ESADE

my most amazing experiences precisely because it pushed me past my comfort zone. When processes failed or delays arose, stepping back was never an option; I had to resolve issues with partners, work late with teams to close operational gaps, and navigate difficult conversations when expectations weren't met. Choosing responsibility over comfort consistently strengthened both the business and my leadership. Today the venture processes up to 450 tonnes of lithium batteries annually, works with 14 suppliers and logistics partners across regions, and generates roughly USD 400k in annual revenue. The most shocking part was how quickly theory broke down in real-world, diverse contexts. Researching the recycling ecosystem, I travelled to Mumbai and Delhi to observe on-ground operations, and conversations with entrepreneurs, plant managers, informal workers, and logistics partners revealed how local realities, risk perceptions, and working styles shape responses to shared challenges. I learned that progress depends less on perfect plans than on listening, adapting to context, and earning trust. This changed how I engaged with stakeholders: instead of trying to convince people immediately, I began asking questions and listening before offering solutions, and by focusing on credibility, consistency, and context rather than control, trust deepened and execution improved. The worst moments came when decisions didn't work as intended. When a container carrying roughly 12 tonnes of batteries en route to our facility caught fire, it disrupted supply chains and raised serious safety and morale concerns. As a co-founder, I shifted from identifying problems to stabilising operations, ensuring safety, reassuring teams, and restoring stakeholder confidence. We restructured procurement, tightening supplier selection, introducing temperature-control protocols, limiting long-haul transport of unstable material, and reducing high-risk inflows, and stricter logistics and safety compliance improved both standards and team credibility. Through transparency and consistent delivery on revised commitments, we rebuilt trust, and within six months restored partnerships with major electronics and EV manufacturers and secured repeat orders, stabilising operations. Over time, these experiences reshaped how I lead. I became more deliberate in decisions, more attentive to people, and more comfortable with uncertainty; I learned to separate my ego from outcomes and to treat challenges as feedback, preparing me to thrive in demanding, diverse environments like ESADE.