Sonia is a seasoned business leader with 24 years of experience in textile, energy, and agriculture. Her transformative leadership includes being the only woman in Pakistan to lead a 200 MW Independent Power Plant. She seamlessly blends strategic vision with operational excellence, making a significant impact in both corporate and philanthropic spheres.

In a recent conversation with The Global Woman Leader Magazine, Sonia shares her insights on effective strategies for developing and nurturing talent in a dynamic industry, especially in Pakistan. She also talks about how to ensure that distribution network representatives meet farmers' diverse needs while aligning with company goals and values.

As a woman leader in the agriculture sector, what strategies have you found effective in developing and nurturing talent within an organization, especially considering the importance of having a competent team in such a dynamic industry, particularly in Pakistan?

I am fully committed to nurturing talent at Maxim. While the organization had been known to develop talent in the past, I rekindled the talent upskilling agenda and made it one of the top priorities in the company. Given our growth ambitions, we could not take learning and development lightly or delegate it to HR alone. The CEO and I devote much of our time to this goal. Talent is marked for development quickly, and stretch assignments and rotation are ensured to give a wider exposure. Self-development through online courses is strongly encouraged. A personal development plan for each department head, in addition to their business goals, is made so they have absolute clarity on what to work on and how to proceed. Mentoring sessions are carried out with top-tier talent to help them further develop their leadership skills. Talent is promoted from within where possible.  Developing women's talent is an affirmative action despite the challenges.  

The agricultural sector often requires a deep understanding of local conditions and practices. How do you ensure that distribution network's representatives are equipped to meet farmers' diverse needs while aligning with the company's goals and values?

A lot of weight is placed on understanding the technical side of the products and the ability to communicate not just the products' benefits to the farmers but also better farming & animal management practices.  At every level of Maxim, associates are prepared to deal effectively with the customer, be it the distribution network or end farmer. Through direct contact with dairy and agriculture farmers, the sales team become better equipped to understand their needs and preferences and resolve their issues. We operate in diverse business segments within agriculture, including dairy cattle, fish feed, Bovine genetics, forage seeds, grain seeds, and soil nutrients.  There are specialized and dedicated teams for each segment.  We have a “Sales Academy” structure where the sales representatives have to go through the content and clear a basic level to interact with the small farmers.  Advanced levels of technical knowledge are required for larger farms.  Therefore, constant training and development are imparted under the banner of Sales Academy” to sharpen the skills.

Operating in a rapidly changing agricultural landscape with evolving technologies and market trends, how can an organization stay agile and adaptable to these changes? What measures are in place to anticipate future shifts in the industry?

It is critical for an organisation not to be anchored in its past success and to keep its focus on its next 3-5-year plan. The shift in technology in any field is inevitable, and agriculture is no exception. These shifts relate to enhancement in manufacturing practices and the use of AI. These are addressed through a two-pronged approach of an educating the top talent on the new technologies, attending global seminars and having meaningful conversations around the changes primarily at the time of the Annual Development Plan. This conversation may result in portfolio diversification, technology adoption and process changes. The goal is to continue to deliver a premium and differentiated product in whichever sector we exist in.

What advice would you offer to other organizations or aspiring women leaders in the agricultural sector based on your experience in the agriculture sector? How can they navigate challenges and foster growth in this dynamic industry?

Sustainable food production for a population of 10 billion by 2050 is a burning need of the hour. Improving yields, adopting environment-friendly practices and using technology to enhance farmers' livelihoods are crucial. There is no reason why women should not be a significant part of this fascinating journey. Women in the corporate sector in agriculture can play a vital role in encouraging young women to join the industry, providing them with women-friendly policies and work environments, giving them job opportunities, and investing in their training and development.