Rani Bisal is a visionary leader with over 20 years of experience in driving business innovation and digital transformation across a range of global industries. As the Chief Technology Officer at DStv Media Sales, part of the Multichoice Group, she has consistently demonstrated her ability to create innovative solutions that enhance revenue streams, optimize business processes, and shape the future of organizational strategies. 

With a robust academic background that includes a B-Tech in Mechanical Engineering from India and a Master’s in Leadership & Strategy from London, Rani has developed expertise in areas such as digital transformation, enterprise architecture, technology, business operations, and organizational psychology. Her role as a global transformation leader has seen her successfully optimize and implement digital and business strategies in multiple countries, including the US, UK, UAE, India, and Sub-Saharan Africa (SSA). 

Throughout her career, Rani has excelled in roles ranging from developer to Chief Technology Officer. Her professional journey includes significant contributions to companies such as Satyam Computers Ltd, TCS, and DStv Media Sales. She has also held key positions, including Business Transformation Officer, Head of IT Strategy, and Business Architect, among others. 

Known for her mentoring and coaching skills, Rani has guided more than 200 professionals over the past decade, fostering talent and encouraging growth across various fields. Her ability to blend technological acumen with strong leadership and strategic insight has made her a standout figure in the fields of digital transformation and enterprise innovation. 

Outside of her professional life, Rani finds balance through a diverse array of creative pursuits, including painting, reading, writing, cooking, traveling, yoga, and playing musical instruments. This blend of technical expertise, leadership, and creative passion allows her to lead with a holistic approach, ensuring the continued success and growth of the organizations she works with. 

Career Highlights and Milestones 

Rani celebrated 20 years of work experience on August 31, 2024, marking a significant milestone in her professional journey. Information Technology has been a part of her life since her school days, first introduced to her in the 9th grade. She excelled in Binary Digit studies effortlessly, a skill that came naturally to her, although she never anticipated a career in IT or the corporate world. Her initial dream was to become a pilot, despite being told by friends that her 5.2-foot height was a limitation. Undeterred, she pursued her ambition, but unforeseen circumstances forced her to let go of her final selection with the Indian Air Force. 

Coming from a family of doctors, there was an unspoken expectation that Rani would follow in their footsteps. Despite excelling academically—achieving 4th state rank in Architecture and 11th state rank in Dental-Medical—she chose to study Civil Engineering. This decision was more about attending the top engineering college in her city rather than a passion for civil engineering. Determined to switch her branch, Rani topped her university in the first two semesters, earning the opportunity to change her major to Mechanical Engineering. 

Rani’s corporate career began in 2004 when she secured an on-campus job in 2003 as a Software Engineer at Satyam Computer Services Ltd. After two years, she transitioned to the Tatas in 2006, seeking growth opportunities. During her time at the Tata group, she gained valuable international experience, learning key lessons that have shaped her career. 

In 2019, she took on a new role as Chief Technology Officer (CTO) at Dstv Media Sales, a media conglomerate in South Africa’s Ad Sales division. She leads the company’s business innovation and transformation efforts across five key sub-departments: Digital Transformation, Technology & Product Lifecycle, Project & Portfolio Management, Digital Operations, and Innovation & Business Relationship Management. 

Two milestones stand out in Rani’s career: 

Changing Career Streams (2009): Early in her career, Rani transitioned from a technical developer role to a techno-functional professional, gaining a holistic understanding of entire ecosystems rather than just parts of them. This shift required resilience, hard work, and an unconventional approach to growth. For three years, she dedicated herself to learning, breaking traditional norms, and identifying the right people to surround herself with. This experience turned her into a knowledge sponge and helped shape her into the leader she is today. 

Rani’s journey, filled with resilience, determination, and growth, continues to inspire as she navigates the challenges of the technology and media landscape. 

“Don’t feel low when you meet a lot of wrong people, keep adding to the list of lessons who learn from those interactions as those experiences will help you become proficient in scanning and identifying the right people. If you don’t meet the wrong person, how will you know who is the right one”?  

Rani Bisal 

Rani’s career entered another transformative phase in 2012 when she transitioned from participating in transformation programs to leading them. This marked a pivotal point in her understanding of the interplay between people, process, and technology. While technology had always been her primary focus, she soon realized that true change begins with people. If individuals are not ready to embrace transformation, no technology, no matter how advanced, can create lasting impact. 

The challenge she faced was not technical; it was about human emotions, values, personal goals, and visions. She understood that successful transformation required engaging people at a deeper level. This led Rani to focus on mentoring and coaching, as she saw that this was what people around her needed, whether directly or indirectly. Over the last 12 years, she has mentored and coached over 200 individuals, aligning this practice with her larger life purpose. 

The Art of Listening 

Rani places a strong emphasis on staying close to her team and truly listening to them, not just hearing. For her, communication is the heart of effective leadership. She has invested over a decade in mastering communication skills, with self-awareness serving as the foundation of her journey. She believes that in order to listen to others effectively, one must first learn to listen to oneself. This self-awareness is not a static achievement but an ongoing journey that becomes more valuable with time. 

For 15 years, Rani has been leading teams and one thing she never compromises on is connecting with people daily. Whether discussing work or any topic her team feels comfortable sharing, she ensures open and honest communication. Her open-door policy is not just a formality, but a real practice where ideas, suggestions, feedback, and thoughts are always welcome from anyone, at any time. 

Initially, she observed that some individuals might misuse the open-door policy by engaging in gossip or complaints. However, she approached these situations with empathy, fine-tuning her approach to ensure that communication remains constructive. Another crucial skill she had to develop was empathy, which has proven essential in fostering trust within her teams. 

Rani has implemented different methods to encourage open communication, tailored to the culture of each organization. For instance, she introduced buddy systems where team members are paired up weekly to connect. In some cases, she encourages her team to block time for self-reflection, followed by sharing their insights. Additionally, she holds regular team catch-ups to brainstorm and share knowledge. These activities have fostered a sense of trust and have made communication more effective. 

“Trust, Empathy & Self-Awareness are the 3 most essential but underrated human skills that can enrich, energize & elevate your people environment, if practiced and applied sensibly.”  

Rani Bisal 

Breaking Barriers and Inspiring Change 

Rani sees the challenges she faced as a woman leader in General Management and Technology as opportunities in disguise. One particularly memorable moment happened two years ago when she was invited as a keynote and panel speaker at a conference in London. After her session, a tech reporter from Australia asked for her autograph. Initially, Rani thought it was due to the quality of her speech, but soon realized it was not about her presentation or her role as a CTO—it was because the reporter had never met a female CTO in person before. Despite having researched a few women CTOs online, the reporter noted that it was rare to find organizations that proactively hired women in such roles. 

This encounter led Rani to reflect on her own journey. She realized that, apart from the usual professional challenges, there was a distinct reluctance in many organizations to accept women with a strong voice and knowledge in the critical phases of career growth. This reluctance often delays the advancement of women in tech fields, preventing them from reaching leadership positions, like CTO, at the same rate as their male counterparts. 

Rani herself has faced these barriers, but she chose to focus on resilience, perseverance, and self-motivation to overcome them. Two women have been particularly inspirational in her life: 

Her Mother, Rajlaxmi Bisal 

Rani’s mother was her first and greatest inspiration. Despite choosing to become a homemaker after preparing for a medical career, her mother managed a large family, including Rani, her four sisters, their father, and several pets and household staff. Rani learned three important life lessons from her mother: 

How to take care of people and keep them happy. 

• The importance of always having a strategy and plan (quoting Warren Buffet: “An idiot with a plan can beat a genius without a plan”). 

• Life skills are more important than technical skills. 

Sudha Murthy 

Rani became a fan of Sudha Murthy later in life, around the age of 30. Sudha’s influence shaped Rani’s future goals, teaching her to be comfortable with who she is and to accept that others may feel out of place, but that’s okay. Rani was particularly drawn to Sudha Murthy’s philanthropic work and life philosophies, which she now applies in her own life. 

Rani views success as a subjective experience and celebrates it in all forms, from the small wins—like finding a parking spot—to major professional achievements, such as implementing an AI-driven forecasting model with high accuracy or automating processes to reduce workload. 

Her professional journey, from starting as a developer in 2004 to becoming a CTO and a Global Transformation Leader by 2024, is testament to her belief that “Success is a journey, not a destination.” This mindset has been a part of her since embarking on her self-mastery journey in 2013-2014. Living in the moment and aligning her daily work with her life purpose—helping others achieve their personal and professional goals through mentoring and coaching—has been the foundation of her leadership style. She remains dedicated to being present and showing up for those who need her guidance and support. 

Empathy-Driven Leadership 

Rani Bisal believes that empathy is central to effective leadership, particularly in a people-centric environment. Her commitment to engaging empathetically aligns with her personal values and keeps her grounded in her interactions with her team. She emphasizes that empathy helps her remain attentive and responsive to the needs of those around her, fostering a positive and productive work environment. Here are two instances where empathy plays a critical role in her personal and professional life: 

• Mentoring and Coaching 

Rani has been mentoring and coaching people for over a decade, drawing from her early life experiences and training as an organizational psychologist. She understands the significance of supporting her team in improving engagement, satisfaction, and overall well-being. By carefully observing and gauging her team members’ behaviors and attitudes, Rani identifies areas where employees need upskilling, coaching, or support. This approach not only enhances individual performance but also boosts team morale and happiness. 

One example of her empathetic leadership is identifying when a team member is stressed or unhappy. In response, she introduces initiatives like work-life balance programs, flexible working schedules, and employee engagement activities such as buddy systems, family outings, and fun group activities like Yoga Day, dance sessions, potlucks, and picnics. These efforts create a joyful, engaging atmosphere at work, ensuring a balance between productivity and personal fulfilment. 

To further hone her skills, Rani is currently pursuing ICF-accredited ACC and PCC-level business coaching at GIBS in South Africa. At present, she is mentoring and coaching 26 individuals across various fields and domains, continuing her mission to support others’ growth. 

• Building Trust in High-Performing Teams 

Rani emphasizes that trust is the common denominator in creating a high-performing team. She takes intentional steps to build a foundation of trust, ensuring that her team members feel supported and empowered. One key strategy is implementing a flat-structure, open-door policy, which fosters open communication and allows for collaborative and innovative thinking. 

By creating an environment where everyone feels comfortable sharing ideas, offering feedback, and contributing to the team’s success, Rani promotes a culture of mutual respect and trust. This approach not only enhances creativity but also helps the organization stay future-ready and competitive. 

Her empathetic leadership, grounded in trust, engagement, and open communication, has been instrumental in building strong, motivated teams that are equipped to handle challenges and thrive in a dynamic work environment. 

Balancing Business Trends, Talent, Processes, and Technology for Success” 

Rani highlights the importance of an integrated approach to business strategy, focusing on four key components—business trends, people, processes, and product/technology. Each area plays a crucial role in shaping a successful strategy that addresses organizational needs holistically: 

• Business 

A successful strategy requires aligning with both local and global business trends that are shaping your industry. This alignment is not a one-time task but an ongoing process of understanding and adapting to market shifts. Rani emphasizes the need for strong external and internal partners who act as “lighthouses,” offering guidance and insight. These partnerships help the organization stay ahead in its domain and make informed strategic decisions. 

• People 

Hiring the right people with the appropriate attitude and skills is essential for success. Rani believes in upskilling employees and implementing continuous learning and development strategies. This involves identifying champions for change and transformation whose values align with the company’s mission and customer service goals. Investing in people helps foster a culture of adaptability and resilience, enabling organizations to thrive in a dynamic business environment. 

• Process 

A key to operational success is the identification and mapping of critical business processes. Standard Operating Procedures (SOPs) should be consistently updated and, where necessary, processes should be re-engineered or optimized to meet the needs of the business. Rani highlights the importance of automating menial and manual processes, freeing up employees to focus on higher-level, creative, and system-critical tasks. Automation can lead to increased productivity and efficiency, helping teams focus on more strategic work. 

• Product & Technology 

To stay competitive, organizations must keep pace with technological advancements in their industry. Rani advises considering a “buy before build” approach, leveraging Commercial Off-The-Shelf (COTS) products whenever possible to save time and resources. However, she also warns against adopting new technologies simply because competitors are doing so. Instead, companies should only invest in tools and technologies that are fit for their specific purpose, avoiding the trap of peer pressure and unnecessary upgrades. 

Through focusing on these four components, Rani advocates for a balanced strategy that nurtures growth, innovation, and operational efficiency while keeping the organization aligned with market trends and technological advancements. 

Strategy for Building Future-Ready Technology Departments 

Rani’s approach to driving innovation and technological advancements within an organization is centered on collaboration, strategic & critical thinking, and continuous learning. She has successfully built and managed Innovation departments across different organizations, fostering an environment where creativity and forward-thinking are prioritized despite typical constraints such as budget, funding, and timelines. 

Key Elements of Rani’s Innovation Strategy: 

• Collaborative Innovation: Rani emphasizes the importance of cross-departmental collaboration to foster innovation. By blocking time for brainstorming and collaborative sessions, she ensures that the team can work together to solve complex problems and advance technologies while balancing legacy processes. This approach cultivates a culture of teamwork, where everyone contributes to the ideation process and helps turn ideas into reality. 

• Structured Processes and Prototyping: Rani has built innovation departments from scratch, developing the necessary processes, tools, and SOPs to drive R&D and prototyping within and outside the company. A well-documented process allows the team to experiment, prototype, and build solutions while managing budget and timelines effectively. This structured approach ensures that innovation isn’t just about creativity but also about execution and delivery. 

• Focus on Business Case Development: Understanding that innovation must align with business goals, Rani underscores the importance of developing a solid business case. This document articulates the pros, cons, and business value of an idea, helping to gain buy-in from leadership while ensuring that innovation projects are tied to measurable business outcomes, such as revenue growth or operational efficiency. 

• Innovation and Learning Culture: Rani’s team integrates research, analysis, and innovation into their daily routines. By consistently evaluating market trends, new technologies, and competitor products, they remain ahead of the curve. Additionally, they engage with external experts and vendors through “Tech Days,” allowing team members to stay abreast of the latest advancements and broaden their perspectives. 

• Encouraging Critical Thinking and Continuous Learning: Rani places a high value on critical and systems thinking, encouraging the team to think through various “if-then-else” scenarios before jumping into solutions. The team engages in daily learning activities, with each member dedicating one hour per day to self-improvement, whether through upskilling or personal development. Weekly presentations on new topics foster a culture of shared learning and growth, and learning and development (L&D) is an integral part of the team’s KPIs. 

• Recognition and Acknowledgment: Simple yet meaningful practices like reward and recognition are consistently maintained in the team. Acknowledging the team’s effort not only motivates but also reinforces the culture of innovation. This keeps the team aligned, engaged, and focused on achieving collective goals. 

Rani’s holistic and people-centric leadership ensures that innovation is embedded into the organization’s DNA, creating a future-ready and resilient environment for technological advancement. 

Techno-Functional Approach to Sustainable Growth 

Rani’s mission centers around driving sustainable growth and value creation, with a distinct focus on keeping the end user at the heart of every product. Whether it’s a client, operations manager, contracting manager, strategist, or sales professional, Rani believes that understanding their needs through an empathetic mindset is crucial for success. This approach emphasizes not just technical proficiency but also functional expertise, ensuring that the product is built from an outside-in perspective—considering processes, features, user interactions, and scenarios, both routine and ad hoc. 

The techno-functional skill set Rani promotes is designed to bridge the gap between functionality and technology. On the functional side, it addresses critical elements such as user behavior and processes. On the technical side, it encompasses everything from application and technology solutions to data management and infrastructure. Portfolio managers further enrich this process by adding insights on market and business imperatives, enhancing the lifecycle of products in the company’s labs and technology centers. 

A transformation leader at heart, Rani is a strong advocate for continuous learning and development, both professionally and personally. In her view, leadership is not defined by a title but by behavior and values. She believes that individuals within an organization who demonstrate the right habits, behaviors, and values hold the potential to become true leaders. Learning and development (L&D) play a pivotal role in cultivating these traits, fostering a culture where leadership is nurtured through coaching and mentoring. 

For Rani, investing in L&D is essential for the long-term success of any organization. She encourages businesses to invest in their people, believing that such investment will yield returns in the form of exceptional customer experiences and increased revenue. “Invest in your people and get the return from your clients,” Rani emphasizes, underscoring the vital role that human development plays in achieving corporate success. 

Key Lessons from Rani’s Transformation Journey 

Around six years ago, Rani was brought into her organization with a singular mission: to future-proof and make the business future-ready. Aside from the CEO, who was a visionary and saw the need for change, no one else fully grasped the impending necessity for transformation. Introduced as the transformation leader, Rani faced resistance from the start. However, she was undeterred. As per the “rule of the game,” she conducted a 100-day observation period, during which she thoroughly analyzed the business to identify areas ripe for optimization and transformation. While some aspects did not require change, she determined that 75-80% of the organization would benefit from transformation—a monumental task that she was fully committed to taking on. 

The identified areas spanned processes, people skills, products, offerings, technology, systems, and ways of working. Among the most significant initiatives she and the team crafted was a vision to “Go Digital” across people, processes, products, and technology. At that time, the organization was selling commercial airtime that was 100% non-digital, such as satellite. The vision Rani introduced involved dynamic, digital airtimes that could be commercialized using modern technology. This initiative led to a revenue growth of over 180% and continues to be a promising asset for the company. In fact, the company was the first in its continent to implement this cutting-edge technology. 

The transformation went beyond merely introducing new technology or building new products. One of the core challenges was getting the right people to operate these products. While it would have been easier to hire skilled professionals from the market to achieve business-as-usual (BAU) quickly, Rani chose to upskill people from within the organization. These employees had no prior understanding of digital products or technology, but they had one crucial attribute: a positive, can-do attitude. The entire transformation—across tech, product, people, teams, and departmental setup—took 2.2 years to complete, including an eight-month spillover due to the impact of COVID-19. 

Reflecting on her transformation journey, Rani emphasizes several key lessons learned about driving sustainable growth and value creation: 

• Foster and encourage open communication – Transparency and openness help break down resistance to change. 

• Continuous learning – Ongoing education is critical to staying ahead in a fast-evolving landscape. 

• Knowledge sharing – Collaboration is amplified when information is shared across teams. 

• Consistent communication – Communication must be regular and clear to maintain alignment. 

• Overcommunication is essential – Never assume everyone is on the same page; repetition reinforces clarity. 

• Align with the right stakeholders – The power of stakeholder alignment is vital for large-scale transformations. 

• Be 100% available to your people – True leadership involves being present, accessible, and supportive during times of change. 

Rani’s journey underscores the importance of vision, leadership, and perseverance in executing a business transformation that drives growth and makes a lasting impact on an organization’s future.  

Guiding Principles for Growth 

Rani excels in maintaining resilience and adaptability, particularly when navigating setbacks and making swift decisions. Her approach is anchored in continuous collaboration across various departments, ensuring a cohesive strategy amidst rapid changes. With over a decade of experience building and managing innovation departments from scratch in two different organizations, Rani’s expertise spans team formation, tool selection, technique implementation, process development, and managing budgets and funding. Her efforts culminated in a notable achievement in 2022-23 when one of her championed products won the Innovation Award of the Year for her company—a testament to her dedication and skill. 

Innovation projects often face tight budgets and stringent timelines, compounded by constant expectations for sales and revenue growth. Despite these challenges, Rani has been fortunate to work with leaders who prioritize innovation over transactional outcomes. The importance of a robust business case cannot be overstated; it serves as the foundation for evaluating the merits, drawbacks, and value of new ideas and guiding their transformation into tangible results. 

Rani’s innovation strategy includes dedicating three hours each week for brainstorming and collaborative thinking while maintaining daily huddles with her team. This structured yet flexible approach has proven effective in solving complex technical problems and advancing projects without disrupting existing processes. Recognizing and rewarding team contributions is a key aspect of her leadership, fostering a culture of appreciation and motivation. 

Rani’s guiding principles are deeply rooted in her work ethic and approach to decision-making. She emphasizes the importance of staying present, believing in oneself, working both smartly and diligently, and fostering collaboration and trust within teams. Her commitment to continuous learning—captured in her mantra, “Learn -> Apply -> Grow -> Learn Again”—reflects her dedication to personal and professional growth. 

In her personal life, Rani practices self-care through physical workouts, meditation, and yoga, which she believes are essential for maintaining clarity and balance. Her philosophy is encapsulated in her belief that decision-making should be approached with an open mind and a focus on collaboration, nurturing talent, and sparking innovation. 

As Rani puts it, “Keep Trying, winning, or losing is a perspective. The fun is in the journey, from which you can experience, learn, and grow but only if you try!”—a quote that underscores her commitment to perseverance and growth in both her professional and personal life. 

Balancing Skills for Success 

If Rani has to define her approach to leadership into a single line, it would be: “Genuinely, do not take anything personally.” Beyond this succinct advice, Rani elaborates that leadership is less about a title and more about traits and behaviors. A key principle she emphasizes is the importance of staying closely connected to your people—listening to their needs, whether for skill development, departmental transitions, mentoring, or coaching. She believes that implementing cutting-edge systems and processes will falter if the team is not aligned, motivated, and content. 

Rani follows a comprehensive framework for leadership development: 

• Technical Skills: Mastery in your specific field—whether financial modeling for accountants, programming for developers, or web design for graphic designers—is crucial.

• Technical Knowhow: This includes attention to detail, basic math abilities, proficiency with data and software, project management, and stress handling. 

• Business Knowhow: Understanding the intricacies of your company and industry, including processes, policies, financial reports, and market perception, is essential for informed decision-making.

• People Skills: Effective communication, empathy, mentoring, coaching, conflict resolution, and strategic delegation are vital for leading teams and driving organizational success. 

Rani advises that early in your career, focus predominantly on technical skills, with some attention to technical and business knowhow, and minimal emphasis on people skills. As your career progresses, shift towards a balance of technical and people skills. By the time you reach C-suite levels, prioritize people skills and ensure robust technical and business knowhow to effectively lead without being deeply involved in hands-on technical work. 

From her experience, Rani has distilled several key lessons for driving sustainable growth and value creation:

• Continuous Learning & Knowledge Sharing: Ongoing education and sharing insights are critical for staying ahead.

• Continuous & Consistent Communication: Regular and clear communication helps maintain alignment and clarity.

• Overcommunication is Essential: Always ensure that everyone is on the same page to avoid misunderstandings.

• Align with the Right Stakeholders: The influence of aligning with key stakeholders should not be underestimated.

• Be 100% Available to Your People: Show up and support your team fully to foster a motivated and engaged workforce.  

Initiative and Beyond 

Rani emphasizes the importance of focusing on long-term objectives within her team and department, highlighting key goals such as being future-proof, fostering innovation, promoting continuous learning and growth, and becoming an insight-driven organization. Achieving these goals requires cultivating an innovative culture and mindset. 

To support these objectives, Rani’s team has developed a framework to nurture every idea, ensuring that no idea is dismissed outright. Recognizing that people often hesitate to share their ideas due to fear of criticism or being labeled as foolish, Rani’s approach tackles this issue head-on. A notable initiative from a decade ago, 

“Dare to Think?”, was designed to encourage participation by removing barriers to idea submission. Participants were invited to submit their ideas anonymously via drop-boxes, which helped overcome the hesitation associated with digital submission and potential scrutiny. 

Although initial participation was high, sustaining engagement required adding rewards. Rani championed a business case for allocating a budget to reward innovative contributions. This initiative aimed to upskill employees and underscore the value of ideation in making the organization future-proof. Over time, this led to the establishment of a “fail-fast” culture, where employees felt empowered to present their ideas at the innovation forum without fear. 

The innovation forum, composed of internal team members and external guests from innovation-focused companies, plays a crucial role in maintaining relevance and avoiding insular thinking. This approach ensures that the organization remains dynamic and open to new ideas, aligning with Rani’s vision of a culture that embraces continuous improvement and innovation.