We are dedicating the entire month of March to spotlighting voices from across the industry as part of our IWD Voices series. Leaders will share their journeys, experiences, insights, and the lessons that have shaped them.
Next up, we speak with Deepthi Adimulam, Growth Manager, APAC at Landor.
Deepthi reflects on what this year’s IWD theme means to her, describing rights, justice, and action as a sequence — a journey — and shares how her understanding of fairness has evolved from equal opportunity to building cultures where people can genuinely thrive.
She also discusses the responsibility senior leaders carry in shaping equitable workplaces beyond policies and statements, and the structural changes she would like to see for the next generation of women at work.
The theme for International Women’s Day 2026 is “Rights. Justice. Action. For ALL Women and Girls.” What does this mean to you professionally and personally?
When I read this theme, what sticks with me isn’t just the words – it’s the sequence. It’s like a journey: first, we acknowledge what should be true (rights), then we confront what isn’t yet real (justice), and finally we reckon with what we choose to do next (action).
I sometimes think of justice like a bridge we’re still building – the blueprint has been drawn, but unless people cross it, it doesn’t take us anywhere. So, for me, action is the beam that holds it all together. It’s the choice we make every morning about who we champion, who we listen to and who we bring forward.
In branding and design, we tell stories for a living. These stories can either reinforce old frames or open new lines of sight. When a brand story reflects not just who people are today, but who they’re becoming, it shapes culture in ways that ripple far beyond the office walls.
I sometimes think of justice like a bridge we’re still building – the blueprint has been drawn, but unless people cross it, it doesn’t take us anywhere.
On a personal level, I see this theme as a reminder that change is something we must cultivate and build together. Whether through mentoring someone new, stepping up for someone who isn’t yet heard or simply choosing empathy in the hardest of moments. Those everyday acts are justice in motion.
What first drew you to your industry, and was there a defining moment that set your career in motion? Was there a role model who influenced you early on?
I’ve always been fascinated by how design can solve problems in ways most people don’t even notice. So stepping into the business of design felt like a natural pivot, an opportunity to bring together left-brain and right-brain thinking in equal measure.
I didn’t have a single role model, but countless “mirror moments.” These were the times I saw someone’s courage or clarity reflect something in me I didn’t yet fully believe I could do. I’ve worked alongside women who asked the questions others avoided, challenged assumptions without hesitation, and led with conviction even when the stakes were high. Those quiet moments shaped how I approach my work and my own potential.
How has your understanding of fairness changed as you’ve gained experience and seniority?
Early in my career, I thought fairness was about giving everyone same opportunities, a kind of “one-size-fits-all” approach. I realised overtime that while it may help to open the door, fairness is about making sure people can walk through it and thrive once they’re inside. Not everyone starts from the same place, and recognising those differences really matters.
Not everyone starts from the same place, and recognising those differences really matters.
At Landor, I’ve been fortunate to see firsthand how women leading with empathy and vulnerability can change team dynamics – people take more risks, share bolder ideas and lift each other up. That’s the kind of fairness I value, not as a policy to check off, but as a culture we actively shape every day.
As conversations around women and work have evolved, what do you think has genuinely improved—and where do you think more attention and action are still needed?
We’ve moved past platitudes. Today, more women are in leadership seats, creative roles, and visible positions of influence. We talk about representation in ways that would have felt radical even a few years ago.
But progress isn’t just about women having a seat at the table; it’s about extending the table so more voices, perspectives and experiences can influence the decisions being made. We still need stronger structural support: mentorship programs, clear pathways for growth and systems that actively cultivate potential rather than leaving it to chance. Inclusion must also go beyond gender, recognising the multiple dimensions of diversity and structural biases that shape people’s experiences.
Progress isn’t just about women having a seat at the table; it’s about extending the table so more voices, perspectives and experiences can influence the decisions being made.
Ultimately, the goal isn’t just for women to succeed individually or rely on luck, it’s for organisations to build systems that enable sustainable, long-term equity, where talent and potential can thrive regardless of starting point or circumstance.
Is there a project or initiative you’ve worked on related to women’s empowerment that you’re particularly proud of? What made it meaningful to you?
A few years ago, I helped start WOCAL (Women in Design Collective) with Soho House Mumbai and Kyoorius. It grew from a need for a space where women in creative fields could show up fully, share their stories, and access opportunities openly, – not whispered in corners but spoken clearly in shared rooms.
The most rewarding part? Seeing people return session after session, often bringing others with them. It truly showed me that empowerment isn’t just about a single spotlight, it’s about creating a space where the light expands as more people step in and lift each other up.
What responsibility do senior leaders have in shaping more equitable workplaces, beyond statements or policies?
Policies are easy. Signals are everything.
Anyone can write a policy, what’s harder and more consequential is choosing the person who isn’t the obvious pick, defending someone whose voice hasn’t yet found volume and asking the uncomfortable question when everyone else looks away.
Policies are easy. Signals are everything.
Equity isn’t a headline; it needs to be reeled into everyday decision-making.
What is one change you would like to see in workplaces for the next generation of women?
I would love to see more workplaces that treat flexibility and empathy as structural design principles, not perks you must earn or negotiate.
I imagine a world where meetings don’t automatically assume presence at a specific hour, where “full commitment” isn’t defined by a rigid schedule, where personal life and professional ambition coexist without penalty.
I would love to see more workplaces that treat flexibility and empathy as structural design principles, not perks you must earn or negotiate.
A world where someone can be a leader, a creator, a learner and a caregiver without feeling like they must shrink themselves to fit a mold that was never built for them.
That’s not just good for women, it’s good for creativity and the future of work itself.
Quick Hits:
A trend you are excited about, or not excited about
Longevity science – not just adding years to life but adding life to years. Seeing how science and wellness practices make it possible to take control of your health and really thrive feels inspiring and hopeful.
A creative campaign or representation of women that inspired you or made you feel seen (please share a link to a video or image)
Nike x NorBlack NorWhite collaboration. It was powerful because it celebrated Indian craft and femininity in a way that felt modern while remaining unapologetically rooted in representation and culture. Seeing traditional textile influences and bold South Asian visuals integrated into a global sports brand was a reminder that women’s stories can be both local and global at the same time.
A piece of advice that stayed with you longer than expected
One of my mentors, Lulu Raghavan, introduced me to a framework of Adam Bryant on “workhorses” and “show ponies.” Workhorses deliver work quietly, while show ponies get noticed – but the most effective leaders learn to master both.
She helped me see that advocating for yourself matters just as much as the hard work you do when no one is watching.
