Madhurima Singh: Madhurima Singh believes in balancing progress with principles

Madhurima Singh approaches leadership with a calm and direct style. She places purpose at the centre of her work, aiming to build an environment where people, ideas and responsibilities move in tandem.

Singh’s path shows how she has changed roles, taken on new demands and shaped her work with a clear sense of what matters. She never imagined she would help steer one of India’s major pharmaceutical companies.

Her journey began in classrooms and at home, where she prioritised academics and family over corporate ambition. She holds an MSc in Botany and a Diploma in entrepreneurship from SVKM’s Narsee Monjee Institute of Management Studies, Mumbai.

But life, she says, “had other plans,” and she eventually entered the business world without a formal road map, carrying only curiosity, commitment to learning and the willingness to begin again.

“My insatiable appetite for learning, pursuit of excellence and unconventional path became my strengths, allowing me to approach challenges with a blend of intellectual curiosity, creativity and determination,” Singh says.

Today, as Executive Director of Alkem Laboratories, Singh, 60, reflects a leadership style built through lived experience, strategic yet empathetic, resilient yet collaborative, driven yet grounded in purpose.

For Singh, leadership is less about command and more about removing internal barriers that slow progress. She believes silos, whether cultural or functional, limit innovation and timely execution.

“I focused on breaking silos, which often become barriers for ideation as well as swift execution. By fostering a culture of transparency, collaboration and frequent feedback, we were able to spot gaps faster, seize opportunities and move forward with clarity,” she says.

During her tenure, Alkem continued strengthening its foundation while preparing for long-term growth. Singh has been actively involved in strategic projects across various business functions, seeing them through conception to fruition. She has been driving progress with people-first thinking, brand and reputation building, adoption of new-age technologies, R&D advancements and encouraging sustainability and social impact.

In financial year 2024–25 (FY25), the company reported consolidated revenue of Rs 12,964 crore, EBITDA (earnings before interest, taxes, depreciation and amortisation) of Rs 2,512 crore and net profit of Rs 2,165 crore. The financial performance highlights healthy growth, operational excellence, brand-building, portfolio expansion and disciplined execution.

The pharmaceutical sector continues to experience rapid change, from regulatory shifts to supply chain challenges and emerging technologies. Instead of reacting with rigidity, Singh leaned into dialogue, teamwork and thoughtful decision-making.

“Challenges such as supply chain issues and regulatory shifts demanded calibrated, yet quick responses… I focused on listening, asking questions, and bringing teams together to make decisions collectively,” she says. Her approach suggests that leadership strength lies in awareness and openness, not certainty.

A key focus, she adds, is enabling talent, especially young professionals and women preparing for larger responsibilities. “The aim is to grow responsibly and stay rooted to what we stand for,” Singh adds.

But she acknowledges that while women are present, fewer reach senior decision-making positions. She hopes to address this through mentorship, access and intentional opportunities.

Her message to aspiring women leaders is direct and practical. “Don’t wait to be invited to the table, rather bring your own chair and your point of view. Know your worth and don’t undermine your abilities. Take initiative, express your views with confidence, trust your own judgment and build a network of people who support you.”

@neetu_csharma