Create safety
People should be able to tell me they're stretched before it becomes a problem. When findings are hard to hear, about a market, a product or a plan, I deliver them myself, so the team can stay focused on the work.
Leadership approach
Calm in the room. Ambitious about the outcome.
People do their best work when they feel safe, are trusted with something that matters, and know someone has their back.
Ambition and calm go together. I'm clear about what we're aiming for and why it matters. My job is to carry the pressure that comes with it, keep the room steady, and make sure my team's work is recognised and rewarded.
Agents do more of the work. People still own the outcome.
AI has made output cheap: a draft, a deck or an analysis now takes seconds. Knowing whether it's right still takes judgement, and in high-assurance markets like banking and the public sector, that judgement is the job. So on my teams, everyone is responsible for what they deliver, however it was produced.
For example, most recently at Mozn, we built AI agents into the team's daily workflows. They helped us move faster, while each person remained accountable for the quality and accuracy of their own work. That only works when people feel safe saying an output isn't good enough, which is where my first principle comes in.
Four principles
Hire well, then trust
In regulated technology, experience is a strategy. I hire people who are ambitious, get things done and let the work speak, then give them direction and trust their judgement. For example, most recently at Mozn, I brought experienced senior marketers from across the industry into hands-on roles, and their market knowledge shaped our brand.
Grow people, and back them
I give people with potential ownership of something that matters, work alongside them at first, then step back, and I make sure their work is seen and rewarded. For example, most recently at Mozn, two senior product marketers on my team have since been promoted to lead roles.
Decide on evidence, not ego
When I disagree with a CEO, CMO or sales leader, I first make sure I understand their view, then come back with structured reasoning. If I don't have the answer yet, I say so. For example, when a proposed restructuring would have stretched specialists across very different regulatory domains, a structured case led to a middle ground that worked for everyone.
“What sets Manwendra apart as a leader is his grit, determination, and ability to find a way forward, even when the odds are stacked against him. I saw this firsthand as he navigated difficult market conditions, constantly changing regulatory requirements, internal challenges, and a product that wasn't yet available to the market. Through it all, he made a point of protecting his team from unnecessary distractions and giving us the space and support to succeed. I did some of the best work of my career under his leadership.”
I judge my leadership by one test: whether people outgrow the roles I hired them for. Hiring experienced people taught me the rest. Leading well means setting direction, giving cover and trusting people to deliver, not owning everything myself.