“Kapable gave me the tools to structure my thoughts, communicate with clarity, regulate myself and show up with greater executive presence.”

I have always been someone who enjoys learning, solving problems and taking on bigger responsibilities. With over 13 years of experience and more than six years at NoBroker, I now manage multiple verticals and teams of more than 300 people, including senior leaders who run their own businesses. I have always been drawn towards general management because I enjoy understanding different functions and bringing people together around a common goal. As my responsibilities grew, however, I began to realise that strong analytical skills and decision-making were only part of what I needed for the next stage of my career.
I had a lot of ideas and a strong ability to analyse situations, but I sometimes struggled to structure my thoughts and communicate them as clearly as I wanted. I also noticed that greater responsibility and pressure could sometimes affect how I showed up in meetings. I could become aggressive, cross boundaries or react differently from how I would have as an individual contributor. That made me realise that I needed to work more consciously on my emotional regulation, communication and executive presence.
That was the intent with which I joined Kapable. I wanted to develop the interpersonal skills that would help me manage larger mandates and eventually move towards managing entire businesses. I knew that delivering results and having functional expertise were essential, but I also understood that communication, emotional intelligence and gravitas would become increasingly important as my scope expanded.
One of the biggest shifts for me was learning to become more conscious of how I communicate. A session where we had to answer questions within a limited amount of time made me realise how often I over-explained. I would spend too much time setting context and explaining details instead of getting to the core of what I wanted to say. Practising this repeatedly helped me become more aware of how much I was saying, how I was structuring it and where I could be more concise.
The change also started showing up in real conversations. Just recently, I had a discussion where I consciously acknowledged the other person’s point of view before explaining my own reasoning and organising my thoughts. It was a small moment, but I could immediately see how it diffused tension in the room and allowed me to communicate my position more gracefully.
The one-on-one sessions were particularly valuable because the feedback was personalised to my specific patterns. I also learned how to stay calmer under pressure, pause before responding and become more spontaneous in my thinking. During my final podcast session, I was able to respond to unexpected questions, bring in examples, use frameworks and engage in a much more natural two-way conversation. I could also see improvements in my body language, eye contact and confidence.
I have come away with a repertoire of tools, but I also know that having the tools is only the beginning. The real work now is applying them consistently until they become instinctive. I plan to focus on one skill at a time, review my conversations, identify small wins and use AI to analyse meeting transcripts for areas where I could have communicated better.
Perhaps the biggest change is that I have become more self-aware and reflective. I am still hard on myself and I still see a lot of room for improvement, but I have also started recognising and celebrating small wins. For me, that shift matters because leadership growth is ultimately about continuing to learn, reflect, adapt and become better at how I show up for the people and businesses I lead.