For many of us, achieving a leadership position can be seen as the capstone of a career journey; however, we might need a little advice or guidance on how to make that transition. For Madhu Mukherjee, the Vice President of Transformation and Data Science at Gannett, it all starts with trusting yourself.
“My biggest piece of advice is don’t wait until you feel 100% ready,” she says. “A lot of us hesitate to go after the next opportunity because we think we need to check every box. In reality, leadership is about learning, adapting, and growing.”
Having confidence in her abilities was only the first step in Madhu’s career advancement. While she made sure to trust herself, she also focused on investing in mentors and her network. “Leadership growth doesn’t happen in isolation,” she says—and indeed that’s true. Building a strong support system allowed Madhu to receive honest feedback while her network provided new opportunities as her career progressed.
The final piece of Madhu's puzzle was making sure that she leaned into, rather than shied away from, her own unique perspective and strengths.
“Too often we try to fit into a mold, but the value you bring comes from seeing problems differently, asking questions others might not, and leading in a way that feels authentic to you,” she says. “For me, that authenticity has been a differentiator, and it’s what inspires trust.”
Here, Madhu talks in detail about her career journey, why she initially pursued the field of engineering, and what her experience as a woman in leadership has been like.
Tell us about your career journey. What initially inspired you to pursue a career in engineering?
I started my career in engineering because I’d always been drawn to problem-solving and building things that make an impact. Early on, I was fascinated by how technology could take something complex and make it work seamlessly for people—whether that was designing systems, improving processes, or creating better customer experiences. Over time, that curiosity expanded from the technical side into how entire organizations operate. I realized engineering gave me a solid foundation for structured thinking, but I was equally inspired by the opportunity to apply those skills to transformation—helping businesses modernize, scale, and stay competitive. That mix of technical grounding and business problem-solving is what shaped my career journey.
How did you transition from a primarily engineering-focused career to a career in project and product management?
My transition really happened organically. Starting out in engineering, I loved solving technical problems, but I quickly realized the real challenge—and opportunity—wasn’t just in building the solution, it was in making sure it solved the right problem for the business and the customer. That curiosity pushed me closer to project and product management. I started taking on roles where I was coordinating across teams, translating technical requirements into business outcomes, and aligning stakeholders. Over time, that shift from “how do we build it” to “why are we building it, and how will it deliver value” became my focus. That is what moved me into project and product management, and ultimately into broader transformation leadership roles.
What led to your job at Gannett, and how did you know it was the right opportunity for you?
What really drew me to Gannett was the scale of transformation they were going through. I’d been building my career around driving change at the intersection of technology, operations, and business strategy, and Gannett was at a pivotal moment—shifting from a traditional media company into a digital organization. That kind of challenge immediately resonated with me because it called for both my engineering and transformation background.
I knew it was the right opportunity because I thrive in environments where the problems are complex, the impact is broad, and success depends on collaboration across many stakeholders. When I spoke with the leadership team, it was clear they were looking for a true partner to help reimagine how the business operates and delivers value. The alignment of my vision and passion for transformation made it a natural next step.
What are you responsible for in your current role? How does your work inspire you on a daily basis?
I’m responsible for leading large-scale transformation across the organization—things like modernizing products, implementing new technologies, and rethinking how teams work together to deliver better business outcomes. That means setting the strategy, driving execution, and, just as importantly, bringing people along through change so that the transformation actually sticks. I work across functions—technology, operations, finance, product—to make sure the solutions we design aren’t just technically sound but aligned with the business goals.
What inspires me daily is seeing the tangible impact of that work. When I see a team adopt a new way of working that makes them faster, more efficient, or more empowered, it’s incredibly rewarding. I love knowing that the changes I’m driving aren’t just improving systems—they’re creating a culture of agility and innovation that positions the company for long-term success. That combination of solving big, complex problems and helping people thrive through change is what keeps me energized every day.
You joined Gannett less than two years ago. What was the interview process and onboarding experience like?
The interview process at Gannett emphasized collaboration and leadership, with a focus on how I navigate ambiguity and drive change across large organizations. That emphasis on mindset and approach signaled a strong alignment with my strengths. Once I joined, the onboarding process was structured but also people-focused, giving me the space to understand the business, build relationships, and align with leadership priorities. This balance helped me accelerate impact while feeling integrated into the organization.
What is the biggest challenge you’ve faced in your career, and how did you overcome it?
One of the greatest challenges in my career was driving a large-scale transformation where organizational readiness lagged behind the technology. I overcame it by shifting the focus from implementation to adoption, prioritizing stakeholder engagement, clear communication, and shared ownership of outcomes. This experience reinforced that true transformation is as much about people and culture as it is about process and technology, and it continues to influence how I approach change leadership today.
How would you describe your experience as a woman in leadership?
Being a woman in leadership has meant navigating environments where representation was sometimes limited, but it has also given me a strong sense of purpose. I’ve learned to lead with both resilience and empathy, balancing decisiveness with inclusivity. Over the years, I’ve come to see my role not just as delivering results, but also as creating pathways for others. Mentorship and sponsorship are a big part of my leadership approach, because when women see other women in senior roles, it shifts what they believe is possible. Ultimately, my experience has been about turning challenges into opportunities to shape not only outcomes, but culture.
How have you grown or evolved as a leader throughout your career?
My leadership journey has evolved from being results-driven to being people- and culture-driven. Early in my career, I led by focusing on problem-solving and execution. Over time, I’ve learned that the most sustainable impact comes from empowering teams, fostering trust, and creating clarity of purpose. I’ve also embraced ambiguity as a natural part of transformation, shifting my mindset from controlling outcomes to guiding organizations through change with resilience and empathy. This evolution has shaped me into a leader who not only drives results but also builds environments where people can thrive.
Who have been your biggest role models throughout your career, and how have they influenced you?
My biggest role model has been my dad. Growing up, I watched him navigate challenges with integrity, resilience, and a calm, thoughtful approach. One moment that really stuck with me was how he handled difficult situations at work or in life; he never rushed to judgment, always listened carefully, and looked for solutions that worked for everyone involved. That taught me early on that leadership isn’t just about making decisions—it’s about how you make people feel, how you build trust, and how you inspire others to rise to the occasion.
Those lessons have stayed with me throughout my career. Whether I’m leading a team through a complex transformation or making strategic decisions, I try to emulate that balance of decisiveness and empathy. My dad showed me that true leadership combines integrity, resilience, and the ability to empower others. Those ideals are the guiding principles I carry into every professional challenge.
