Steering Data Centers into Hubs of Vision & Leadership

By: Ekta Raizada, Global Head, C&S Electric

Ekta Raizada is an ambitious leader spearheading innovation in the data center arena at C&S Electric. She is a recipient of the highly illustrious Technology Youth Icon Award 2024 and an embodiment of an individual who excels in technology, vociferously promotes leadership and women empowerment, including We4She.

In an engaging conversation with Women Entrepreneurs Review Magazine, Ekta shares her inspiring leadership journey from an engineer to a global vertical head reflecting on evolving leadership, navigating global challenges, driving innovation, and inspiring women in engineering and production.

To explore her journey and insights further, read the full article below.

How have you seen leadership evolving in your 12-year-old journey from engineer to globally vertical head, especially in the context of data centers?

I began my journey with C&S in 2014 as an Estimation Engineer in a backend role. My constant drive to learn and grow led me to explore diverse functions such as Business Development, Engineering, Marketing, and Commercials, which gave me a holistic view of the business. Following Siemens’ acquisition of C&S in 2020, I transitioned into the Data Center segment, which quickly became my key growth area.

Over five years, I transformed this domain into a strategic vertical and now lead it globally, overseeing the full C&S product portfolio. This journey reflects how leadership has evolved from technical and operational focus to strategic vision, cross-functional collaboration, and inspiring teams to drive innovation and global excellence.

Reflecting on your career, which key moments or decisions significantly impacted and influenced your approach to leadership?

If I look back, several key moments shaped my journey. One defining decision came after the acquisition when the product segment I was leading Package Substations —was no longer part of C&S. After much thought, I decided to take on the challenge of building a new product line.

This mindset became a turning point. Introducing new products, driving testing initiatives, and convincing management to invest in this vertical were challenging yet rewarding experiences. Around the same time, my daughter was born — balancing work, travel, and parenthood strengthened my resolve. That perseverance shaped the leader I am today.

Balancing global responsibility must be challenging. How do you prioritize tasks and manage time effectively to lead different teams and projects?

Balancing global responsibilities is indeed challenging, but I approach it through a combination of strategic prioritization, structured planning, and empowering my teams. I start by clearly defining business objectives and aligning them with urgent and high-impact tasks. I leverage project management tools and time-blocking techniques to structure my day, ensuring that critical decisions receive focused attention while delegating operational responsibilities to capable team members.

Equally important is effective communication. Regular touchpoints with regional and cross-functional teams help me stay updated, anticipate challenges, and make timely interventions without micromanaging. I also invest time in mentoring and enabling leaders within the teams, so decision-making becomes distributed, which ensures scalability and efficiency across multiple projects globally.

In essence, it’s about balancing strategic oversight with operational delegation, ensuring focus, accountability, and impact.

What strategies have you used to maintain focus and clarity when you are met with several high -pressure priorities across teams and geographies?

My role is essentially 24x7, as I lead DC vertical globally, but to handle multiple high-pressure priorities across teams and geographies, I rely on effective time management, structured planning, strategic prioritization, and proactive communication. I begin by identifying initiatives with the highest strategic value and aligning them with organizational objectives. Breaking complex projects into clear, actionable milestones ensures focus and measurable progress.

Equally critical is empowering teams, delegating responsibility to capable leaders, offering guidance while allowing autonomy in decision-making. Regular cross-functional touchpoints help anticipate challenges, maintain clarity, and reinforce accountability. By combining focus, discipline, and collaboration, I can consistently deliver results under global pressures.

LAST WORD: Advice for Women Leaders in Engineering & Production

My personal advice to all the women leaders in engineering and production is: prioritise your work. They should embrace continuous learning, build strong networks, and lead with confidence.

The engineering and production industry is dynamic and fast-evolving, so staying updated on technological trends, industry best practices, and business strategies is critical. Seek out mentors and peer networks both within and outside your organization to gain diverse perspectives and guidance. Don’t hesitate to take calculated risks and step into roles or projects that challenge you; visibility and experience are key to growth.

Equally important is assertive communication and resilience, voice your ideas, stand by your decisions, and learn from setbacks. By combining expertise, confidence, and collaboration, women leaders can drive innovation, influence change, and create a lasting impact.