Shemin Nurmohamed, President of Sending Technology Solutions (SendTech), Pitney Bowes, Shares Insights on Innovation, Inclusion, and Success

Author of the motivational book 'Outshine,' a TEDx Talk speaker, Ms Shemin Nurmohamed helms Sending Technology Solutions (SendTech) as President at Pitney Bowes. She is responsible for growing the SendTech shipping business and accelerating the reinvention of the mailing business globally. With extensive experience in diverse professional fields such as banking, investment banking, corporate strategy, product development, and management, she is strategically navigating the shipping and mailing industry. In this interview, we discussed the innovative technologies and strategies that businesses can embrace to thrive in today's dynamic and fiercely competitive market.

1. In the current challenging macroeconomic environment, what are some of your key learnings that could be applied to the Shipping & Mailing industry?

In recent times, the world has faced unprecedented challenges with the Covid-19 pandemic, which has caused widespread uncertainty and compelled us to adapt swiftly. As a business, this period urged us to heighten our alertness, agility, adaptability, flexibility, and innovation. One valuable lesson learned is the importance of creating flexible business options. Take, for instance, the shipping and mailing sector during Covid; remote operations became essential due to movement restrictions. To facilitate seamless pivoting in unforeseen circumstances, we introduced flexibility into our digital platforms.

Adaptability is crucial—rather than yearning for a different reality, being pragmatic and making the best of the situation is key. For example, amid the challenges posed by Covid, we seized opportunities to integrate various banking systems onto our platforms. Similarly, in the healthcare sector, we collaborated with systems that are integral to hospital and pharmacy operations. This integration not only helped retain clients but also reduced the need for a physical presence in hospitals. The essence lies in being proactive and finding innovative solutions to navigate uncertainties successfully.

 2. What is the work that Pitney Bowes does in India and how do you envision the India centre playing an increasingly strategic role within Pitney Bowes globally? 

Pitney Bowes started its India operations in 2007, as a cost centre initially. But given the incredible talent, we quickly developed our innovation centre here. In fact, we have a whole team of people who work directly with our US clients to build and create new features and functions that are coming onto our platform. We operate in three distinct lines of business at Pitney Bowes, with India being the sole exception to the United States.

The collaborative synergy at our India centre has resulted in tremendous achievements where their output has been in quantum leaps. We now have a very critical mass that provides enough opportunities for movement and mobility within the organisation, which I think is important to grow.

In the realm of design thinking, which initially gained substantial traction in the United States, India has exhibited an astonishing level of innovation and an unparalleled pace in generating proof-of-concepts (POCs). The approach taken in India is not only remarkable for its efficiency but is also highly engaging for employees. Pitney Bowes has been named one of India’s Top 10 Best Workplaces - 2023 and also recognised as one of India’s Top 10 Best Workplaces for Women - 2023 for the third time in a row, by the Great Place to Work® Institute. These recognitions serve as a testament to the exceptional teamwork and leadership within the organisation.

3. As a key player in the mailing and shipping industries for decades, could you highlight some of the most innovative technologies that are currently driving your solutions and services in this space?

One of our biggest achievements is the Shipping 360 platform that we have developed in India in a relatively short span of time. The pace of our innovation and research and development (R&D) is truly exceptional. An outstanding example of our adaptability and quick response is how we introduced the PitneyShip™ Cube, the first shipping label printer of its kind with a built-in scale. Though it looks simple, it has the ability to connect to our PitneyShip platform (B2B), but at the low end, that has all the e-commerce integration, winning amazing reviews. The product is sold on Amazon.com. Due to this unique product, we have ventured into B2C from B2B for the first time in the history of Pitney Bowes.

Innovation is deeply ingrained in Pitney Bowes since our inception, shaping a legacy of continuous improvement in various facets, including organisational structure and processes. At the beginning of 2023, we created a Data COE in India focused towards solving complex business problems across BUs with the help of Data and Data Science. This has not only enhanced the efficiency of our processes but also accelerated innovation. Our commitment to innovation is evident in diverse areas, such as artificial intelligence (AI). For instance, we are modernising our digital platform to address customer queries through chats and calls, leveraging AI to efficiently respond to commonly asked questions, which constitute 98 percent of the queries. This AI-backed platform has significantly reduced the call burden, handling 25-30 percent of inquiries seamlessly.

 4. Pitney Bowes is known for its culture of inclusion and innovation. How do you continue to adapt to the changing industry landscape while maintaining your employee-centric culture?

Pitney Bowes is known for its great corporate culture. I noticed this in my first week of joining the company, and it struck me how genuinely kind everyone is. This friendliness extends not only from our colleagues but also from our clients, who exhibit remarkable patience. This, I believe, stems from the trust we have diligently cultivated through principles of respect, integrity, and equal opportunities for growth.

We help our team succeed by constantly improving their skills. During our yearly reviews, we focus on individual development plans, outlining the next 2-5 years for each employee. We carefully go through the steps needed to gain the necessary skills, showing our management's dedication.

Pitney Bowes has a tradition of assigning a buddy to new employees, offering valuable mentorship for their progress. Our mentorship programs, like my own year-long program, guides individuals in developing executive skills. At the end, participants choose a mentor, strengthening their connection to our culture of learning, doing, and teaching.

This cultural approach is widespread in our organisation, emphasising a cycle of learning, doing, and teaching to adapt individuals to the unique Pitney Bowes culture. I credit my success to my mentor  and interim CEO, Jason Dies.

 5. How does Pitney Bowes ensure that employees are equipped with the necessary skills to leverage these innovations effectively?

Pitney Bowes has two centers in India – Pune and Noida, and our current focus is on enhancing these locations. To foster a vibrant work environment and encourage collaboration, we frequently bring Indian team members to the US for short-term projects, with the possibility of longer-term assignments. This allows them to gain exposure to global work settings.

Additionally, we have special initiatives, such as offering global roles for women in India. This enables them to take on global responsibilities while remaining based in India due to family commitments. This approach reflects our confidence in our team's capabilities. We attribute this success to our leadership style and the careful selection of like-minded individuals during the hiring process.

Cultural fit is crucial for us, as we value a giving culture at Pitney Bowes. Building a strong team requires more givers than takers, and we prioritise this aspect in our hiring decisions.

6. What advice would you give to aspiring leaders, particularly women, based on your varied career experiences?

In today's startup-focused era, many young individuals are drawn towards entrepreneurship. However, there are distinct advantages to working in larger companies, especially for both women and men. One key benefit is the opportunity for continuous advancement within the company and the ability to explore diverse roles. For instance, I've had the chance to take on eight different roles at Pitney Bowes, showcasing the breadth of skills one can acquire.

In larger companies, the flexibility to progress through various roles is more accessible compared to smaller startups, where one might have to wait for a position to open up. Additionally, these companies often offer well-established programs that employees can leverage.

I often advise women that working in a larger company is a significant opportunity. Companies like Pitney Bowes, which value diversity and respect individual opinions, contribute to long-term happiness and career sustainability. Embracing such opportunities can lead to a fulfilling and successful professional journey.

7. What have been the key guiding principles of life that shaped your path to leadership?

My success story is indebted to some invaluable advice I received along my professional journey. Firstly, the wisdom that you can have it all, just not all at once. Secondly, the reminder not to compare my 20-year-old self to my 50-year-old self. The third piece of advice stems from a study, revealing that when women and men of equal caliber are given equal opportunities, women outperform.

My advice to women emphasises the importance of continuous learning and taking up challenges in their jobs. I stress the significance of not self-selecting out for any reason. In specific programs, I prioritise the first quarter to delve into financials, an area often overlooked by women but crucial as a key differentiator. Subsequently, we focus on career development and aspirations. It's about actively growing and seizing opportunities, with a strategic approach to both personal and professional aspects.

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