Sindhu Narayana Kurup is a Senior Technology Manager at Computershare Business Support Services in India. She started at Computershare in 2023 and drawing on over 25 years of career experience she shares her experience of building the company’s technology presence in India from the ground up, the challenges and rewards of establishing a new team and the impact of visible leadership and open communication.
Q: What do you oversee in India?
A: I lead the engineering/application development teams and the technology infrastructure team as part of Computershare Corporate Trust. We support business operations for the corporate trust business line.
Q: How did your journey with Computershare begin?
A: I joined in June 2023 as the first full time technology team member in India. At that time, we were in the early stages of setting up a team for technology and engineering. It was a leap of faith for me; I saw it as an opportunity to build something from the ground up, using my years of experience in IT.
Q: What attracted you to this role?
A: I was looking for a role change that matched my experience and offered growth. When I learned about Computershare’s plans through a former colleague, I was intrigued. The idea of setting up operations from scratch, defining processes, and shaping culture was exciting. After speaking with Computershare’s leadership teams in India and the US, I felt I aligned with their vision. I thought why not take the chance?
Q: What were the early days like?
A: Challenging but rewarding. I had a month before the next team member joined and was focused on learning and getting to know Computershare. Building confidence with the new members of our team was important, and keeping that in mind, my message to our first hire was, “You’re one of our brand ambassadors.” This helped create a positive vibe and helped us induct new team members. We needed them to believe in the vision and help build our team culture. We took our time to establish our ways of working as we started to grow. Even as a small group, new team members quickly picked up on the positive work culture that we intended to build. One thing that stood out was the approachability of our senior leadership, including our Managing Director, who regularly walks up to and chats with the team, making everyone feel included. So, it made a difference being non-hierarchical and that sense of openness helped people feel connected and comfortable.
Q: Do you think your presence as a senior female leader influences how candidates perceive Computershare?
A: Yes, I believe it does. Representation matters. When candidates, especially women, see someone like themselves in leadership, it signals that they’ll be welcome and have opportunities to grow. It embodies our inclusive values and reinforces our culture.
Q: How do you support others looking for a career in technology, and how does Computershare’s culture compare to larger firms in India?
A: Flexibility is key, many women appreciate the option to adjust hours for family needs, my observation is that it’s not just women; but men are also seeking flexibility in these changing times, extending support and being inclusive at their home front. We don’t differentiate; we listen and adapt to these needs. Being a smaller, but growing team, there is a lot of personal interactions that happens, these help everyone feel seen and acknowledged. That sense of belonging and visibility has made a big impact on our culture.
Q: Did you always plan to have a career in tech?
A: Not at all! I originally wanted to be a teacher. Like many women at the time, I thought teaching would offer a structured schedule and work-life balance. But I graduated in electronics engineering during the late '90s, just as the IT boom hit. Companies were hiring engineers for their structured thinking, and the opportunities in tech were too exciting to ignore. So, I pivoted and never looked back.
Q: What was it like entering the tech industry as a woman during that time?
A: It indeed had a learning curve. As I moved into more competitive and senior roles, I did notice a perception that women were not expected to be 'too ambitious.' I’ve always been driven, which helped me to navigate through such situations and friction. But I also had supportive male and female managers and mentors who helped me grow in the journey, especially in areas like presentation and articulation.
Q: Have you faced any gender-based assumptions in leadership?
A: Yes, especially around multitasking. I often have multiple windows open, juggling different threads of work. Some managers didn’t understand - it looked chaotic to them. But for me, it’s how I operate efficiently. There’s also the assumption that women are too emotional or soft to lead. I’ve learned to be more vocal, to trust my instincts, and to speak up without overthinking. That confidence came with time.
Q: What have been the standout things for you since joining Computershare?
A: What I’ve enjoyed most is the strong focus on people engagement and the openness across the organisation. Whether it’s in India or with our global teams, there’s a genuine willingness to listen, to challenge, share ideas and feedback. That people-first mindset really stands out. We’ve built a culture here where anyone can speak to anyone, there’s no rigid hierarchy. That openness creates trust and connection. We also host a lot of team events and engagement activities, which help people feel included and valued. It’s not that other companies don’t do these things, but here, there’s a different level of intention and care. That’s what makes it special.
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