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SAP Labs India MD Sindhu Gangadharan Appointed As Nasscom’s Chairperson

MM Desk by MM Desk
September 3, 2024
in Business, People Spotting
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SAP Labs India MD Sindhu Gangadharan Appointed As Nasscom's Chairperson

The National Association of Software and Service Companies (Nasscom) has appointed Sindhu Gangadharan, the Managing Director of SAP Labs India, as its new chairperson. She will succeed Rajesh Nambiar following his transition to Nasscom president-designate.

She took to LinkedIn to announce the same and mentioned, “Nasscom has been central to India’s evolving technology landscape, serving as the representative voice for the country’s $250 billion tech industry. I am deeply honored to assume the Office of the Chairperson at Nasscom I am eager to work alongside some of the brightest minds in the industry and to draw on my experience in product leadership and leading SAP’s second-largest R&D hub, to help shape the future of India’s Techade.”

Further, she wrote, “With our nation’s robust engineering R&D capabilities, innovative potential, and extensive digital talent pool, India is well-positioned to spearhead large-scale digital transformations that are sustainable and inclusive. Heartfelt gratitude to Rajesh Nambiar and Debjani Ghosh for their trust and support. Their leadership has been instrumental in guiding Nasscom to where it is today, and I am excited to build on this legacy as we continue to drive the industry forward 🙏”

Currently, she is working as Head, Customer Innovation Services and SVP and Managing Director at SAP Labs India. She joined the company in August 1999 as a Software Developer CRM Middleware and has since then transitioned through various roles including Product Management – CRM Middleware, Product Manager – B2B Integration with SAP NetWeaver Process Integration, Head of Product Management – SAP NetWeaver Process Integration, Chief Product Owner – For On Premise Integration Technologies (PI) and SAP HANA Cloud Integration, VP and Head of Product Management HANA Cloud Integration, Process Integration, FSN, VP and Head of Product Management SAP Clour Platform IoT, Integration and Process Orchestration, Head of the Intelligent Enterprise Program and SVP and Head of SAP User Enablement.

Being with SAP, she also served as Vice Chair at Nasscom with the additional role of Executive Council Member.

Gangadharan is also serving as an Independent Director in Siemens, Titan, and Indo-German Chamber of Commerce. In the past, she was associated with Qualtrics as the Board of Directors, and as Advisory Board at ReLoop by SAP.

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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