Though International Women’s Day is behind us, we are continuing to spotlight voices from across the industry as part of our IWD Voices series, with leaders sharing their journeys, experiences, insights, and the lessons that have shaped them.
Next up, we speak with Eeti Sharma, Co-Founder at Asaya.
In our conversation, Eeti reflects on how her two decades in data and AI led her to identify a gap in the beauty industry for Indian skin, and how that observation became the foundation for building Asaya. She also addresses how her understanding of fairness has evolved — from equal opportunity within teams to actively closing representation gaps in industries and products.
She also discusses the progress she has seen in women’s visibility in leadership and entrepreneurship, and the barriers that remain around access to capital, networks, and decision-making spaces.
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?
For me, the idea of rights and justice becomes meaningful only when it translates into real action – whether that’s in workplaces, leadership roles, or the products and services we build for consumers.
Professionally, my journey from the data and AI space into building Asaya was shaped by a very personal realisation. I noticed how much of the beauty industry was built around standards that didn’t fully reflect melanin-rich Indian skin. Addressing that gap became the driving force behind the brand. In that sense, action means building solutions that are more inclusive and representative of the people they are meant to serve.
Personally, it reminds me that progress cannot be selective. Inclusion should ensure that women from diverse backgrounds, experiences, and identities have equal access to opportunities – to lead, innovate, and shape industries. When those opportunities expand, the impact goes far beyond individual careers and begins to influence how entire sectors evolve.
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?
My journey into beauty didn’t begin in the industry itself. I spent over two decades working in the data and AI space, where a large part of my work involved analysing consumer behaviour, identifying patterns, and solving complex problems. That analytical lens eventually shaped how I began looking at the beauty industry as well.
As someone with melanin-rich skin, I noticed that many skincare products available in the market were designed and tested with lighter skin tones in mind. There was a clear gap between what consumers like me needed and what the industry was offering.
That observation became the starting point for building Asaya. The idea was not just to create another skincare brand, but to build one that truly understands melanin-rich Indian skin and develops science-backed formulations keeping those needs at the centre.
Rather than a single role model, I’ve always been inspired by founders who build businesses rooted in lived experiences. Their journeys reinforced the belief that when empathy, insight, and problem-solving come together, entrepreneurship can create solutions that genuinely resonate with people.
How has your understanding of fairness changed as you’ve gained experience and seniority?
Early in my career in the data and technology space, fairness often meant creating equal opportunities within teams – ensuring that everyone had access to the same resources and platforms to grow. But as I gained more experience, and especially while building Asaya, my understanding of fairness evolved.
I began to realise that fairness is also about recognising the gaps that exist within industries themselves. In beauty, for instance, people with melanin-rich skin have historically been underserved, with products and research largely designed around lighter skin tones. Seeing this gap made me think more deeply about representation and inclusivity in beauty.
As leaders, it’s important to build systems and solutions that recognise these differences and ensure that people and communities who have been overlooked are truly represented and supported.
Today, I see fairness not just as equal opportunity, but as actively working to close those gaps – whether in workplaces, industries, or the products we create. As leaders, it’s important to build systems and solutions that recognise these differences and ensure that people and communities who have been overlooked are truly represented and supported.
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?
One encouraging shift has been the growing visibility of women stepping into leadership and entrepreneurship. When I began my career in the technology space over two decades ago, it was far less common to see women leading teams, shaping strategy, or building companies.
Today, many more women are founding businesses, bringing their perspectives into industries, and creating products that reflect lived experiences. My own journey—from a long career in data and technology to co-founding Asaya—is in many ways a reflection of that evolving landscape.
Representation in leadership, investment ecosystems, and decision-making spaces needs to deepen.
At the same time, there is still more work to be done. Representation in leadership, investment ecosystems, and decision-making spaces needs to deepen. Many women founders still face barriers when it comes to access to capital, networks, and visibility. Real progress will come when women building companies or leading industries is no longer seen as noteworthy—it simply becomes the norm.
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?
Building Asaya itself has been one of the most meaningful journeys in this regard. The brand was created to address the unique needs of melanin-rich Indian skin—something that had long been overlooked. What makes it meaningful is the connection we build with our community. When consumers tell us that they feel seen or represented through our products and communication, it reinforces the belief that businesses can create both commercial value and cultural impact.
What responsibility do senior leaders have in shaping more equitable workplaces, beyond statements or policies?
Leadership responsibility goes beyond intent—it lies in everyday decisions. From hiring practices and mentorship to how opportunities are distributed within teams, leaders shape the culture of an organisation. Creating equitable workplaces means building systems that allow diverse voices to contribute, grow, and lead. It also requires consistency – ensuring that values are reflected not just in policies but in how teams are supported and developed over time.
Creating equitable workplaces means building systems that allow diverse voices to contribute, grow, and lead.
What is one change you would like to see in workplaces for the next generation of women?
I would like to see workplaces where ambition and empathy are seen as complementary rather than contradictory qualities in leadership. The next generation of women should not feel the need to adapt themselves to outdated leadership models. Instead, workplaces should evolve to value diverse perspectives and leadership styles that bring both strategic thinking and human understanding into decision-making.
Quick Hits
A trend you are excited about, or not excited about
The growing shift toward science-backed skincare and ingredient transparency. Consumers today are far more informed and curious, which is encouraging brands to be more responsible and research-driven.
A creative campaign or representation of women that inspired you or made you feel seen
Campaigns that move beyond traditional beauty standards and celebrate individuality and identity have always resonated with me – especially those that highlight real stories rather than idealised portrayals.
A piece of advice that stayed with you longer than expected
“Stay close to the problem you set out to solve.”
When founders remain anchored to the original need that inspired the business, the company grows with clarity and purpose—and the impact often extends far beyond the product itself.
