Do glass elevators matter?

Why are second innings and non-linear career paths important for women?

Let’s sit besides Purvi Shah, an impactful CIO, with a métier that spans Real Estate, Banking, Telecom, Vehicle Finance, and Paper Stationery Exports). She helps us see this all from a window that is not gilded, not blocked with heavy curtains and bravely adorns a lighthouse.

What makes you the most proud when you look back at the last 19 years of your professional life?

What makes me most proud when I look back at the last 19 years is the consistent ability to adapt, grow, and create impact across diverse industries and roles. From banking to real estate, I’ve embraced every opportunity with openness and resilience, allowing me to lead several digital transformation initiatives from the ground up.

But beyond systems and technology, what truly fulfills me is the human side of leadership—mentoring teams, nurturing talent, and helping individuals discover and realise their potential. Watching both the organisation and its people thrive together has been truly rewarding, and knowing I’ve played a role in shaping both, is incredibly rewarding.

Through every phase of this journey, I’ve held onto one core value—integrity. Upholding strong ethical standards, even in challenging circumstances, has helped build trust, foster lasting relationships, and deliver outcomes that I can stand by with pride.

A lot is said about Glass Ceilings for women business leaders. Does it also apply to women IT leaders?

Yes, glass ceilings do exist for women in IT and in fact women in leadership roles, and I’ve experienced how subtle and structural these barriers can be. While I’ve been fortunate to work in organisations that recognised merit, there have still been moments when access to strategic roles or decision-making forums required more than just performance—it required persistent self-advocacy. For example, early in my career, despite delivering strong outcomes, I realised I wasn’t automatically considered for cross-functional or leadership roles until I explicitly asked for them and even then, it didn’t happen for years.

What about ‘glass cliffs’? Are there any ‘glass elevators’ that women forget/neglect?

The ‘glass cliff’ is something I’ve also encountered. I’ve often been brought in during times of transition or crisis—whether to turn around an underperforming system, manage large-scale change in legacy environments, or build IT practices from scratch in a sector like real estate. While those opportunities were defining for me, they came with high expectations, tight timelines, and little margin for error. Navigating through them taught me resilience, but also highlighted how women are sometimes handed leadership roles only when risks are high.

As for the ‘glass elevator’, I’ve learned the hard way that good work alone isn’t enough. Visibility, networking, and being part of a support community matter. Now, I consciously mentor others to recognise and use these opportunities early in their careers.

What’s tough or unique about managing IT in real estate as a vertical?

Managing IT in real estate is uniquely challenging because it goes beyond just implementing technology—it’s about transforming mindsets. The industry often operates with legacy systems, low digital maturity, and a fragmented stakeholder ecosystem. Driving meaningful change requires strong focus on change management, aligning cross-functional teams, and building trust in digital processes. One of the toughest parts is securing senior management buy-in, especially when it comes to investing in data-driven initiatives. Demonstrating long-term value and shifting the perspective from cost to strategic investment is a continuous effort.

You have such a multi-contoured path. What was the most fun or challenging of all these?

Each sector added a unique flavor to my professional journey, but two stand out for very different reasons. Real estate has definitely been the most challenging—implementing IT practices from scratch in a traditionally non-digital space required more than just technical skills. It took persistence, emotional intelligence, and the ability to drive change in environments resistant to transformation. Convincing senior management and getting teams on board was a constant effort in change management.

Banking, on the other hand, was the most fun and energising phase. I was part of a highly motivated, performance-driven team early in my career. The fast pace, constant learning, and culture of precision shaped my foundation and work ethic. It was incredibly rewarding to grow and achieve in that environment.

Any special strength that you think being a woman helped you with in your journey?

Being a woman has helped me bring a sense of balance, adaptability, and emotional resilience to my leadership style. I naturally focus on inclusive growth—ensuring that while business goals are met, the people involved also grow in their journeys. I’ve always believed in building careers, not just teams, and I think this nurturing yet performance-driven approach has made a real difference.

Multitasking, staying composed under pressure, and the ability to manage both people and process with equal focus have been some of my strengths. I’ve often found that being a woman brings a heightened sense of responsibility and commitment to everything I take on—whether it’s meeting timelines, leading change, or standing up for the team when needed.

How crucial is the support of men for women leaders - in what ways or roles?

Support from men is absolutely crucial for women leaders to thrive. Whether as mentors, sponsors, peers, or family members, male allies play a key role in challenging biases, opening doors to opportunities, and creating inclusive spaces where women are heard and respected.

Are women truly empowered?

While we often speak of women empowerment, many capable women still face corporate politics, biased judgments, and unequal recognition. Despite equal or greater effort, women often encounter more scrutiny or resistance on their path to leadership. This imbalance must change.

True empowerment requires more than just words—it demands action, cultural shifts, and fair practices. This starts both at home and at work. Men must recognise, respect, and support the value women bring—not just as professionals, but as leaders who balance multiple roles. When families and workplaces stand behind women with equal trust, the ripple effect transforms organisations and society.

What do you wish you knew 20 years back? What do you wish future women leaders get/be cognizant of?

I wish I had known earlier how crucial visibility and networking are—doing good work alone doesn’t always lead to growth. Future women leaders should confidently own their story, seek out opportunities, and understand the value of a strong professional community. Self-advocacy is not optional; it’s essential.

A McKinsey report showed women still get only 29 per cent of C-Suite chairs. Your observations?

The 29 per cent statistic is a reminder that while we’ve come a long way, we still have a long way to go. In my career, I’ve often seen capable women being overlooked—not due to lack of merit, but because leadership opportunities were simply not extended to them. I’ve been fortunate to have earned my place through persistence and performance, but I know many who gave up mid-way due to lack of support. Building more inclusive leadership pipelines requires intentional effort, continuous mentoring, and an environment where women feel seen, heard, and encouraged to aim higher.

Is IT a line role today or a support role? And how well are women doing in this space?

IT has evolved from being a back-end support to becoming a core strategic function—especially in sectors like real estate where I’ve personally led digital transformation from the ground up. Today, IT drives business outcomes, customer experience, and operational excellence. I’ve seen many women thrive in this space, particularly in roles that require collaboration, foresight, and structured execution. However, the representation at the top is still limited. We need more platforms, mentorship, and visibility for women to rise into CIO/CTO roles and shape the tech vision at the highest level.

What needs to be said about women leadership and representation in IT, but is brushed under the carpet?

The unspoken truth is that women still have to go the extra mile to be considered equally—especially in IT leadership. The expectation to consistently ‘prove more’ continues to weigh on capable women. Another elephant in the room is the lack of real, structural support for women during critical life phases like motherhood. While policies exist on paper, the ground reality often lacks flexibility, empathy, or long-term career continuity planning. In 2025, we still need to talk openly about creating not just equal opportunities, but equitable ecosystems that support women’s full career journeys.

Anything you wish to shine a torch on?

Yes, I strongly believe we need to shine a light on second innings and non-linear career paths for women in IT. A break—whether for family, relocation, or health—should not be seen as a setback. In my own journey, I’ve seen how maturity, resilience, and cross-industry experience actually sharpen one’s ability to lead. Organisations must create more space for returnships, flexible models, and cross-functional hiring. There’s immense untapped potential in women who are ready to re-enter the workforce with renewed strength and perspective.