Her next stint at IDC, where she led its cloud and AI research and consulting for the India market, gave her her first “thought leader lever” in her career.
“I had the opportunity to work with the supply side, the hyperscalers and the demand side for organisations, bridging the gap between expectations of both sides. I also worked with industry bodies, voicing out at panels for the large vendors,” she explains.
Sharma’s 18-year career has spanned tech research, consulting, and CXO advisory, with a strong focus on thought leadership.
Reflecting on her journey, she says that when she began her career, the conversation around digital technology was still evolving and largely centred on market competition. It was more of a concept than a clearly defined strategy.
Over the years, she has witnessed a significant shift from being a concept to a reality deeply embedded in how businesses operate. Today, she notes, digital technology is shaped by evolving operating models, customer experience, and, increasingly, intelligence.
Her current role focuses on three core areas.
The first is consulting and advisory, working closely with clients to shape their digital journeys. This includes developing points of view, conducting workshops, aligning solutions with business roadmaps, and building transformation strategies.
The second is pre-sales, where Sharma supports the sales function by crafting solutions tailored to client needs. “We ensure that whatever the customer is seeking, we can design a proposition that truly meets their expectations,” she says.
The third aspect is her role as a digital evangelist, taking the organisation’s voice to the market through narratives, positioning, and engagement. Underpinning all of this is her focus on thought leadership, where she works closely with peers, industry bodies, analysts, and media to shape broader conversations around digital and data.
Inflection points for success
Sharma describes her career through a series of inflection points that have shaped her success.
First, her transition from a finance background into technology required persistence and continuous learning. “It wasn’t easy. Moving into tech meant a lot of upskilling and effort, perhaps twice as much when you don’t come from that background,” she says.
She credits the guidance she received from mentors, which helped her navigate and grow in the industry.
This helped her view technology not as a standalone function but as a force multiplier for business impact, an insight that shaped her approach to leadership.
Equally important was her transition from focusing purely on research and insights to taking ownership of outcomes. “That shift played a big role in shaping me as a leader,” she says.
Women navigating technology
So, what has changed for women in technology and what hasn’t?
Sharma rightly points out that the biggest barriers out there are often the ones that are not explicit. They are embedded in expectations and in the self-talk we all do.
“When I was transitioning into a tech career, I had to work really hard to establish my credibility. There’s always an unspoken expectation of fitting the mould in tech, and I didn’t come from that,” she says.
Sharma focused on building depth and perspective and, in the process, learned that credibility is not something to be claimed; it builds over time.
“There were moments where I had to ensure that my voice wasn’t just heard but also valued.”
Reflecting on the tech industry’s gender landscape, Sharma points to a visible shift over the course of her career.
“When I started, there weren’t many women in leadership roles. It was only later in my career that I began to see women leaders who inspired me and showed me what was possible,” she says.
Today, with more women stepping into leadership roles and collectively shaping the ecosystem, she highlights that these visible role models will continue to guide and inspire the next generation.
Role of mentors
Sharma is unequivocal about the role mentorship has played in her journey and why it matters, especially for women.
“I believe everyone should have a mentor. A mentor helps you recognise your potential even before you see it yourself.”
She recalls a pivotal moment when she was offered a role she didn’t feel ready for. It was her mentor who helped her reframe the opportunity, breaking it down, aligning it with her career path, and encouraging her to leap. That guidance made all the difference.
She now pays it forward by mentoring emerging leaders within her organisation, supporting them through both professional and personal challenges.
Sharma also emphasises the need for stronger advocacy and sponsorship structures to enable women’s growth. “Talent is universal, but opportunity is not. Diversity isn’t a checkbox; it’s the engine for innovation. The best ideas come from different perspectives. Advocacy helps to ensure that we are building teams that reflect the world we are serving.”
The case for inclusive AI
While there is a lot of talk about inclusive AI, what does it actually look like on the ground?
According to Sharma, inclusive AI in India is both an opportunity and a responsibility.
Sharma believes that AI is reshaping how we define capability and contribution.
While it reduces reliance on traditional career paths and enables faster access to knowledge and tools, it shifts the focus toward higher-order skills such as judgment, creativity, and decision-making.
“AI is a great equaliser, but only if we consciously build the skills to use it. Otherwise, the gap can widen,” she says.
From her experience, making AI truly inclusive comes down to three critical areas: asking the right questions, interpreting outcomes effectively, and connecting technology to business context. In a world where answers are increasingly accessible, she argues, the real difference comes from the ability to think critically and apply context.
“Your ability to think will matter far more than your ability to execute,” she adds.
This shift presents a strong opportunity for women not just to adapt but also to lead in an AI-driven world.
When it comes to jobs and skills, Sharma asserts that upskilling is no longer optional but continuous.
