With International Women’s Day just past—and with the understanding that one day alone can’t fully reflect the contributions of women—we’re dedicating the month of March to highlighting voices from across the industry through our IWD Voices series. We invite leaders to share their journeys, experiences, insights, and the lessons that have shaped them.
Next up, we speak with Geetanjali Bhattacharji, Founder & CEO at Glassbox.
In our conversation, Geetanjali speaks to the gap between growing awareness around women at work and the practical, measurable steps that still need to follow, and makes the case that women should be designed into the mainstream of organizations rather than treated as special cases. She also addresses what drew her to her industry and the defining moment that set her career in motion.
She also discusses her view that meritocracy — where the strength of one’s thinking and impact are the only currency that counts — is the foundation of a truly equitable workplace, and why Geetanjali sees the glorification of always-on hustle culture as something that quietly penalizes women who need flexibility.
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?
This theme feels deeply personal. “Rights. Justice. Action. For ALL Women and Girls” is about seeing every woman with her full complexity—her talent, her responsibilities, her humanity—and building systems that respect that.
Professionally, it means designing organizations where empathy and care are not ornaments but core values, where women can nurture their teams and still be seen as decisive, powerful leaders.
Personally, it means refusing to choose between being soft and strong; I want to be tough where it matters, gentle where it counts, and always willing to make room for other women to walk beside me, not behind me.
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 was drawn to this space because it’s where commerce, culture, and change collide—where you can see how a new idea or a disruptive trend can reshape entire markets.
I’ve always been energized by the edge of transformation, by the moment when something “new” starts to challenge the “normal.”
The defining moment for me came when I looked at the consulting and growth leadership landscape in India and saw how few women were at the top tables. That imbalance didn’t just feel wrong; it felt like a missed opportunity for the whole system. I realised my role wasn’t just to be a leader, but a pathway—someone who could help other women step into those spaces, stay in the workforce through change, and lead with both empathy and teeth.
I realised my role wasn’t just to be a leader, but a pathway—someone who could help other women step into those spaces, stay in the workforce through change, and lead with both empathy and teeth.
Leaders like Lisa Su and Zanny Minton Beddoes show me that women can make tough, high-stakes decisions at the frontier of technology and global business, yet still lead with quiet clarity and deep care for the people behind the numbers. They prove that being powerful doesn’t mean being cold—and that the most enduring leaders never stop seeing the people in the room, not just the figures on the page.
How has your understanding of fairness changed as you’ve gained experience and seniority?
My understanding of fairness has evolved from a rulebook to a mindset. At first, I focused on policies and processes; now I see fairness as a constant conversation about who is included, who is nudged, and who is quietly edged out.
My understanding of fairness has evolved from a rulebook to a mindset.
For me, fairness means recognising that women most often face an uphill climb, and using my position to balance that weight—by creating space for them to stay, grow, and lead without guilt. Fairness is not neutrality; it’s intentional care, so that a woman’s humanity and her ambition are treated as equally legitimate, not mutually exclusive.
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?
I’m glad that conversations have evolved from “women in the workplace” to “women shaping the future of work.” Today, we talk openly about caregiving, mental health, and the emotional labour women carry, and that’s a real step forward. Companies are beginning to see empathy and care as leadership strengths, not as “soft” extras.
Fairness is not neutrality; it’s intentional care, so that a woman’s humanity and her ambition are treated as equally legitimate, not mutually exclusive.
But we still need far more action than awareness. We need to move beyond panels and quotes to practical, measurable steps that keep women in the workforce through every life stage—flexible structures, predictable career paths, and real protection for those who call out unfairness. We need to stop treating women as “special projects” and start designing systems where they are simply part of the mainstream.
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?
I don’t see empowerment as a campaign or a one-off initiative; I see it as a responsibility that’s always on.
What means the most to me is the simple, consistent choice I make: to stand behind the women in my orbit and push them further, louder, and with more confidence than I push many others. I tell them repeatedly that growth has no ceiling and that their potential has no limits—that they are not here to be “good enough,” but to be their highest selves, professionally and personally.
What responsibility do senior leaders have in shaping more equitable workplaces, beyond statements or policies?
An equitable workplace, for me, is one built entirely around meritocracy and nothing else—where who you are, how you look, or what your life outside work looks like does not shape your opportunities, and what matters is the strength of your thinking, your work, and your impact.
I don’t see empowerment as a campaign or a one-off initiative; I see it as a responsibility that’s always on.
Senior leaders must design and protect systems where merit is the only currency that counts—where performance, thinking, and impact decide who rises, not background, gender, or personal narrative. Their responsibility is to be guardians of meritocracy, not guardians of comfort.
Quick Hits
A trend you are excited about, or not excited about
I’m not excited about how the “alwayson” hustle culture is still glorified, because it quietly penalizes women who need flexibility and rewards only those who fit an old, rigid idea of how much time and presence you must give.
A creative campaign or representation of women that inspired you or made you feel seen
Nike – Dream Crazier | #JustDoIt
A piece of advice that stayed with you longer than expected
“Don’t join the fight to be the loudest; join the fight to be the most pivotal.”
It reshaped how I show up—reminding me that my value isn’t in how much noise I make, but in how much substance I bring, how consistently I back other women, and how relentlessly I let my work speak for itself.
