Satyaki Banerjee’s road to success is through a people-centric approach.
Cover Satyaki Banerjee’s road to success is through a people-centric approach.
Satyaki Banerjee’s road to success is through a people-centric approach.

Satyaki shares how his relationship with people became a stalwart avenue for driving successful leadership

Satyaki Banerjee has long been a staunch believer of trusting himself.

“Being genuine to myself, to the organisation I lead, and to those I partner with are traits I’d never compromise on,” he tells Tatler in an interview.

That is probably a good mantra because Satyaki double-hats as the Chief Executive Officer (CEO), Markets of Luxasia, a retail and e-commerce network in beauty and luxury, and the managing director of its e-commerce enabler subsidiary, Leap Commerce.

Thus, as a leader, constant communication and interaction with people takes up a rather big—and important—part of his job.

To help him in his role, Satyaki shares that he carries with him lasting relationships that formed over the years with peers and friends. He also credits the institutions he attended for encouraging its students to pursue many talents.

“I feel there was a certain degree of comfort with ambiguity, and an acceptance of people with very different life contexts and viewpoints, as I started my professional career,” he elaborates. 

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Satyaki Banerjee
Above Satyaki Banerjee
Satyaki Banerjee

Starting out his career as a McKinsey consultant, Satyaki credits the sheer exposure to a large number of organisations and leadership teams as invaluable experiences.

He adds: “Working with them, advising them at a very young age, getting accepted—or not—for our point of view versus our position or designation, inculcated some strong values which I respect and hold dear to this day.”

This endearing atmosphere of experimentation and authenticity has accompanied Satyaki throughout his career.

“There’s nothing that gives me more satisfaction than to see our teams objectively assess different points of view regardless of where they came from,” Satyaki says.

“This translates into a focus on doing what’s right for the business, and an elimination of unnecessary hierarchy or bureaucracy.”

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Above Building rapport with his team is something Satyaki never takes lightly

He commends the effective articulation and communication of a vision and direction for the organisation as good leadership traits, stressing that he wants to “be able to inspire leaders throughout the organisation to dream more, learn more, do more, and become more,” borrowing a quote from John Quincy Adams, the sixth president of the United States.

“That thought has always resonated most strongly with me–to surround myself with leaders who are inspiring and propel the organisation forward, it’s not about me,” he reflects.

Building rapport with his team is something Satyaki never takes lightly. When measuring the long-term and short-term successes within financial and operation business metrics for the business he leads, he credits the people he works with in creating a stronghold for the future success of the business.

“If I see leaders coming out from within the organisation, it gives me confidence and belief that we have created a conducive environment for long-term growth and value-creation that holds meaning for our people,” Satyaki says.

“The transformation of Luxasia has been the biggest highlight thus far; growing the business in scale, entering new categories and markets while strengthening existing ones,” he reminisces.

Never missing opportunities

Satyaki considers it a privilege to have seen Leap Commerce grow from its beginnings until its current position as a leader in Asian e-commerce. With its beginnings as a corporate start-up in the digital commerce space within Luxasia, Leap Commerce has been largely helmed by Banerjee and a group of new young leaders. Today, Leap Commerce’s portfolio includes working with more than 80 brands in luxury beauty, fashion and accessories, mother and baby, toys, and electronics—for example, Lego, Dyson, Luxottica, Coach and Huda, amongst others—to achieve online commerce aspirations.  

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Under Banerjee’s leadership, Luxasia has risen to one of Asia Pacific’s leading beauty omnichannel brand-builder
Above Satyaki has been a core member of the leadership team driving Luxasia’s rise to one of Asia Pacific’s leading beauty omni-channel brand-builders
Under Banerjee’s leadership, Luxasia has risen to one of Asia Pacific’s leading beauty omnichannel brand-builder

The core features of a successful start-up, Satyaki notes, is a “solid founding team and leadership team.” He continues to emphasise the importance of good leadership, as “founders may or may not be the best people to lead the business through different stages of growth.”

Drawing from his experiences engaging with a number of start-ups in different roles—as an investor, business partner, and advisor—Satyaki emphasises “clarity of purpose and a clear vision [are] important” but for start-ups, these have to be “complemented by flexibility and an ability to adapt along the way”. 

“The start-ups which I really respect are those that have a clear vision on profitability, how they get there, and have delivered,” says Satyaki. He continues that the final non-negotiable element of a start-up is a “view on cost, economics and value.” 

On taking necessary breathers and the power of experimentation

“Hurry slowly” is a valuable piece of advice from a mentor that Satyaki believes keeps him grounded.

“In today’s world, attention spans are dwindling, and we are evermore in a rush to get to an imagined goalpost,” he opines.

Throughout his career, Satyaki values the relationships he built with people he met along the way.

“Don’t be excessively harsh on yourself and give yourself a chance to enjoy the process,” Satyaki says. “I enjoy my time at work and at the office; the teams and the business give me a lot of energy.”

To balance his role as a dedicated leader in his organisation and overall wellbeing, Satyaki pursues one of his key interests: cricket.

“There is something cathartic about being in the moment and leaving it all out there on the field,” he shares about the sport he plays every week.

“I also love the bond within the team and how all of us just go out and give it more than a 100 per cent every time we play.”

To those who are just starting out on a new business career, Satyaki says: “Don’t take yourself too seriously and do not try to plan everything out. It is good to have a view on what you enjoy and what you want to be doing, but don’t think too far ahead.” 

Satyaki credits an enthusiasm for experimentation to his success in his career so far, reminding himself that instead of trying to have everything done right from the beginning—taking risks builds resilience and drives innovation.  

Just as he would at work, he strives to give it his all in his everyday life—and that includes the cricket field, of course.

Credits

Images  

Luxasia

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