https://www.amitghosh.org/

Are you a Founder, CxO, or Senior Leader?
Do you want to find insights that shift mindset?
Do you want be accountable and act on your insights? 
Do you need advise on strategy, ops or your leadership style?

If yes, learn more about me here - https://www.amitghosh.org/, and let's connect!

Executive Coach

Asian Leadership Institute

Coaching and partnering with founders and their leadership teams based in India and South East Asia. These firms range from Series A to late stage scale-ups and unicorns.

Founder Coach

Fast Forward Group

Coaching and partnering with executives in fast moving global technology firms like Bytedance

http://consciousreboot.substack.com/

Learning through writing. Sharing what I know with those who it might help.

Writer

Organisation Solutions

Partnering with organisations to coach founders and their leadership team

Advisor

Leading the global information, operations and services organization. Responsibilities include managing teams that lead:
- Customer Success
- Professional Services and Support
- Information Security and Corporate IT

Member of R3's Operating and Executive Committees

Operations Executive / Chief Information and Services Officer

Growing R3's business in APAC by supporting our customers and partners. Passionate about customer success.

Head of Asia Pacific

Chief Operating Officer, Asia Pacific

ICF Singapore

Co-leading the Partnerships charter for the ICF Singapore chapter

Partnerships Director

#dltledgers

Board Director at Series A supply chain digitisation firm, dltledgers

Board Member (Director)

SBI R3 Japan

SBI-R3 is a joint venture between R3, SMFG (Sumitomo Mitsui Financial Group) and SBI Holdings (http://www.sbigroup.co.jp/english/)

Board Member

Visa

Leading partnerships with focus on payment platforms (wallets, acquirers, issuers) and social networks. 

Passionate about finding commercial value for our partners, building unique product constructs with strong market fit, and building/negotiating complex commercial contracts. Long term focus on solution scalability.

#customer success, business development, strategy and solution design

Digital Partnerships Lead - Payment Platforms/Acquirers & Social Networks

Coach and confidante to founders and senior leaders | Sharing tips and stories on leadership and transforming self | Ex R3, Visa, PayPal, and BCG

I coach founders and senior leaders – but really, I coach and guide the human behind the job title. 

People work with me to: 
- Learn from my experience and accelerate growth
- Simplify how they lead themselves and their teams
- Develop skills and new ways to think or see the world
- Clarify who they want to be and what they really want in life
- Change behaviours that dampen their performance
- Feel lighter instead of constant overwhelm or stress 

Coaching is fulfilling, joyful and energetic. Every client and session teaches me something new – about leadership or myself. 

I spent 20+ years in startup and corporate roles – learning behaviours and mindsets to lead myself and my teams effectively. I discovered leading can be both fun and results-driven.

I experimented with my career and my life: 
- I took many roles - engg. manager, strategist, ops guy, and then partnerships and sales 
- I worked and lived in different parts of the world - Middle East, USA, South East Asia.

I made life pivots. I dealt with the fear of bringing my income down to zero (twice!) before rebuilding it to higher levels.

I started leading in 2004 (at Wipro), and realised that inspiring and motivating others requires self-awareness and continuous personal development.

At BCG, I learned the foundations of business and leadership.

At HP, PayPal and Visa, I managed, influenced, and motivated without reporting line authority. I survived and thrived in matrixed organisations. I learned how to align, inspire, and clarify. 

At R3, I dug deep to explore myself. I discovered how to support leaders who were topic experts and more experienced than me. I learned how to tap into their intrinsic motivation to enable results we cared for.

These experiences led me to be a coach. I decided to spend the second half of my life actively serving others. I am on constantly learning, feeling challenged, and serving. I share my learnings on LinkedIn regularly.

If you want to work with me, here’s how I can support you:

1) 1:1 COACHING: We would work on what matters most to you – your biggest challenges and opportunities, over several months. We will meet at least twice a month.

2) 360 FEEDBACK: Leaders rarely get high quality (or any) feedback. I will speak to your stakeholders to understand how they see you. I will bring that back to you to reflect and take action.

3) GROUP COACHING / LEADERSHIP PROGRAMMES: With trusted partners, I coach leadership teams towards high performance.

Ready to explore what is possible? Email me at amitghosh7@gmail.com and let’s talk.

Every leader is constantly broadcasting. Either consciously or not.

Their words, actions, or even silence convey their energy, intent, values, and emotional state.

This concept isn’t brand new.

You may refer to it as leadership style or personal brand.

But framing it as a broadcast is empowering because it means you can choose the signal you send.

I think of a CEO I reported to. He consistently broadcasted positivity, ambition, and humanness. Every time I stepped into a room with him, I felt his energy and warmth.

Another leader at Visa had a huge hunger for high impact strategic partnerships. He broadcasted his intense focus on those problems. You couldn't distract him even if you tried.

I feel that some leaders find their broadcast frequency organically. 

But most get there through intentional effort.

Knowing what we broadcast is one of the highest-leverage shifts a leader can make. 

It starts by asking yourself:
 - What emotion do I transmit when I enter a room?
 - What beliefs leak through my tone or body language?
 - Do my words and my presence tell the same story?
 - What signal do I send when I'm silent or withdrawn?

Amit Ghosh

Coaching and guiding founders and senior leaders | Sharing stories at the intersection of leadership and life | Ex: R3, Visa, PayPal, and BCG

"What do you really want?" When I pose this question to my coaching clients, they instinctively answer one of two other questions instead:

• "What am I good at?" (And therefore, what can I do?)
• "What's available for someone with my skills?" (What are my options?)

The original question is meant to give their inner ambitions a voice. 

And to make their desires legitimate.

The questions they answer are rooted in feasibility and scarcity. 

It's practical, but limits what is possible.

If we stay there, the conversation becomes tactical — a rearrangement of the current pieces on the board.

An incremental gain perhaps. 

But when we return to "What do you really want?" — the conversation shifts towards imagining a new board altogether.

It expands their sense of what's possible. It’s freeing and energising.

So allow me to ask, what do you really want?

Sometimes life presents you a blank canvas that doesn’t seem like one. 

Maybe,
- You left a job that you got tired of, or
- You retired, or
- You closed down your startup, or
- Your children left home, on their own path

The next step feels obvious to you. 

- Look for your next job; a bigger role and better pay
- Find board roles and advisory gigs
- Build another startup
- Travel the world

The obvious neatly connects with what you did before. It is a smooth extension of the arc of your life. It is easy to explain to friends and family — there won’t be any funny stares. It promises what you need at that stage of your life — be it money, status, purpose, fulfilment, a cure for boredom.

You build a well thought out plan. You start executing on it. 

But then you feel a tug on your hand. A friend, sibling, or partner stops you, pulls you back and asks, “hey, are you sure this is what you want?” 

What seemed obvious to you didn’t to them. 

You find the question interesting. You feel the care of the person who asked. 

Or maybe it is a tug from within you — asking the same question. You feel an urge to slow down, take your time, and answer the question. 

But then you remember — you have a plan to execute on. The obvious choice is an obvious one for a reason. It checks all the boxes. Maybe barring one - it doesn’t feel quite right. But you can’t put your finger on why. 

You stick to the plan.  It’s becomes real. You are where you wanted to be. 

But in your very first week, you feel that you may have made a mistake. Your choice doesn’t feel quite right. You don’t feel energised. You notice an unknown worry taking root. You were expecting joy and excitement. They didn't show up.

But you don’t trust your intuition. You tell yourself, the feeling will go away. I can figure this out. 

You had checked all there was to check. This was the solid plan. You couldn’t have missed anything. You remind yourself, “this is my mind playing tricks.” It’s best to ignore what it says. You move on. You silence your intuition. 

As time passes, you notice the corners and crevices of your surroundings. You realise the people around you have values that don’t match yours. And this isn’t the environment you can call home.

But you labour on. 

A few years go by. And circumstances create another interruption in your life arc. 

Another blank canvas moment, but this time, it feels like one. You take your time — you want to look for what’s not obvious.

“Why don’t you share your ideas with your peers?” I asked. 

“Oh they are just side projects,” he replied.

“What do you mean?”

"It's just me working on these ideas, and they don’t feel real yet." 

“But you want these to become company-wide initiatives, right?” 

“Yes.”

“Then what’s stopping you?” I pressed.

“As I said, these dont feel real. They are side projects.”

“Do you see what’s really happening?”  

“No, I don’t.”

“You label your creative, impactful ideas as side projects, and then you hide them. But these are exactly the ideas you should be discuss with your peers — to test if they are valuable and worth funding.”

He paused. 

“So, what would you like to do next?” I asked.

“I need to make these ideas visible. Let me discuss with my peers — that will make them feel real.”

*The words we use shape the outcomes we create.*

A friend in Malaysia runs an infrastructure engineering firm, and he is getting squeezed. He would love your feedback.

Here's what is happening.

His partners (architects, contractors) have become his clients now. They bid for projects, and sub-contract to his company. It used to be the other way around where he used to lead, and sub-contract to them. The game has flipped.

They ask for more constantly — 3D modelling where 2D would suffice as an example. Scope creep is common. Margins are shrinking - some projects are running into losses. My friend tries to deliver high quality outcomes — because that’s his credibility in the market. 

He is not struggling with ego or a loss of independence. He is not dwelling on how he used to take care of the sub-contractors (architects, contractors) but they don’t do the same. He just wants his firm to survive.

Additionally, the construction industry has seen an influx of new competition. Local startups have emerged, and the Chinese and Vietnamese entities have landed in the country. Architects and contractors now have a bigger pool of subcontractors to choose from. As the market shifted, my friend lost leverage. 

He is trying to optimise costs, and negotiate for better terms (& ideally a win-win) with those who now pay for his rice bowl. 

What else would you advise him to try?

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