Four years ago, my former manager asked if I would take on the LGBTQIA+ Charter Lead role at Wipro. My first instinct was to say no.
Why me? I was not really out at work; only a few people on my immediate team knew. What would my boss say? What would colleagues think? Why would being gay be relevant at work? That is a question I now know how to answer. How was this related to leadership? I knew of only one senior leader who was openly out in the company.
Full of doubt, and after careful consideration and discussion with my boyfriend, I decided to accept the opportunity. The apprehension I felt when telling my then-boss I had accepted this additional role alongside my day job dissipated the moment she voiced her unequivocal support and committed to help in any way she could. She took a stance. Within days, a company-wide announcement went out. Congratulations arrived from colleagues I had never met. And some of the most transformational years of my life followed.
In the process, I learned that stepping up before you feel ready is exactly how culture changes. It happens through individuals deciding that something matters enough to try, and through organizations that make space for them to do so.
The progress since then has been real. We built an LGBTQIA+ gateway page from scratch on the company-wide intranet. Colleagues searching for terms related to LGBTQIA+ inclusion, such as “bisexual” or “transphobia,” now find resources, including articles, videos, and social posts, rather than “no results for your search,” often tailored to the organization’s context. It is also accessible year-round, making it more than a Pride Month initiative.
We also created space for colleagues globally, from the US to South America, India, the Philippines, Europe, and beyond, to share their stories, both on our intranet and, for the majority of stories, on the company’s website and amplified on social media, giving colleagues a platform at a scale that we had not had before. And after several years of encouraging many colleagues to contribute, I felt it was my turn as well!
We launched allyship training that has reached over 12,000 colleagues. In the UK, we secured philanthropic funding to support youth digital skills through a partnership with Gaydio Academy and The King’s Trust. Last year, Wipro received Silver status as a Top Global Employer in Stonewall’s Global Workplace Equality Index 2025 benchmark, with Wipro Pride also receiving the Network Group of the Year Award.
The Wipro Europe Pride Employee Resource Group (ERG) was also recognized at the Rainbow Honours. Several Wiproites around the world, including LGBTQIA+ colleagues and allies, were recognized through INvolve’s Outstanding Role Models lists, and Wipro was also represented at the British LGBT Awards, where I was shortlisted as a Top 10 Inspirational Leader. Together, these milestones show that culture transformation at scale is possible, even in a 230,000-person organization operating in over 60 countries.
All of this was possible because colleagues chose to show up and because allies chose to hold the door open for change to happen. Some of the most impactful initiatives, such as enabling pronouns across key organizational systems, happened thanks to allies who understood both the human and business case. My recommendation? Seek out the colleagues who will take the time to listen, understand, and open doors (and do it for others in return!). These are the colleagues who understand that inclusion is how you build high-performing teams, and they will back you before you have all the answers.
Now, a new question is shaping the next chapter: what does belonging look like in an AI-powered workplace? For LGBTQIA+ and other under-represented groups, AI fairness goes beyond a technical problem. It is a data problem with human stakes. Many colleagues will not disclose their identity, especially in geographies where being out carries legal, social, or cultural risk. That means the data needed to audit whether AI systems treat LGBTQIA+ employees equitably often does not exist. And collecting it, in many contexts, could itself put people at risk.
Belonging requires more than good algorithms; it requires trust, built deliberately into the design and reinforced through consistent action over time.
Looking back, the role I almost turned down taught me that leadership is about deciding something matters and taking a stance.
Moving forward, step up before you feel ready. Do not wait for a title, a perfect plan, or absolute certainty. Find the people who will back you. Use whatever influence you have to open doors for others and bring others with you.
