Supriya Shankar, Vice President – Swiggy (General Management), on breaking through self-imposed limits, building influence with intention, and why the cost of silence is often greater than the risk of speaking up.
“The cost of silence is obsolescence.”
This isn’t just advice that Supriya Shankar gave her younger self. It is a lesson that shaped her career.
Today, as Vice President in the CEO’s Office at Swiggy, Supriya works across businesses, helping solve complex problems and connect strategy with execution. However, the beliefs that guide her leadership were not built through job titles or career milestones alone. They were shaped by years of learning when to speak up, when to ask for more, and when to stop letting hesitation dictate important decisions.
Looking back, she sees a common thread running through many of the challenges women face at work. Whether it is apologising too often, hesitating to apply for opportunities, holding back opinions in meetings, or waiting until they feel completely ready, silence has a way of disguising itself as caution, humility, or patience.
Over time, she learned that growth rarely comes from waiting.
Unlearning the Need to Apologise
One of the first forms of silence many women learn is a quiet reflex that actively chips away at their confidence without them even realising it. It hides behind basic politeness like “Sorry for following up” or “Sorry for taking up your time,” but it secretly signals that you are an inconvenience. When asked how women early in their careers can stop shrinking their presence, Supriya cuts straight to the root of the habit.
“Honestly? Stop apologising.” She believes women are often conditioned to soften their presence in professional spaces, frequently without realising it. Over time, apologising becomes a default response rather than a conscious choice.
For Supriya, changing that habit was about changing the narrative she was creating for herself. Instead of apologising for circumstances that did not require an apology, she began expressing appreciation.
A simple shift from “Sorry I’m late” to “Thank you for waiting” may seem small, but it fundamentally changes how a person shows up. One comes from a place of defensiveness, while the other comes from confidence.
Supriya’s favourite quote!
Finding a Voice in the Room
As her responsibilities grew, Supriya realised that representation alone was not enough. Just physically occupying a space does not mean you are actually driving the outcome, a realisation that completely transformed how she navigated corporate dynamics.
“Don’t solve for having a seat at the table. Solve for having a voice in the room.” For much of her career, having that voice required conscious effort. She learned to question why she wasn’t included in conversations she was responsible for, to challenge assumptions, and to make sure her opinions were backed by preparation and expertise.
Rather than focusing on being heard, she focused on bringing value to the discussion. The confidence to contribute, she believes, comes from knowing your subject deeply and trusting that your perspective deserves consideration.
“If speaking louder was required, I spoke louder. If having stronger data was required, I had stronger data. Whatever form it takes, make yourself bigger, Supriya says.
Visibility Is Part of the Job
That same lesson eventually changed how she thought about visibility. Like many high performers, Supriya spent years believing that strong work would naturally speak for itself. While performance remains the foundation, she now believes that impact must also be communicated. “Deliver first, always, but don’t confuse being humble with being invisible.”
She encourages young professionals to actively create context around their work. Visibility is not self-promotion; it is helping others understand the value being created.
For those early in their careers, this distinction can make a significant difference. Often, opportunities do not go to the loudest people in the room, but they rarely go to the invisible ones either.
Ask Before You Decide the Answer
Throughout her journey, one theme has surfaced repeatedly: ask. Ask for the opportunity. Ask why you were not selected. Ask what needs to improve. Ask again.
In Supriya’s view, many talented professionals eliminate themselves from opportunities long before anyone else does. The problem is rarely rejection itself. More often, it is the fear of rejection.
Her approach has always been rooted in curiosity. If an answer is no, understand why. If an opportunity isn’t available, figure out what it would take to get there. The information gained from asking is almost always more valuable than the assumptions made in silence.
The same mindset has helped her navigate moments of self-doubt. While imposter syndrome has never completely disappeared, she has learned that confidence is often built through action rather than certainty.
Creating the Opportunities You Once Needed
As her career progressed, Supriya’s understanding of leadership expanded beyond personal success. She began thinking about the people who had opened doors for her and the role she could play in doing the same for others. “The people who paved the way for me didn’t all do it the same way. While some pushed me through the door. Some held it open and convinced me to walk through it and some simply trusted me with more than I felt ready for.”
Those experiences shaped her belief that sponsorship matters. Talent is important, but opportunities often emerge because someone sees potential before all the evidence exists. Today, she consciously works to create those moments for others, particularly for women navigating their own leadership journeys.
“If I can pave the path for even one other woman to have a better experience and a better opportunity, it’s worth it.”
Choosing Growth Over Comfort
When reflecting on her career, Supriya does not talk about success as a destination. Instead, she talks about growth as a continuous choice. “The moment everything becomes easy and I’m simply cruising, I’m out.”
That mindset has pushed her towards challenges, difficult decisions, and opportunities that required her to stretch beyond what felt comfortable. It has also taught her the importance of approaching workplace decisions with objectivity rather than emotion.
Looking back, she wishes she had learned that lesson earlier. Some of her biggest regrets, she admits, came from reacting emotionally instead of stepping back and assessing situations more clearly. Over time, she learned that growth requires both courage and perspective.
And perhaps that is why her advice to younger professionals remains so simple and powerful – the cost of silence is obsolescence. Whether it is asking a question, sharing an idea, applying for an opportunity, or advocating for yourself, growth begins the moment you stop waiting for permission to be heard and start trusting that your voice belongs in the room.
