Women in Technology: How Leaders Grow, Adapt, and Drive Change

By: Arpita Das, VP-Tech, India Proximity, Pernod Ricard

Leadership thrives on reinvention, especially when change becomes the only constant.

A three-decade career in technology is a journey of constant learning, change, and growth. From moving across different roles and industries to taking on senior leadership positions, Arpita  has embraced every opportunity to learn, adapt, and grow along the way.

This journey is reflected in an exclusive interaction with Women Entrepreneurs Review, featuring Arpita Das, an experienced ICT executive with over 30 years of experience in consulting, technology, and digital leadership. She has held senior roles including CIO and Vice President – Technology, where she has focused on using technology to support business growth and transformation.

Taking us through her leadership journey, Arpita shares valuable lessons from her career transitions, experiences across different industries, and leadership of large-scale technology transformations. She highlights the importance of adaptability, curiosity, confidence, and continuous learning in building a lasting career.

For women and professionals aspiring to grow in technology and business, Arpita’s journey offers a simple yet powerful message: keep learning, embrace change, and never be afraid to reinvent yourself.

Q1.Looking back on three decades across diverse industries, what are the defining moments that shaped the leader you are today?

A.The defining moments in my journey were those where there was no ready playbook. Early in my career, I realized becoming one of India’s earliest SAP HCM-certified consultants and helping build an HR payroll system at HCL from scratch taught me to lead with courage, clarity, and conviction. Another defining moment was when I decided to move from SAP consulting to a CIO role. Over time, as I moved across consulting, enterprise technology, CIO responsibilities, and digital leadership, I learned that reinvention is not a disruption, it is a leadership advantage. My key lesson is that resilient leaders do not wait for certainty; they create direction, build capability, and help others move forward with confidence.

Q2.From consulting to technology leadership, how has every career move helped you discover new strengths and opportunities for growth?

A.Every career move has helped me to discover a different dimension of leadership. Consulting gave me the foundation to solve complex problems, understand industries quickly, and build credibility through outcomes. But moving into enterprise leadership changed my perspective from advising transformation to creating sustainable business value. At Valvoline Cummins, Kohler, and now Pernod Ricard India, I learned that technology leadership is not about owning systems; it is about enabling growth, efficiency, trust, and decision-making. Each transition stretched me in a new way: from delivery to strategy, from execution to influence, from managing programs to shaping transformation culture.

Q3.You have successfully navigated multiple industries over three decades. How did you build the confidence to step into completely new business environments?

A.Confidence came from curiosity, preparation, and the willingness to begin again in every new environment with the belief that “Change is the only constant”. Across industries, I learned not to rely only on past expertise, but to first understand the business context, the people, and the priorities. Early SAP implementations and large transformation programs taught me that ambiguity is not a barrier if you approach it with structure and openness. My key lesson is that confidence is built through action, not perfection. You do not need to know everything on day one; you need the discipline to ask the right questions, learn quickly, and deliver consistently. Adaptability is one of the strongest foundations of leadership.

Q4.Technology has transformed dramatically throughout your career. Which change challenged you the most, and what did it teach you about leadership?

A.The most significant shift has been technology moving from a support function to a strategic driver of business growth. Earlier, technology success was often measured by stability and efficiency; today, it is measured by how well it enables decisions, experiences, productivity, and innovation. This shift challenged me to evolve from managing systems to shaping transformation. It also reinforced that technology change is never only about tools—it is about people, process & adoption mindset. Personally, my biggest challenge was not about the changes in technology over the past 3 decades but my shift from  an SAP SME to managing very large scale digital transformations like Madhya Pradesh CCTNS, DFCCIL, IFFCO HRMS etc, which were technologies outside my comfort zone.  My key lesson is that leaders must evolve as fast as the world around them.

Q5.Many women hesitate before taking on bigger responsibilities. Was there a defining moment when you chose courage over comfort?

A.A defining moment was moving from advisory roles into enterprise leadership, where I became accountable for transformation outcomes end to end. It required decisions in uncertain environments, resilience during difficult phases, and trust in the strength of teams. Leading complex programs, including large-scale digital and ERP transformations, taught me that readiness is often built after we step forward, not before. My key lesson is that courage is not the absence of doubt; it is the decision to act despite it. Women should not wait to feel completely prepared for every opportunity. Confidence grows when we take ownership, learn through action, and expand what we believe is possible.

Q6.Leading technology in businesses with very different cultures requires adaptability. How do you quickly earn trust and create meaningful impact?

A.I believe trust begins with listening. Every organization has its own culture, pace, and definition of value, so I first try to understand what matters most to the business and to the people. Technology conversations become powerful when they are framed around outcomes rather than systems. Whether leading digital transformation, operational platforms, or capability-building initiatives, I have found that early wins create credibility, but consistency sustains trust. Transformation must be co-created, not imposed. When people feel heard and see that technology is solving real problems, they become partners in change. That is when meaningful and lasting impact begins.

Q7.Nearly thirty years of continuous learning, what keeps you curious and excited to embrace new technologies and fresh challenges?

A. Curiosity has stayed alive because I have always seen technology as a way to solve evolving business problems. From SAP and enterprise systems to analytics, AI/ML, digital platforms, and Industry 4.0, every phase has required me to unlearn and relearn. I also draw energy from diverse teams, especially younger professionals who bring fresh thinking and challenge established assumptions. I believe that relevance is built through intellectual humility. As a leaders, I have remained a student of change, no matter how experienced I have become. Continuous learning is not just about keeping up with technology; it is about staying open to new possibilities and leading reinvention with purpose.

Q8.When you look back at your younger self starting in technology, what advice would you give before that incredible journey began?

A.I would tell my younger self to value technical excellence, but not stop there. Early in my career, building solutions from scratch taught me that technology leadership also requires business understanding, resilience, and the ability to bring people together. I would tell her not to fear ambiguity, because some of the most defining opportunities come without a clear roadmap. Careers are rarely linear; if you see my journey, it has been shaped by reinvention, courage, and continuous learning. Every unfamiliar assignment has become a turning point. Success is not only about what you build, but who you become while building it.

Last word: Advice for women aspiring to lead in technology and business on building a lasting career through a strong belief or habit.

One belief that has guided me is that reinvention is a strength, not a setback. The world of technology and business will keep changing, and the ability to adapt with confidence will define long-term leadership. Women should actively seek opportunities that stretch them, build strong networks, and remain anchored in purpose. My key lesson is to take thoughtful risks before you feel completely ready. With curiosity, resilience, and clarity of purpose, every transition can become a platform for greater impact.