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In an age where digital transformation is redefining the global business landscape, visionary leaders are those who not only embrace change but actively shape it. Mohammad Arshad stands out as one such leader.

As the CEO of DecodingDataScience.com and a globally recognized AI community builder with over 150,000 members, Arshad has built a reputation as a strategic thinker and pioneer in applying artificial intelligence, data science, and generative AI to solve complex business challenges. With over two decades of experience spanning retail, digital, marketing, and tech across industry giants like MAF, Accenture, HP, and Dell, he brings a rare blend of deep technical expertise and strategic leadership.

Recognized by the World Future Awards in their thought leadership article, “How AI is Reshaping Industries,” Arshad continues to inspire the next generation of digital leaders through his global keynote sessions, mentorship, and hands-on innovation.

In this conversation, we dive into his perspectives on navigating organizational transformation, fostering innovation, and addressing global challenges in the ever-evolving digital era.

Questions:

World Future Awards: Mr. Arshad, you’ve led transformation initiatives across global enterprises—what do you see as the most critical qualities for leaders navigating digital disruption today?

Mohammad Arshad: In today’s digital age, I believe the most critical quality is the ability to stay adaptive while maintaining clarity of purpose. Digital disruption is not just about adopting new tools—it’s about rethinking how we create value. At every transformation initiative I’ve led—from retail to consulting to tech—I’ve realized that leadership requires a blend of vision, execution, and empathy.

You must inspire teams to embrace uncertainty, make data-driven decisions, and continuously reskill. I also believe in what I call “digital humility”—the idea that no leader can know it all, and the best ones build ecosystems of learning and collaboration around them. That’s what I’ve tried to do with Decoding Data Science.

WFA: How do you balance fostering innovation while maintaining operational stability in large, complex organizations?

MA: This is a challenge I’ve faced often, especially when working with legacy organizations trying to modernize. The key lies in creating parallel tracks: one for sustaining operations and another for accelerating innovation. You can’t let innovation threaten stability, and you can’t let stability block innovation.

At MAF, for example, I supported initiatives where the core business had strict SLAs and KPIs, but we also built sandboxes for data experimentation, launching pilots in retail analytics and customer personalization with clear exit criteria. It’s about structuring innovation like a startup within the enterprise, while aligning it with real business metrics.

WFA: In your experience, what are the most common pitfalls organizations face when implementing AI or digital transformation strategies, and how can leaders avoid them?

MA: The first pitfall is jumping to technology before aligning on the problem. Many leaders get excited about the latest models—LLMs, vision systems, recommender engines—but haven’t asked, “What business problem are we solving?”

The second is underestimating the cultural shift. AI is not just a tech upgrade—it requires rethinking workflows, roles, and how decisions are made. I’ve worked with companies that built great models but failed to drive adoption because the frontline teams weren’t involved early on.

Lastly, data readiness is often overlooked. Without good data practices, even the best algorithms fail. My advice: build the AI journey like a product—with a clear use case, MVP mindset, measurable ROI, and continuous learning.

WFA: With the rapid advancement of Generative AI, how do you see leadership roles evolving over the next five years?

MA: Leadership will evolve from being directive to being orchestrative. With GenAI, leaders don’t need to micromanage—they need to curate the right prompts, questions, and systems to drive outcomes.

For instance, in my AI Residency program, I train professionals to think with AI, not just use it. Future leaders must know how to integrate human judgment with machine intelligence. They’ll need to make ethical decisions fast, interpret outputs, and design workflows where humans and AI collaborate effectively.

Soft skills—empathy, storytelling, ethical reasoning—will become leadership differentiators in a world where AI handles the routine.

WFA: You’ve built a thriving AI community of over 150K people—how has community-building influenced your approach to leadership and business strategy?

MA: It’s been one of the most rewarding experiences of my life. When I started Decoding Data Science, it was a small group of passionate learners. Today, it’s a global ecosystem with over 150,000 members. Through this, I’ve learned that leadership is not about broadcasting—it’s about listening and co-creating.

Many of my product ideas, bootcamps, and challenges have emerged from conversations in the community. It’s helped me stay grounded, understand real-world struggles of learners and professionals, and stay agile in my offerings. This community-first mindset has also made my business resilient, because we evolve with the people we serve.

WFA: What are some emerging global business challenges you believe leaders must prepare for in the next decade, especially in relation to data ethics and responsible AI?

MA: We’re entering an era where trust will be the currency of digital leadership. AI can do amazing things—but if we can’t ensure fairness, transparency, and accountability, we risk backlash and missed opportunities.

Leaders must prepare for increased regulatory oversight, such as the EU AI Act, and also self-impose standards around bias detection, consent, and explainability. This is particularly critical in regions like the Middle East, where adoption is rising but local datasets and cultural nuances need more attention.

One major challenge is AI governance—how do we ensure AI decisions align with human values? I believe we need cross-functional AI ethics committees, and leaders must invest in training not just their engineers, but their policy and business teams.

WFA: Having worked across regions and industries, how do you tailor leadership and innovation strategies to different cultural and regulatory contexts?

MA: This is where empathy and observation come in. Working across the UAE, India, Europe, and with US clients, I’ve realized that no two markets are alike. Leadership in Dubai requires understanding regulatory frameworks and national visions like UAE Centennial 2071; in India, it’s about frugality, scale, and inclusivity.

I adapt by listening, partnering with local experts, and avoiding assumptions. For example, when deploying AI in healthcare or education, I align not just with laws, but with local values—what does fairness mean in that context? That’s how you lead with respect and relevance.

WFA: Finally, what advice would you give to aspiring leaders looking to make a meaningful impact in the digital era?

MA: Start where you are—don’t wait for the perfect title or permission. If you believe in something, build it. Use the tools around you—AI, communities, no-code platforms—to test ideas and learn fast.

Also, don’t just chase trends—solve real problems. Build a portfolio of meaningful work and let your values guide you. And finally, lift others as you grow. That’s how you create impact that lasts.

In my journey, every milestone—whether it was speaking at Gitex, mentoring over 1,000 professionals, or launching the AI Residency—was driven by a simple principle: teach what you learn, and learn as you teach.

Thank you, Mr. Arshad, for sharing your invaluable insights and inspiring perspective on leadership in the digital era—your vision and experience are truly shaping the future of global innovation.

To learn more about Mohammad and his inspiring work, visit his LinkedIn page at https://www.linkedin.com/in/mdarshad/

Lydia Teryoshina is one of the leading voices in Microsoft’s Azure business, driving digital transformation and innovation across Central Europe. With over 15 years in sales with experience spanning IT, pharma, logistics, and iGaming, she has a strong track record of scaling businesses and leading strategic initiatives. Since joining Microsoft in 2017, she has played a crucial role in expanding Azure Data & AI business, achieving remarkable business growth year over year. Her leadership has not only driven market success but also fostered partnerships, with five of her collaborators earning Microsoft’s Partner of the Year recognition between 2022 and 2024.

Recognized as one of the Most Inspiring Women in Technology 2024 by World Future Awards, Lydia is celebrated for her contributions to AI innovation and advocacy for diversity in tech. She is deeply committed to mentorship, championing women in AI and leadership roles.

In this interview, Lydia reflects on her career journey, discussing challenges for women in tech, the role of mentorship in career growth, and how diversity enhances AI innovation. She also shares key leadership insights and her vision for the future of AI, offering valuable lessons for both aspiring and experienced professionals in the field.

Questions:

World Future Awards: What inspired you to pursue a career in AI and tech, and how did you navigate challenges as a woman in this field?

Lydia Teryoshina: Back in the day, before I started my journey in IT, I had a bullet-proof stereotype that IT was all about coding, tech people working with computers, physical servers, and wires. I believed that only tech-savvy individuals could pursue a career in IT, and since I was into humanities, I thought there was no space for me in that direction.

At that time, I didn’t think much about gender differences because it was obvious that STEM culture in schools and universities was predominantly male. To me, that wasn’t important since I was stuck with the wrong impression that my background wouldn’t allow me to enter the IT field at all.

I have a degree in marketing and PR, but I moved into sales right after finishing university. It took several years and encouragement from close friends to realize that I could succeed in IT sales by focusing on my strengths. That’s how my journey as a Sales Manager in iGaming industry began.

Navigating challenges as a woman in this field has been an ongoing process. I’ve learned to leverage my strengths in communication and relationship-building to carve out a space for myself. It’s been about breaking down those initial stereotypes and proving that there’s a place for diverse skill sets in tech. My journey has been about continuous learning, adapting, and finding ways to contribute meaningfully to the industry.

WFA: As someone who has scaled businesses and led strategic AI initiatives, what advice do you have for women looking to break into leadership roles in tech?

LT: My mentors have always emphasized the importance of focusing on the strengths of every individual, regardless of gender. We are all different, and by assessing ourselves properly, we can quickly discover that qualities like leadership, communication, and empathy are highly valued in any environment. This realization can drive us to seek new knowledge and gradually become more tech-savvy.

Today, the STEM gender gap persists*:

• Women make up 29% of the global STEM workforce.
• Women represent 35% of STEM graduates, a figure that has remained unchanged for a decade.

I believe that the journey starts from family and school, gradually influencing the lives of young women. In my view, a few fundamental principles must be followed to address the issue collectively:

• Spark Interest Early: Make STEM exciting for girls through hands-on learning, female role models, and mentorship.
• Build Bridges, Not Barriers: Create scholarships, networks, and career programs that support women in STEM.
• Fix the System, Not the Women: Ensure fair hiring, equal pay, and workplace policies that empower, not exclude.
• Rewrite the Narrative: Challenge stereotypes, amplify women’s voices in media, and make STEM accessible to everyone.

In general, I believe that women have the ability to adapt, be flexible, and creative. It’s quite easy to assess the need for resources within the IT field to bring value forward. For example, at Microsoft, women are excelling in all areas and roles of the industry, from CVPs and engineering/quantum computing to design, program management, sales, tech support, legal and corporate affairs, finance, and many more.

My advice to women looking to break into leadership roles in tech is to leverage your unique strengths, seek out mentors, and continuously learn and adapt. By doing so, you can carve out a space for yourself and make a significant impact in the tech industry.

WFA: How do you see the role of women evolving in AI and data-driven industries over the next decade? What barriers still need to be addressed?

LT: Over the next decade, women will take on an even bigger role in shaping AI and data-driven industries. From healthcare and finance to manufacturing and the arts, they will drive innovation as researchers, engineers, policymakers, and business leaders. AI is no longer just about code — it’s about ethics, regulation, and human impact. As more women enter these critical fields, they contribute to building AI responsibly, ensuring it benefits everyone and that diverse perspectives become part of the new norm.

But challenges remain. Women are still underrepresented in technical and leadership roles, AI systems continue to reflect societal biases. Many talented women leave the field due to workplace culture issues and limited career advancement. To change this, we need more accessible STEM education, stronger mentorship networks, fairer funding opportunities, and workplaces that truly support women’s growth. With the right changes, the next decade won’t just see more women in AI — it will see them leading the way.

WFA: Your career has spanned industries from IT to pharma to iGaming. What key lessons have you learned about adaptability and success in fast-changing environments?

LT: You’re absolutely right — I’ve moved across several roles and industries, from pharma to iGaming and then into IT. Each transition required me to build new relationships, adapt quickly, and continuously expand my skill set. These experiences reinforced how essential flexibility and lifelong learning are to effective leadership — qualities that are becoming increasingly non-negotiable.

Since I have been in the sales business, where success depends on relationships with customers, I learned early on that the good old KYC (Know Your Customer) approach is the best. Figuring out every possible detail about your customers is key to success, as it gives you more options to adapt to possible changes quickly because you are aware of their history.

When it comes to a corporate role, you must ensure you know your targets (both soft and numerical).

To sum up, here are the main points I rely on whenever progressing with my career:

·         Embrace Change Proactively: Change is inevitable; it’s just a matter of time. Thus, don’t be afraid to change or step out of your comfort zone — be flexible.

·         Continuous Learning: I’ve faced my share of challenges when preparing for technical exams — they didn’t come naturally to me, but through focus, discipline, and a clear goal, I proved to myself that anything can be learned. Since then, I’ve not only earned those certifications but also become a Learning Champ, inspiring others to develop both technical expertise and the soft skills essential for effective collaboration.

·       Collaboration and Communication: Regardless of all of us being authentic, we must be open to diverse opinions and learn how to articulate our positions with clarity & respect to be a successful part of a team.

WFA: What are some pivotal moments or decisions in your career that helped shape your leadership style?

LT: Leadership isn’t about simply managing others. In fact, some of the least effective managers focus on increasing their number of direct reports instead of developing real leadership skills. I’ve spent many years as an individual contributor and have always felt confident in that role. It’s absolutely possible to earn respect across communities and from people at all levels — not through authority, but through impact, consistency, and influence.

Authenticity also plays a key role. It’s important to recognize that you won’t always be everyone’s first choice — and that’s perfectly okay. What matters is staying true to your unique style and values. Blending in might seem like the easier route, but it doesn’t always support meaningful growth. At the same time, there’s no single path to success — everyone is working toward their own goals, and each journey is valid in its own way.

It all comes back to the idea that stepping outside your comfort zone isn’t just a challenge — it’s the norm for developing and stretching leadership skills.

WFA: You’ve led high-growth teams and worked closely with partners. How do you approach mentorship, and what impact do you think mentorship has on women in AI and tech?

LT: In the age of AI, which can sometimes feel intimidating, many women experience impostor syndrome. Having a mentor who validates their experiences and supports their growth can make all the difference in building the confidence to take on challenges, speak up, and pursue leadership roles.

Mentors offer practical advice on critical aspects like salary negotiations, career transitions, project selection, and avoiding burnout. For women, particularly in male-dominated fields, having someone who truly “gets it” is invaluable for making strategic career decisions.

Mentorship is about gaining a fresh perspective. The journey to success often involves tough feedback from peers and mentors — feedback that is essential for growth and progress.

I encourage adopting a broader view by engaging with different people who contribute to your success, whether they are supporting your mental well-being (like a psychologist or coach) or helping you enhance both your soft and technical skills through career mentorship.

As mentioned earlier, it’s crucial to look up to someone who exemplifies the qualities you aspire to. Mentorship fosters representation and inclusion, proving that with the right approach, almost anything is possible.

WFA: What leadership strategies have helped you build trust and drive high performance in male-dominated industries?

LT: That’s a great and powerful question! While I don’t lead teams myself (yet 😄), here are leadership strategies that have consistently helped me as a woman to prevail in male-dominated environments:

·         Show competence with confidence: Know your stuff and speak up with clarity.

·         Be consistent: Deliver reliably to earn respect and credibility.

·         Contribute to psychological safety: Ensure everyone feels safe to speak.

·         Call out bias tactfully: Address unfairness professionally to shift culture.

·         Be authentic: Lean into your strengths; don’t try to fit a mold.

·         Support others: Mentor and sponsor to build trust and community.

·       Focus on outcomes: Let results and impact do the talking.

WFA: AI systems are only as good as the data and perspectives that shape them. How does diversity, both in teams and leadership, lead to more responsible and innovative AI solutions?

LT: Diverse teams and leaders help build better, fairer & responsible AI. When people from different backgrounds work together, they bring different ideas, life experiences, and ways of thinking. This helps them notice problems others might miss, like bias in data or unfair results.

In AI, that’s really important. If only one type of person builds the system, it might not work well for everyone. But with a diverse team, the AI is more likely to be useful, fair, and safe for more people.

Diversity fosters more creative and effective solutions, as diverse perspectives drive innovation and generate long-lasting ideas.

In short: AI is smarter and more responsible when it’s shaped by a wide range of voices.

Thank you, Lydia, for sharing your insights, experiences, and leadership journey with us—it’s been truly inspiring to learn from your expertise and vision for the future of AI and tech.

Learn more about Lydia and her admirable career journey via her LinkedIn page: https://www.linkedin.com/in/lydiateryoshina/