Over the past 20 years, I've explored these questions from two distinct perspectives.
The first is practical: At 22, I found myself leading a Bangalore-based team of 40 software developers from an office in Belgium. Later, at the University of California at Berkeley and Stanford, I studied what made product design teams tick, which teams gelled and thrived, and which slumped. And I saw what kept students awake and focused rather than sleepy and checking their devices.
I also worked with high-performing teams at Jump Associates, a growth strategy firm, and held leadership roles at Nutmeg and Zen Educate, two successful UK tech startups. These experiences shaped my understanding of effective leadership by learning directly from leaders — what worked and what didn't.
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