Building a legacy is not an overnight phenomenon. It takes time, perseverance, patience, and an enormous amount of strategic decision-making. While success is often judged at a surface level, this publication makes a point of examining the real story behind it. Leadership has never fit neatly inside a single definition, but it has always been shaped in ways that inspire generations to come. From local MSMEs to multinational corporations, inspiration has been what drives top leadership to build great products for their target markets. This edition brings us to the growth mindset of Nishita Jajodia Jhawar, who has built her expertise with the sole purpose of leading others by example—and her journey started much earlier than one might expect.
Nishita handles HR and Business Development at Anzen Exports Pvt. Ltd., a company her forefathers built through hard work over 35 years. The company specializes in pharmaceutical raw material distribution—sourcing APIs, herbal extracts, nutraceuticals, and related ingredients from India and supplying them to manufacturers and distributors across LATAM, MENA, and Southeast Asia. It is a family-owned business, and their team of around 25 to 30 people operates out of Kolkata.
Being born into a business family gave Nishita Jajodia Jhawar a deep understanding of business growth from a very young age, nurtured in an ecosystem where progress, development, and innovation were happening within her immediate world. As she grew up, she gravitated toward building systems, teams, and long-term structures. She describes her relationship with complexity with evident relish—untangling inefficiencies and evolving systems to be transparent and streamlined is, for her, a natural fit.
“What excites me most is watching an organization evolve as it scales—and understanding how the right combination of people, processes, and discipline creates something sustainable. I don’t enjoy chaos, but I do enjoy fixing it.”
When asked what drew her to join the family business, Nishita says the decision was entirely organic. Growing up in a household wired for entrepreneurship, it was never really a question. After finishing high school at La Martinière for Girls, Kolkata, she pursued a business education at Boston University’s Questrom School of Business with that goal in mind. She followed it with internships in related industries and sought out initiatives that would prepare her for the real work ahead. In her early days at the company, she was keenly observant—studying how business decisions were made and learning to navigate client relationships across different cultures. That grounding laid the foundation for her operational approach at Anzen Exports.
Trust and transparency are at the core of how Nishita approaches her work, and they are visible in Anzen’s relationships with distributors and manufacturers across LATAM, MENA, and Southeast Asia. The company’s consistency in quality, communication, and delivery has compounded over time into repeat business, larger volumes, and stronger partnerships.
“For us, scalability has meant building both simultaneously—strengthening the organization internally while expanding internationally.”
When Nishita joined Anzen, the HR function had largely run on good faith and family references—perfectly reasonable for a small operation, but insufficient for a growing company with diverse roles and departments. She streamlined the hiring process to bring in candidates who would add long-term value while also recognizing and appreciating the employees who had been with the company for years and grown alongside it. Today, her focus is firmly on Anzen’s next phase of expansion into new markets. The tight schedules, frequent travel, client visits, and the work of analyzing company growth are, she says, a constant reminder of why she planned her career this way.
“Clarity and follow-through separate intent from outcome.”
