My first job began at Cummins India Limited in April 2010 as a summer intern, while I was studying for my MBA at the Faculty of Management Studies, Delhi University. During my internship, I worked on rebranding projects. My work impressed the team, leading them to offer me a full-time position. I transitioned into a role focused on strategy and sales, which was primarily business-driven.
Although I worked there for less than a year, the experience significantly enhanced my skills and contributed to my success in subsequent roles. I had the opportunity to work directly with my mentor, who later became the youngest CEO of Cummins India Limited.
This first job taught me invaluable life skills: embracing challenges, working tirelessly, and maintaining strong ethics. I learned to combine hard work with smart strategies and to find enjoyment in my work.
Afterwards, I moved to ICICI Lombard in Mumbai, where I was assigned a sales-driven role. I collaborated with companies such as Vodafone and Bharti Axa. Ultimately, I realised that my strengths aligned well with the insurance sector, leading me to return to the insurance field.
My career has been primarily business-focused. When I started my internship at Cummins India Limited, the company typically hired engineers for engine development. As someone from a non-engineering background, I once asked them, ‘Why are you hiring me?’ It was a question from an employee to an employer.
My boss who hired me simply said, ‘Nothing is rocket science Upasana! You’ll learn. How you explained and gave the interview is good enough for us.’
When I joined, I witnessed a significant transformation in sales. At that time, it was rare for women to work in sales in India. In the product development and sales-driven team where I joined, I was the only woman. Over a span of four years, there was a remarkable shift towards a woman-driven culture. Women, even those who were pregnant, were not demotivated. Many companies introduced ‘work-from-home’ policies and developed childcare centres within their offices. These changes reflected a cultural shift in the workplace, allowing women to work with peace of mind and attend to their children conveniently.
I noticed a stark contrast between the workplace cultures in India and Nepal. When I joined a company in Nepal, there wasn’t even a separate washroom for women. I chose to sit outside my cabin and opened the washroom in my cabin for my staff, considering it a basic necessity. In the early days of my career in Nepal, we used to sell policies manually using handwritten slips and receipts. In contrast, India experienced a digital revolution in a relatively short time and quickly adapted to technology.
Here, however, I encountered resistance to change and reluctance to embrace new technology. People often responded with, ‘It will be difficult to implement’ when discussing new ideas. While cut, copy and paste techniques were prevalent, the Indian market was focused on innovation.
I often observe a leg-pulling culture where people focus on imitating what others have already accomplished. In contrast, in India, the emphasis is on personal growth and self-improvement, with individuals competing against themselves. It’s about evaluating where you were yesterday and where you are today.
The differences between work cultures in India and Nepal are evident in technological aspects, work environments, self-improvement and competitive attitudes.
I had been considering returning to Nepal but it took me seven years to make the move. My salary in Nepal was lower than what I earned at my first job with Cummins India. Despite the lack of financial incentives, I decided to return, driven by my gut feeling. I believed that if I could excel in the Indian market, I could certainly stand out in Nepal as well.
Although my first job at Cummins India was brief, it was a thrilling experience. Each division of Cummins India Limited had its own unique work culture. My mentor was an excellent leader, a strategic taskmaster and fostered a positive culture for employees. He continues to be my mentor. Had I not worked with Cummins India Limited, I might not have been prepared for the demanding environment at ICICI Lombard, where we often worked three consecutive days in the office without going home, preparing ourselves for the leadership team.
My first job taught me about work ethics, fostering a positive culture for employees, and that failure is acceptable as long as it’s approached with integrity. They taught me, “You tried, you failed, and we’ll help you to succeed again. Failure is also a path to success.”
Therefore, my first job was instrumental in shaping who I am today.
I believe in decentralisation, not just in systems but also in empowering people with responsibility. You must trust your team and give them the freedom to act. However, it’s important to clearly communicate that failing to meet responsibilities may result in dismissal. I continue to apply this approach in my work.
After my time at Cummins India Limited, I transitioned to the insurance sector and later moved to Vodafone. I joined Vodafone after discussing with my boss my interest in branding and customer-facing roles. However, I was disappointed by the slow pace of progress there. While ICICI operated at a rapid pace, it took Vodafone six months to implement changes. Consequently, I joined Bharti Axa, where my mentor from ICICI had become CEO. He invited me to join the team at Bharti Axa General Insurance. Upon returning to Nepal, my career has continued to progress within the insurance sector.
I see significant potential for insurance in Nepal, but we are all competing for a limited market. As CEO of United Insurance, I led a company that increased transactions from Rs 500 million to Rs 1.5 billion in two years. The company distributed dividends only once in its 27-year history. This demonstrates that there is substantial opportunity outside Kathmandu Valley, yet our focus remains concentrated in the valley. Additionally, we need to innovate our products, explore new opportunities, adopt technology, and properly motivate and train staff to enhance the business. If Indian companies can provide reinsurance support in Nepal, we should also explore cross-border market opportunities.
Moreover, I have the opportunity to apply and adapt my knowledge and skills to the Nepali context. Based on the strategies and experiences I gained in the Indian market, I have made adjustments and implemented them in Nepal.
I find satisfaction in multiple ways through my work. Learning new things and finding enjoyment in my job contributes to my satisfaction. Transitioning from insurance to reinsurance was a significant leap for me and presented an opportunity to learn. As a leader, I believe that if my staff are not developed, I cannot be fully effective. When my team members are well-trained and express their gratitude, I feel overwhelmed and deeply satisfied. Additionally, when people praise achievements with comments like, “You’ve transformed the company; we’ve achieved this,” it provides a profound sense of accomplishment.
Furthermore, in a leadership role such as CEO, understanding that one day you will need to step aside is important. There comes a point when there is no further room for personal growth, and I derive satisfaction from grooming others to take responsibility for the company.
However, in the context of Nepal, decentralisation faces challenges. About 10% of the staff might believe that the CEO is out of touch, which underscores the importance of decentralisation. A good manager should have a succession plan in place to address this issue effectively.
