Hey Toshita, Can you talk about your tech journey from the start to now?
It’s been ten years working in tech. I started by studying electronics and communication engineering. I learned programming in high school, thanks to a very helpful teacher who made it easy for me. My first job was with a company that cared about its people and helped me through hard times, including a serious injury. Over the years, I’ve worked at both at MNCs and startups, always wanting to learn and face new challenges. Each job has taught me new things, from frontend to backend development, helping me understand how tech affects business.

‍How has your management style evolved with changes in tech ?
My management style has changed to include more than just overseeing code development. Now, it involves planning and connecting technology goals with the overall business goals. I often work to connect different departments, making sure our tech work matches what the company needs to do well.

‍You’ve worked at startups and MNCs. What's the difference?
‍The main difference is the pace and what you are responsible for. Startups are fast and involve working on many parts of the business, from tech work to planning. Big companies have more resources and are more organized, but you often have to deal with more complex setups. Both need you to be flexible, but in startups, you can see the results of your work faster.
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‍How do you balance being a tech leader with your personal growth?
To balance being a tech leader with personal growth, it’s important to manage time well so you can focus on both work and self-improvement. I look for learning chances, connect with other leaders, and stay updated with useful books and articles. This helps me grow and stay excited about my career.
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How have your different jobs helped you grow?
‍Each job switch has been instrumental in building a broad skill set. Transitioning from electronics to software gave me a holistic view of tech fields. Experiences across various company cultures have taught me the value of adaptability and resilience, and have highlighted how leadership style can directly affect team morale and output.

‍You advocate on knowing what's urgent and what's important. How do you apply this in your leadership to manage priorities effectively?
Knowing the difference between urgent and important tasks is key to managing time well and lowering stress. In my role, I often review tasks to see which are truly urgent and important. This involves talking openly with others to adjust deadlines when possible and teaching my team to focus on work that supports long-term goals instead of short-term pressures. This approach helps us stay focused on big goals, keeps the team motivated, and avoids burnout.
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‍How do you manage leading teams in different parts of a company?
Leading different teams across company areas means understanding each team's specific goals and problems. My way of leading is to keep communication open and make sure all teams are working toward the company’s main goals. I take on many roles—mediator, motivator, and advocate—to make sure each team’s needs are heard, and their work is appreciated.

‍What works best for keeping a good vibe at work, especially when it's stressful?
‍Transparency and inclusivity are my main strategies for maintaining a positive workplace, especially under pressure. I ensure everyone understands our objectives, their roles, and the challenges ahead. This clarity builds a foundation of trust and respect, which keeps everyone motivated and engaged, even during tough times.

What advice do you have for new tech leaders on handling teams and projects?
For new tech leaders, it’s important to focus on managing people as much as on technical skills. Create a space where openness and learning are key. Let your team take charge of their projects and be part of making decisions. Be flexible and ready to adjust your plans to deal with both expected and unexpected problems.