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📘Why I Pursued the Leadership in AI Program from ISB



In my 20+ years of leading operations, customer experience, and transformation across FinTech, FoodTech, and EdTech sectors, I’ve seen how technology has consistently shifted the frontier of what’s possible — from scaling support teams to automating collections and redesigning customer journeys.

But in the past few years, one shift became undeniable:
 AI isn’t just a tool. It’s becoming the operating system for tomorrow’s business models.

That’s why I decided to pursue the Leadership in AI program from the Indian School of Business (ISB).
 Here’s what drove that decision — and how it’s reshaping how I lead.

1. The World Was Changing Faster Than My Playbook

At Simpl and Swiggy, I had built and scaled operations, implemented AI tools like voice audit platforms and chatbots, and driven measurable impact. But I knew I was often deploying AI as a user — not shaping it as a strategic designer.

To lead in the next decade, I needed to deeply understand:

  • Where AI truly delivers value

  • What questions to ask product and data teams

  • How to build responsible, scalable, explainable AI systems

ISB’s program offered that — not just technical depth, but executive context.

2. From Ops Leadership to Strategic Consulting

As I shift toward a consulting role in customer experience, operations, and digital transformation, clients expect more than anecdotal experience. They expect:

  • Frameworks for AI readiness

  • Strategic POV on automation ROI

  • Change management for tech-led org design

The ISB program gave me both a vocabulary and a toolkit to engage at that level — not just in theory, but grounded in real-world case studies and implementation frameworks.

3. Bridging Business + AI

One of the most valuable parts of the ISB experience was interacting with leaders from product, analytics, and tech functions. We weren’t learning how to code — we were learning how to lead.

That means:

  • Aligning AI investments with business outcomes

  • Understanding data governance and bias mitigation

  • Driving adoption in frontline and legacy-heavy teams

I now feel equipped to be the “translator” between business goals and AI capabilities — something every CX and Ops leader needs today.

4. Reinvention Is the Real Skill

Finally, I did this because I believe the best leaders reinvent themselves. We’ve seen that in every wave of transformation — the ones who learn fastest lead longest.

ISB’s Leadership in AI program wasn’t just an educational milestone. It was a deliberate reinvention — to move from operator to strategist, from executor to advisor.

🧠 Final Thought:

If you're in CX, ops, finance, or even HR — and you're starting to feel AI “happening to you” — my advice is simple:

Make AI part of your leadership DNA before it's part of your job description.

I'm grateful to ISB for helping me do that.
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