Shruti Sisodia - Most Inspiring Women Leaders 2025

Leader at a Glance

From developing Arbor Group’s HR from the ground up to overseeing a team of over 250 employees in Dubai’s male-dominated real estate industry through fearless empathy and open communication, Shruti Sisodia bridged generational gaps, transformed commission-driven agents into a motivated, mentally resilient team, and humanised layoffs during crises.

Name: Shruti Sisodia
Designation: Group Human Resources Manager
Company: Arbore Group
Industry: Designing Dreams, Building Realities
Country: UAE

Shruti Sisodia - Most Inspiring Women Leaders 2025

In a city that never stops building, human connections are often the strongest foundations. Behind every booming skyline and every thriving organisation in Dubai lies a quiet force that keeps people inspired, grounded, and growing. Over a decade ago, a young professional stepped into a new world, armed with ambition and empathy. She arrives in a city that’s still learning to embrace women in leadership, yet she sees opportunity where others see uncertainty. Over the years, she doesn’t just witness workplaces evolve, she builds them from the ground up, brick by brick, policy by policy, person by person. Her journey, from navigating cultural shifts to championing mental wellness and growth, reflects what modern HR leadership truly means: striking a balance between business and humanity. That professional is Shruti Sisodia, Group Human Resources Manager at Arbore Group, whose leadership philosophy is as real and dynamic as the city she helps shape. In an insightful conversation with The Portfolio Magazine, she discussed various aspects of her professional journey.

What was the early moment in your professional path that still fuels your fire today as an HR leader?

From the very beginning of my academic journey, I knew my passion lay in working with people—understanding human behaviour, fostering communication, and building meaningful connections. After completing my MBA, I moved to Dubai at a time when it was uncommon for single women to pursue careers here. It was both an exciting and challenging step. Taking a leap of faith, I attended an unplanned interview that led to a role I would grow in for the next 13 years. That experience shaped my professional identity, teaching me resilience, courage, and the importance of selfbelief even in the face of uncertainty.

Could you share one defining moment of achievement and one that challenged you the most, and how both shaped your approach to HR leadership?

When I joined the organisation in 2012, we were a small team of 15—driven, hopeful, and figuring things out as we went. There was no formal HR structure at the time, just a vision of growth and a belief in people. Over the years, I built the HR function from scratch—crafting policies, shaping recruitment, and nurturing a culture where individuals felt seen, supported, and motivated to give their best. Watching that team grow to over 250 strong remains one of the proudest chapters of my career. But the real test came just before COVID, when we lost a partner and had to close a unit of 80 employees. Facing those conversations was heartbreaking. Yet, it reminded me that leadership isn’t about avoiding hard decisions—it’s about handling them with empathy, fairness, and honesty. That moment reinforced what I’ve always believed: HR is not about systems or checklists—it’s about people, courage, and the quiet strength it takes to lead with humanity

You’re now in real estate, one of Dubai’s most dynamic industries. What excites you most about this phase?

Real estate is a fascinating challenge! With over 30,000 registered agents in Dubai alone, recruitment becomes a unique game. Most agents are on commission, so hiring and retaining them requires creativity and constant motivation. What excites me is designing reward structures and recognition systems that make them feel valued, even without fixed salaries. I love seeing young professionals willing to prove themselves purely through performance; it’s inspiring and keeps me energised.

Who has been that guiding star in your journey, and what simple piece of advice from them continues to guide you in the boardroom?

Communication is everything when leading a multigenerational and multicultural team. I work with people in their 50s who prefer manual systems and detailed reports, while my Gen Z team thrives on AI and automation. My background in mass communication helps me bridge that gap. I adapt my tone, stay approachable, and encourage open dialogue. I always tell my team, “Come talk to me,” because open communication builds trust and prevents conflict. I also believe in continuous learning. I often say, “If I can learn from you, you can learn from anyone.” I ask my younger colleagues to teach me new tools and ideas, which keeps me up to date. Through cultural exchange activities, we celebrate diversity, as empathy and communication are at the heart of true leadership.

Have you introduced any recent HR practices that have made a real difference to your people, and how do you ensure a balance between empathy and achieving business goals?

Sometimes, small changes make the biggest difference. We introduced a five-minute morning huddle to celebrate daily wins—it quickly became a burst of positivity that set the tone for the day. We also launched mental wellness workshops to help agents manage stress in a high-pressure industry. The result? Higher productivity, lower anxiety, and a happier team. I’ve always believed motivation comes from trust, not just targets. When someone hits their KPIs, I encourage them to take time off—they’ve earned it. In earlier roles, when budgets were tight, I found creative ways to show appreciation—family dinners, team outings, simple gestures that made people feel valued. At the end of the day, HR is about connection. When people feel trusted, supported, and part of something bigger, performance follows—and that’s where the real joy of leadership lies.

“If I can learn from you, you can learn from anyone.”

HR can be intense. How do you stay grounded and creative under stress?

Meditation has taught me the power of pause—and mindful communication has shown me the power of presence. When challenges arise, I prefer a face-to-face chat over a long email thread. It’s amazing how quickly issues dissolve when people feel genuinely heard. As a Group HR Manager, I still like to roll up my sleeves and step in personally when needed. Some may say that’s “too handson,” but I believe real leadership means showing up when it matters most. Sometimes, all it takes is a ten-minute conversation, a shared laugh, or a listening ear to reignite someone’s motivation. HR doesn’t have to be all policies and paperwork—it can also be about a bit of mindfulness, a touch of humour, and a whole lot of heart.

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