AI leadership: Fostering a responsible tech culture
By Palak Thakur ’25 Executive MBA Program (EMBA)
I’ve spent more than a decade in technology consulting and product leadership, leading large-scale digital transformation projects across multiple U.S. states. My projects have spanned from working with eligibility and benefits systems and pandemic response platforms to statewide implementations of Medicaid, Supplemental Nutrition Assistance Program and Temporary Assistance for Needy Families innovations. These experiences taught me how deeply design decisions influence equity, access and the user experience, especially for the ones in need.
As I shifted from consulting to product leadership, I felt compelled to move from optimizing systems to building them, which led to my current venture UnMute, an AI-powered networking platform. At this inflection point in my life, Kellogg stood out as the right choice for business school: a program that combines global perspective, a powerful peer network and academic rigor with the flexibility to apply lessons in real time. Here, I’m learning to bridge my consulting foundation with product innovation and to lead not just with strategy but with responsibility and vision.
The EMBA electives experience
One of the highlights of my Kellogg journey so far has been the opportunity to apply classroom learning across borders. Each elective and experience have added a unique dimension to how I think about leadership, innovation and networks.
This spring, I had the chance to participate in the Miami AI elective led by Professor Birju Shah. In just a few days, he broke down complex generative AI concepts into practical frameworks that executives could immediately apply. What struck me most was his reminder that the human element remains the true differentiator — a perspective that reframed how I think about technology’s role in organizations.
Beyond the classroom, the Miami experience also created space for friendship and camaraderie. Whether discussing AI applications in business or unwinding on a boat with classmates, I walked away with not just sharper insights but stronger connections.
Another transformative experience was the TechVenture India elective, led by Professor Mohanbir Sawhney. Over two weeks, we immersed ourselves in India’s dynamic technology and entrepreneurship ecosystem: meeting founders, CEOs, and investors who are solving real challenges at scale. From conversations with business leaders like Sarita Chaudhary Chand; CEO at Skills Caravan, who addressed the talent skills gap, to Devesh Sachdev; CEO at Fusion Microfinance, whose work empowers women entrepreneurs, every interaction reinforced how innovation can also be a force for inclusion.
Visits to companies like Policybazaar, Medanta, Infosys, and Bessemer Venture Partners further highlighted both the opportunities and obstacles in emerging markets. While the content was invaluable, what stayed with me was the warmth and generosity of everyone we met, including a memorable dinner at Professor Sawhney’s home that left us feeling like part of an extended Kellogg family.
Back in Bangalore, India during the TechVenture India elective, I also tried to extend the spirit of the school’s global network. In March, together with Phalgun Chidanand ’20 MBA, another Kellogg alum now based in India, we co-hosted the Magnificent 7 alumni networking event, bringing together alumni from top business schools including Kellogg, Yale, Harvard, MIT, and INSEAD. Having Professor Sawhney and Colette Feldges, EMBA Program director, join us made the evening even more meaningful. What began as an experiment in community building turned into an energizing evening of shared ideas, laughter and renewed connections — proof of the multiplier effect when strong networks come together.
“These experiences are teaching me that the EMBA journey is not just about academic growth. It’s about broadening perspectives, deepening relationships and finding ways to bridge ideas across industries and geographies.”
One of the biggest lessons I’ve learned is to leverage your electives strategically, aligning them with your career path or leaning into experiences you’ve always wanted to explore. The right mix not only multiplies your own opportunities but also creates ripple effects for those around you. When paired with the school’s culture of collaboration, the power of networking feels almost magical. This single event has already sparked multiple collaborations that are now taking shape in real life, reminding me that the true value of Kellogg lies not only in the classroom but in the connections and community we build along the way.
Together, these experiences are teaching me that the EMBA journey is not just about academic growth. It’s about broadening perspectives, deepening relationships and finding ways to bridge ideas across industries and geographies. Each elective, event and interaction are shaping the kind of leader I am becoming one who can think globally, act inclusively and build with purpose.
AI & equity: My passion
My work in technology has shown me how systems can transform lives, but also how easily bias can be built into them. Whether it’s datasets that underrepresent women or product designs that overlook their lived realities, inequity in AI isn’t theoretical; it’s already shaping outcomes. That’s why I’m deeply passionate about designing AI products that are inclusive from the ground up, where women aren’t just users or testers but designers and decision-makers. These questions around equity and leadership became even more urgent as I applied Kellogg frameworks in electives and projects, reinforcing that responsible innovation requires not only technical excellence but also diverse perspectives at the table.
Real-time application
Kellogg has given not just frameworks in the classroom but also the confidence to test ideas in real time. I think of the projects I’m currently involved in as “living labs” where my EMBA learning and my passion for AI meet.
Through the Perplexity AI Business Fellowship, I’ve had the opportunity to learn directly from global technology leaders — including Jensen Huang, CEO and co-founder at NVIDIA, and Ryan Petersen, founder and CEO at Flexport — while applying Kellogg insights around strategy, innovation and leadership to my own professional journey. These conversations underscored that responsible AI is not just about algorithms but about the choices leaders make in how technology is positioned and scaled.
As a Perplexity Northwestern Campus Partner, I work on the ground to expand access to AI tools for students. The initiative is designed to raise awareness and adoption of Perplexity’s Comet browser through events, outreach and peer education. My role is to build community, host demos and encourage classmates to explore how AI can accelerate research and unlock new ways of learning. It is both a leadership exercise and a reminder of the importance of making advanced technology approachable and useful in academic settings.
Finally, with UnMute, the AI-powered networking platform I am co-building, I’m applying everything from the school’s leadership and marketing lessons to my lived experience of connecting people. Our vision is to create a more equitable professional ecosystem by ensuring that talent and opportunity find each other in real time. It’s a direct extension of my EMBA journey: blending systems thinking with product design, while keeping inclusion and equity at the center.
Together, these initiatives reflect my answer to a simple question: “What am I doing to ensure technology reaches everyone?” By combining the school’s frameworks with practical experimentation, I’m learning that leadership in AI means building not just tools but bridges.
As I reflect on my Kellogg journey, I can already see how it is shaping me into a more intentional and equity-focused leader. The blend of rigorous academics, global electives and opportunities to apply learning in real time has sharpened my skills while broadening my perspective. My work in AI is no longer just about what we build, but about asking who we build it for and ensuring inclusion is embedded from the start.
A pivotal moment came during the Global Women’s Summit, where I was reminded that leadership isn’t about waiting for opportunities — it’s about creating them. That mindset continues to guide me as I bridge consulting, product innovation and entrepreneurship while championing equity in AI.
Looking ahead, I carry both the tools and the responsibility to help shape a future where women are not just participants but leaders defining the next era of technology. And that, to me, is the true promise of Kellogg: preparing us not only to succeed but to lead with purpose.
