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 Kavita Prasad, Managing Director at Prasad.
In our conversation, Kavita reflects on what this year’s IWD theme means to her personally and professionally, and shares how her understanding of fairness has evolved over more than 35 years in a male-dominated industry.
She also discusses two initiatives she is particularly proud of — the Venus Project and the hiring of hearing-impaired professionals — and the responsibility she believes senior leaders have to move beyond statements and create genuine opportunity.
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, International Women’s Day has always been both personal and symbolic. For many years, women were not seen as equals, and in many spaces, we still aren’t fully there yet. So a theme like “Rights. Justice. Action.” is a reminder that recognition is only the starting point.
Personally, it means acknowledging the effort women put in every single day, whether they are leading teams, managing homes, or doing both. Professionally, it means ensuring that action follows intent. At our company, we make it a point to celebrate every woman, from housekeeping staff to senior leadership, because dignity and respect should not depend on designation. Making women feel valued and seen is not a grand gesture; it’s a responsibility.
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?
Interestingly, I did not enter this industry by design. After completing my MBA, I began my career at Citibank. Marriage brought me into the Prasad family, and over time I joined the business to support finance, marketing, and sales functions. What began as stepping in to help gradually became a lifelong journey, I’ve now been part of this industry for over 35 years.
The defining moment wasn’t a single event; it was the realization that I was operating in a highly male-dominated space, especially in film post-production and restoration. There were very few women in senior roles. It was challenging and at times isolating, but it pushed me to learn every aspect of the business and earn my place through credibility and consistency.
As for role models, I learned deeply from our founder and from watching how passion and perseverance build institutions over decades. That philosophy shaped me.
How has your understanding of fairness changed as you’ve gained experience and seniority?
Early in my career, fairness meant being treated equally in meetings and negotiations. There were times when clients were surprised to see a woman leading discussions. It required patience and confidence to navigate that.
As I gained seniority, I realized that fairness must be enabled structurally, through hiring, mentoring, and promoting women into operational and technical roles, not just support functions.
Over time, my understanding evolved. Fairness is not just about equal treatment, it is about equal opportunity. It is about creating systems where women are not viewed as exceptions but as leaders by default.
As I gained seniority, I realized that fairness must be enabled structurally, through hiring, mentoring, and promoting women into operational and technical roles, not just support functions.
As conversations around women and work have evolved, what has genuinely improved, and where is more action needed?
What has genuinely improved is acceptance. Today, it is normal, even expected, for women to work. That shift is significant.
In workplaces, respect has improved. But support systems, flexibility, shared leadership, practical understanding need to continue evolving.
However, the double responsibility remains. Many women still manage both professional commitments and the larger share of domestic responsibilities. In urban India, younger generations are beginning to share responsibilities more equitably, which is encouraging. But there is still room for cultural change, especially in terms of shared accountability at home.
In workplaces, respect has improved. But support systems, flexibility, shared leadership, practical understanding need to continue evolving.
Is there a project related to women’s empowerment that you’re particularly proud of?
Yes, there are two initiatives I’m especially proud of.
About 15 years ago, restoration and post-production floors were almost entirely male. There was resistance to hiring women, especially because the industry involves long hours and tight deadlines. I insisted that we try.
We launched what we internally called the ‘Venus Project’ bringing in a batch of women, training them from scratch in restoration software, and creating structured shifts. The results were remarkable. Attrition was nearly zero. The performance was strong. And over time, confidence grew across teams to hire more women. Today, women lead key production roles in our organization.
The second initiative was hiring and training hearing-impaired professionals for restoration work. We invested in trainers who could communicate through sign language and created an inclusive system. Many of them continue to work with us even today. Inclusion, for me, is about giving opportunity, not charity, but capability-building.
What responsibility do senior leaders have in shaping more equitable workplaces, beyond statements or policies?
Leadership is about action, not announcements.
It is easy to speak about diversity. The real test is whether women are leading technical departments, managing large teams, and making strategic decisions.
Senior leaders must create environments where women can grow, learn, and make mistakes without being judged more harshly than their male counterparts.
At Prasad, we have women heading production and archival initiatives, managing hundreds of team members and leading international collaborations. These are not symbolic roles; they are operationally critical.
Senior leaders must create environments where women can grow, learn, and make mistakes without being judged more harshly than their male counterparts. Opportunity must be intentional.
What is one change you would like to see in workplaces for the next generation of women?
I would like to see more women in top decision-making positions, not as exceptions, but as the norm.
Women are exceptional multitaskers, resilient, and deeply committed when given responsibility. The next generation should not have to prove that they belong in technical or leadership roles.
The stigma that a man can commit more because he has fewer family responsibilities must disappear. The future should be about capability, not assumption.
If we can normalize women leading large teams, managing operations, and shaping strategy across industries, that will be real progress.
Quick Hits
A trend you are excited about, or not excited about
I’m genuinely excited about seeing more women step into technical and leadership roles, especially in industries that were traditionally male-dominated like media technology and post-production. Fifteen years ago, that was rare. Today, it’s slowly becoming normal, and that shift gives me hope.
What I’m not very excited about is tokenism, when representation is done for optics rather than real inclusion. True progress is not about having one woman on a board; it’s about creating systems where many women can grow and lead without it being unusual.
A creative campaign or representation of women that inspired you or made you feel seen
I’ve always appreciated campaigns that show women as capable and multidimensional rather than perfect or idealised.
One campaign that stood out to me was “Share The Load” by Ariel India by Procter & Gamble. It addressed something very real, the unequal distribution of domestic responsibilities, in a simple but powerful way. It wasn’t loud, it wasn’t aggressive, but it made you reflect. That kind of storytelling feels honest and relatable.
A piece of advice that stayed with you longer than expected
The advice that has stayed with me comes from our founder at Prasad, what he called the “Four Ps”: Passion, Perseverance, Patience, and Purity of Thought.
You must be passionate about what you do. Without that, work becomes a burden.
Perseverance reminds you that success rarely comes quickly.
Patience teaches you to trust the process.
And purity of thought keeps your intentions clear.
Over the years, I’ve realised that these four principles are not just business advice, they are life advice.
