Leadership
Leadership Beyond the Role
The committees, the culture, the people, the philosophy. What defines a leader above the job description.
Gartner India Executive Committee
Selected as one of fewer than 10 leaders across Gartner India to serve on the Executive Committee — responsible for shaping initiatives, culture and policy impacting 3,500+ employees. Not ceremonial. Real decisions with commercial, cultural and operational consequences. Vicky represented GDM India while contributing to organisation-wide strategy. Most senior leaders influence their function. Executive committee membership means influencing the organisation.
DEI Chair — 5 Years
Served as DEI Chair for Gartner Digital Markets India for five consecutive years. Not a programme. An operating model. Inclusive hiring practices, mentorship structures and leadership development pathways were built into operations — not added on top of them. The result: attrition dropped from 40% to under 12%. Diverse teams performed better, stayed longer, and produced more senior leaders.
Mentorship — Three Consecutive Awards
Gartner Mentorship Award in 2023, 2024 and 2025. Three consecutive years. Peer and leadership nominated. Mentorship at VP level is not coaching junior employees. It is building the next layer of leadership — creating the conditions where direct reports can operate at the level above their current role. The teams Vicky built consistently produced people who grew into leadership positions. That is the real measure of a mentor.
G2 Transition — Integration Leadership
When Gartner sold GDM to G2 in 2026, Vicky served as a bridge between two organisations — aligning India teams with new global leadership while maintaining operational continuity through the transition. The GCC survived the acquisition intact. Team morale held. Output continued without interruption. A transition that could have disrupted a decade of capability building — did not. This is what enterprise leadership looks like under uncertainty.
Leadership Philosophy
Four principles. Applied consistently.
I
Start Small. Scale Fast.
The worst way to build a new capability is to ask for the full budget upfront. Start with what you can prove. Generate early wins that make the larger investment obvious. Then scale. The Four Intern Experiment is the clearest example of this principle in action.
II
Trust Before Process.
Speed comes from trust. Teams that trust their leader make faster decisions, take better risks, and recover from failure without losing momentum. Process is what you build after trust. Never before.
III
Build What Matters.
Not everything worth doing is worth building into a capability. The discipline is in choosing which problems deserve a permanent solution versus a one-time fix. Build what the business needs next — not what is currently fashionable.
IV
Outcomes Create Influence.
The fastest path to a bigger mandate is delivering undeniable results at the current level. Influence is earned through outcomes, not through politics or positioning. Every promotion received followed this principle — without exception.
What Colleagues Say
What senior leaders say.
"Vicky is one of those team members managers dream about. He was integral in standing up a team practically overnight. A productive, strategic partner with a strong vision who knows how to get things done."
Liz Hish
Product Leader · Ex-Gartner
"Vicky is a rare combination of excellent analytical skills and interpersonal skills. He has the rare skill of optimising people, process and technology to deliver excellent operational results."
Ehtisham Zaidi
Vice President · Ex-Gartner
"He created a high performance global team and scaled it by 12 times. Under his leadership, people grew exponentially. He is a visionary leader who looks beyond the horizon."
Vishal Sindhu
Data Analytics · Ex-Gartner
"Vicky is a people leader who believes to work equally as hard as his team. His humility and drive for results shines through. I am thankful for all the valuable leadership lessons."
Kiran Sinha
Global Manager, Recruiting Operations · Ex-Gartner · Ex-McKinsey