Women’s Day with Avani Davda, Strategic Advisor, Bain Advisory Networks

On International Women’s Day, it is fitting to celebrate accomplished women from all walks of life. This year, we have the privilege of hosting Avani Davda, a Strategic Advisor at Bain Advisory Networks. The event was graced by Dr. Indu Shahani, President & Chancellor, and Dr. Rajan Welukar, Vice-Chancellor, of ATLAS SkillTech University.

It’s time to break the stereotypes and we have to bring in a systemic change so that women get full opportunities as men

– Dr. Indu Shahani

There is a big threat if we don’t understand gender bias in artificial intelligence that is likely to affect the entire humanity

– Dr. Rajan Welukar

During a conversation with Avani, Mr. Siddharth Shahani, the Executive President of ATLAS SkillTech University, discussed various aspects of her career journey. They talked about her formative years, experiences at TAS, her rapid transition to the CEO position at Starbucks, and how she managed to establish Nature’s Basket as a standout brand.

About Avani Davda

Avani Davda is a Strategic Advisor at Bain Advisory Networks, bringing diverse business leadership experience across retail, consumer products, and hospitality. She led the transformation of Godrej Nature’s Basket, resulting in a strategic sale and helped establish Starbucks in India as its founding CEO. Davda was recognised as a Young Global Leader by the World Economic Forum and featured on Fortune’s ’40 under 40 leaders’ and ‘Most Innovative Women in Food and Drink’ lists.

In conversation with Avani Davda, Strategic Advisor, Bain Advisory Networks

Q: After your education, how did you decide to join TATAs? How was your experience at TAS?

TATA is a brand that has established a 450-year-long relationship with Indian consumers. I consider myself fortunate to have been groomed in a way that helped me understand the importance of leadership and how businesses should contribute to society. At TATA, every decision is made with a focus on giving back to the community before pursuing profits. My experience working with the community at TAS was one of the most valuable experiences of my life. The first few years of your career can shape the type of leader you become in the future. It’s crucial to develop the right values and work for an organisation that helps you grow as a person and a leader.

Serving a community is something that every business has to do otherwise you can’t build a sustainable model.

Q: You transitioned very quickly to the hot seat of being a CEO. How was that transition and what are some of the lessons that your learnt along the way?

At 23 years old, my first job at Taj wasn’t in marketing or sales, but in hotel design. I was responsible for deciding which properties needed renovations, understanding financial modeling, and finding ways to grow the company. Looking back, I realise that every role I played prepared me for my eventual position at Starbucks.

In any business, it’s crucial to understand the people who make the company successful before jumping into strategy or branding. Disruption is inevitable in life, so it’s essential to keep your values and ethics intact.

When time is tough, it’s basic values and principles that will hold the company together.

Q: How did you go about making Godrej Nature’s Basket as brand that stands out?

The name of the brand, “Nature’s Basket,” is inherently powerful. However, a lot of thought has gone into the overall experience and consumer touchpoints. From the initial digital discovery of the brand to the moment a customer walks into the store, we wanted to provide an immersive experience when we started building up Nature’s Basket.

The brands that are most evocative, most memorable, will be sensorial brands.

Upon entering Nature’s Basket, I found that it catered only to the elite. However, we aimed to build and scale the brand, making it accessible as a premium brand. This required a change in mindset among the store team and in our communication strategy. Nature’s Basket previously focused on wine, cheese, and imported goods. They never celebrated the finest products in India. To broaden the brand’s appeal, we collaborated closely with entrepreneurs in India, developing new products that we offer today at Nature’s Basket. Through these changes, we were able to transform the store experience and invite more consumers into the store.

You need to build brand ambassadors within your company. People delivering your brand experience have to be exceptional.

Q: What advise will you give to companies who are looking to create more inclusive spaces that prioritise diversity and equity?

Organisations should view second careers as an incredible opportunity to attract women. The energy, mental agility and physical strength that women bring to the table are remarkable. Diversity and inclusion are not just about women and gender; they also encompass age. Older people bring a level of rigor, discipline and wisdom that is hard to imagine.

Life every day is going to teach you something new and throw up new challenges. Be prepared for it.

Q: What are some frameworks for agility that you have deployed in the companies that you have led to success?

Agility is a complex concept that requires an entire organisation to believe in its importance and possess certain training skills, particularly for leaders of large organisations. When something disrupts your routine, the first reaction is a sense of loss of control, which can cause physical, mental, emotional and spiritual distress. To be agile, you must be prepared to face challenges, learn from failures and emerge stronger. Resetting your mindset to accept failure and approach each day as a battle is crucial for agility. Leadership readiness, humility and vulnerability are also essential components of agility.

You have to be prepared for failure. Fail quickly and learn even faster.