The energy of a workplace feels distinctly different when it is led by a woman with clarity of vision, someone driven to create impact, someone who remains deeply accessible, ready to guide her team through challenges despite an ever-demanding schedule. That is the kind of leadership that defines the environment at RPSG Lifestyle Media, and at the heart of it is Avarna Jain.
Wearing multiple hats within a legacy family business, Jain has carved a distinct identity for herself, one rooted in the work she consistently delivers. Work that reflects not just her personal ethos, but also the strength, culture, and evolving direction of the RPSG group.
As we celebrate women at the helm this year, a conversation with her feels essential, an opportunity to understand what truly drives her.
For me, being at the helm is about stewardship. Many of the institutions I work with have deep legacies — whether it is the musical heritage of Saregama India or the global editorial brands we are building through RPSG Lifestyle Media.
Leadership in such contexts means protecting what is valuable, while ensuring that the organisation continues to evolve. You are constantly balancing heritage and reinvention — respecting the past while preparing the institution for a very different future.
Ultimately, being at the helm means creating an environment where talented people can do their best work and where the institution outlasts any one individual.
One of the biggest challenges I have faced is retaining the cultural heritage while ensuring it stays relevant to the next generation. It’s been a matter of re-imagining and re-inventing and often doing things that are counter-intuitive. Through this process, the one big learning for me is that customers and customer data never lie.
Another big challenge is that cultural industries — music, cinema, publishing — are constantly being reshaped by technology. It is imperative to learn and embrace new technologies. Being adept at adapting is key, as is ensuring that the teams we build are also as willing to accept and embrace new technology.
I have always felt fortunate to work within institutions that have strong values and long histories. My effort has never been to break away from that, but rather to build upon it in my own way.
For me, carving my path has meant identifying areas where we could create something new — whether that was expanding the relevance of heritage music for younger audiences at Saregama India, or launching global editorial brands in India through RPSG Lifestyle Media and shaping them to reflect India’s cultural moment.
Leadership, in that sense, has been less about dramatic decisions and more about consistent and thoughtful building.
A philosophy that I truly stand by is that a leader is as strong as their team. Therefore, a huge part of my focus is on building strong and able teams who really are the experts in their respective fields.
This also encourages humility — because you recognise that you are part of a larger cohort of people who have domain knowledge and expertise that supersedes yours.
Another principle I hold close is that culture is one of India’s greatest forms of capital. Whether it is music, cinema, art, or storytelling, investing in culture is not just about aesthetics — it is about shaping identity and influence.
What stands out most is how collective the journey has been. Institutions are built by teams, by collaborators, and by the many people who believe in a shared vision.
Another reflection is how much the landscape of culture and media in India has evolved. We are witnessing a moment where Indian music, cinema, design, and storytelling are gaining unprecedented global attention. Being able to contribute, even in a small way, to platforms that support that creative energy is deeply rewarding.
And finally, leadership constantly reminds you that the journey is never really finished. Each milestone simply opens the door to the next chapter of building.