- Your career spans nearly three decades in various senior leadership roles. Can you share how your leadership style has evolved and what key experiences have shaped it?
A: In the early stages of my career, I primarily served as a manager. I often received challenging tasks from my bosses and found satisfaction in completing them. Although I exhibited leadership qualities from the beginning, I was driven by a desire to initiate change, make an impact, collaborate with teams, celebrate our successes, and motivate and rally teams. However, over the past three decades, as I worked across different domains and faced diverse challenges in various locations, my leadership style underwent significant evolution, shaped by these varied experiences. I grew more tolerant and open to differing perspectives and learned collaborative methods to achieve leadership objectives, which have since become fundamental aspects of my leadership approach.
Through my experience of working in numerous countries such as Thailand and Sri Lanka, as well as in multicultural environments, I have come to understand the significance of adaptability and cultural sensitivity. Leading diverse teams in foreign markets has taught me the value of active listening and the importance of fostering an inclusive culture where every voice is valued. This experience has reinforced my belief in Leadership, which prioritizes the growth of the team by empowering them to achieve their best and succeed together.
I faced a significant challenge when I returned to Pakistan as the Head of Foods at Unilever. Not only did I need to facilitate profitable growth, but I also had to transform the mindset of the people and the organization. I wanted to show that the Foods division could be an attractive and prestigious workplace despite its poor reputation at the time. To achieve this, I initially focused on building a strong organizational culture and improving the division’s image to attract exceptional talent. A motivated and engaged workforce is essential for driving innovation and sustainable growth. This experience also highlighted the importance of resilience and strategic thinking as we navigated various commercial challenges and seized growth opportunities. Following my time at Unilever, I moved on to Upfield to serve as the General Manager for South & Central Asia, facing entirely new obstacles as I worked to build the company from the ground up due to its startup nature.
I recently joined Ceylon Tobacco Company PLC as Managing Director & CEO. In my short time here, I have already felt a positive shift in my energy as I draw from the rich experience of a 118-year-old organization with an inclusive and supportive culture. Most of the talent has been with CTC for a long and are experts in their fields. Their passion and dedication to CTC are truly inspiring. As one of the most valuable companies listed on the Colombo Stock Exchange, we continue to drive Corporate Best Practices and are the Centre of Excellence for our ESG agenda.
Crucial experiences have taught me that effective leadership is about inspiring and enabling others, fostering a culture of continuous learning, and remaining dedicated to ethical & sustainable business practices. My leadership style has evolved to become more inclusive, adaptive, and purpose-driven.
- Throughout your journey, you’ve undoubtedly faced numerous challenges. Can you tell us about a particularly difficult situation you encountered and how you overcame it?
A: In 2013, while I was heading Foods at Unilever Pakistan, the country faced a severe economic crisis with a highly inflationary environment. This resulted in most food items experiencing multiple price increases over the next two years, severely limiting consumers’ purchasing power. While all the divisions I handled were impacted, we faced a challenging situation in the ice cream category. We noticed a decline in sales, and the category was becoming unprofitable, prompting a directive to salvage the category or shut it down.
This situation required a multifaceted approach. Evidently, it was not the task of only one person; instead, each team member in every function was needed to work in perfect harmony and collaboration to own and steer towards a common goal. I prioritized open and transparent communication with all stakeholders – employees, suppliers, customers, and agencies. This facilitated aligning people, managing expectations, and fostering a sense of unity within the organization.
We started by setting a clear direction, focusing on the destination to save the business. Then, we made portfolio choices and prioritized where to invest money for profitable growth. Next, we thoroughly reviewed our cost structures and identified areas for cutting costs and efficiency improvements to maximize return on investment without compromising quality. This involved streamlining operations, renegotiating supplier contracts, and optimizing our product portfolio to focus on high-margin products.
We invested in a few large initiatives to create the right impact, launched more consumer-relevant innovations, and significantly improved the efficiency and monitoring of field operations. At this juncture, it was also evident that the people agenda—team motivation and recognition—was critical to our success story. Within two years of these initiatives, our margins doubled, and ice cream became one of Unilever’s most profitable businesses. Everyone who was part of this journey was brimming with pride.
- You’ve worked in various countries, How has working across different cultures influenced your approach to leadership and decision-making?
A: As discussed previously, working in diverse cultures has shaped my leadership style. Leading teams in Thailand and Sri Lanka taught me adaptability, cultural sensitivity, and active listening. At Unilever in Pakistan, I transformed the organizational mindset and learned the importance of resilience and cultivating a motivated workforce. Now, at Ceylon Tobacco Company PLC, I focus on leveraging collective expertise and fostering an inclusive culture for sustainable growth.
My experience at CTC so far has been particularly enriching, as the culture here is second to none. The people and talent are best in class, and we work tirelessly to create an open, honest environment where employees are empowered through trust to do the right thing. This supportive and inclusive culture has allowed me to further refine my leadership approach, focusing on collective expertise and fostering a motivated workforce.
- Who have been your biggest mentors or influences in your career, and how have they impacted your growth as a leader?
The first person I want to mention is my father. He always encouraged me to do what I wanted and ensured I received the best education. This gave me the confidence to enter a highly corporate man’s world and face all those challenges. When I got the opportunity to work in a foreign country, he encouraged me to take it up, assuring me that it was good for my career. His impact on my life and who I am today has been monumental.
The first woman who inspired me in such an impactful way in a corporate setting was Musharaf Hai. She was the youngest and first Pakistani Chairman after I joined Unilever. She was the best marketer and leader I witnessed during that time. She was tough and pushed us to the limit, so we learned from the best. We would not know then, but she watched over us and made sure we got the opportunity we deserved. Even when she left Unilever, she was always the first person we approached for guidance when facing a challenging situation. She would always be there as a mentor.
- What advice would you give to young professionals aspiring to reach leadership positions, especially in industries as dynamic and challenging as FMCG?
A: The FMCG (Fast Moving Consumer Goods) industry is becoming increasingly crowded and competitive. Multinational companies face tough competition from local competitors and counterfeit and smuggled products. To succeed in this industry and attain leadership positions, it’s essential to carve out a unique niche. Early in your career, thinking about how you can contribute to creating a better future is critical. You must understand consumer needs well and keep a close watch on changing trends, especially among Gen-Z, to leverage them for your business.
Establishing strong connections with colleagues, suppliers, distributors, and consumers from the outset is crucial. Building networks and relationships you can leverage will help you achieve your goals. Having the right mindset is also essential. As the industry becomes more challenging, using challenges and issues as opportunities for growth will help you create a better future for the business and yourself.
The organizational structure is like a pyramid that narrows at the top. Not everyone makes it to the top, and getting there requires achieving something exceptional.
At CTC, we provide our talented individuals with diverse opportunities to tap into their leadership potential. They have access to global networks, expertise, mentoring, and coaching. Our local Leadership Team is deeply committed to developing talent and employs targeted interventions to address everyone’s needs. There are also opportunities for international assignments to broaden experience, support developmental journeys, and enhance problem-solving skills.
We also prioritize sustainability and responsible business practices as cornerstones of our business strategies. This is crucial for building consumer trust and loyalty. At CTC, leading with integrity, promoting ethical leadership, adhering to strong values, and creating a supportive, inclusive environment are essential.