From startup to global cybersecurity brand—what has been your biggest learning at Quick Heal?
In our early days at Quick Heal Technologies Limited, we were running on passion and instinct. Everyone wore ten hats, and nobody complained. As we scaled, I assumed the hard part was building better systems. It wasn’t. The hard part was making sure the people who built this company from nothing still felt like they belonged in the company it was becoming. I’ve learned that growth can quietly alienate the very people who made it possible. A leader’s job is to make sure that doesn’t happen. We got some of that right, and some of it we’re still figuring out. That honesty, I think, is what keeps you grounded.
How do you define resilience in your entrepreneurial journey?
I used to think resilience meant not breaking. I don’t think that anymore. There have been stretches in this journey that were genuinely hard – market pressures, moments when our best wasn’t enough, decisions we got wrong. I’ve come to believe that resilience is less about strength and more about honesty. Honest enough to admit when something isn’t working. Honest enough with your team to say, “This is difficult, and we’re in it together.” The moments that tested me most weren’t dramatic crises. They were the slow, grinding periods where progress was invisible. Getting through those quietly, without losing faith or losing people – that’s what resilience actually looks like from the inside.
How do you see the evolution of women’s participation in India’s technology and ecosystem over the years? What progress excites you, and where do we still need work?
When I started out, I rarely saw women at the table in technology conversations. And when I did, they were often there in a supporting capacity. That has changed, and rightly so. I see women today who are technically fearless, who are building companies, who are shaping policy. That shift in visibility matters more than people realise, because so much of ambition is shaped by what you’re allowed to imagine for yourself.
That being said, the mid-career drop-off is real, and I feel that we’re not doing enough about it. Women hit a certain point in their careers, usually when life gets complicated with family responsibilities, and the system doesn’t hold space for them. Until we solve that, the pipeline will keep leaking at the same place.
What mindset shift is needed to bring more women into cybersecurity?
The shift that’s needed is simple, even if it’s not easy: stop treating this as a gender problem and start treating it as a design problem. Our hiring pipelines, our interview processes, our workplace cultures – they were built with a certain kind of person in mind, and that person was rarely a woman. We need to redesign these structures for inclusion.
What advice would you give women founders entering deep-tech spaces?
Don’t let anyone make you feel like you need to earn your place in a room you built. Deep-tech spaces can be intimidating in terms of the jargon, the culture, and the unspoken hierarchies. But the founders who last aren’t necessarily the most technically brilliant. They’re the most stubborn about the problem they’re solving. So, know your problem inside out. Be the most prepared person in every conversation. And find at least two or three people who believe in what you’re building before the world does, because there will be stretches where that belief is the only thing keeping you moving.
As a leader, how do you balance business growth, innovation, and people-first values?
Balance isn’t always the right word. There are quarters where business pressure is enormous, and you have to make difficult calls. What I’ve tried to hold onto through all of it is a very simple question: would the people who trust this organisation feel respected by this decision? That question doesn’t always make decisions easier, but it keeps them honest. I’ve seen companies chase growth at the cost of their culture and wonder years later why their best people left. Innovation doesn’t happen in fear. It happens when people feel safe enough to try something that might not work. Protecting that environment, especially under pressure, is the real work of leadership.
Final Thoughts
The journey from startup to global cybersecurity leader underscores that sustainable success is built not only on innovation and market growth, but on honesty, inclusion, and a deep commitment to people. As the technology landscape evolves, true resilience lies in transparent leadership, thoughtfully designed workplaces, and cultures that empower individuals to contribute fully at every stage of their careers. By aligning operational excellence with empathy and long-term vision, organizations can scale responsibly while fostering the next generation of diverse talent in deep tech.
About the Contributor
Anupama Katkar is the Chief of Operational Excellence at Quick Heal Technologies Limited and Chairperson of the Quick Heal Foundation. A founding team member, she has built the company’s operational backbone while championing innovation, efficiency, and quality. Recognized as one of India’s Top Chief Operating Officers and honored for her social leadership, she leads CSR initiatives aligned with global sustainability goals, driving meaningful impact across communities in India.
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