and to create an environment where the best ideas can flourish. Be a facilitator, not just a director. And most importantly, always lead with empathy.”
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