Vinisha Jayaswal -Global Women Leaders to Watch 2026

Leaders at a Glance

With over 23 years of transformative leadership experience, including serving as CLO for major hospitals, Vinisha Jayaswal uses her unique Imagineering method to guide leaders from default routines to soulful, authentic success, proving to be a true catalyst for change.

Name: Vinisha Jaiswal
Designation: Founder & Director
Company: AbundanceByDesign
Industry: Professional Training and Coaching
Country: India

Vinisha Jayaswal -Global Women Leaders to Watch 2026

Vinisha Jayaswal – Reimagining Success From Achievement to Alignment In an era where professionals are constantly pushed to achieve more and move faster, a deeper question often goes unasked: what happens when success outpaces self-awareness? Careers today can be engineered with precision, but a meaningful life requires something more intentional—alignment.

After 25 years in leadership roles across hospitality and healthcare, Vinisha Jayaswal found herself reflecting on this very question. Her journey—from frontline operations to leading large-scale transformation initiatives—was not linear, but shaped by moments that demanded both courage and introspection.

Today, as the founder of AbundanceByDesign and author of Imagineering: 7 Success Principles to Engineer Your Imagination, she works at the intersection of leadership development and personal transformation. Her work focuses on helping leaders and organisations move beyond external success toward deeper alignment—where mindset, energy, and action come together to drive both performance and meaning.

During a candid conversation with Portfolio Magazine, she shared more about her journey and initial challenges

Your career has moved across hospitality, healthcare transformation, and entrepreneurship. Looking back, how would you describe that journey?

When I look back honestly, the journey wasn’t planned—it unfolded through choices, transitions, and a willingness to step into the unknown. I began in hotel operations after studying hotel management, and later pursued an MBA in HR without a clearly defined direction.

A key turning point was my transition from hospitality into healthcare—an environment I didn’t fully understand at the time. It required me to unlearn, adapt, and expand how I approached both people and systems. What began as uncertainty gradually became a space of meaningful contribution, from enhancing patient experiences to leading transformation initiatives across organisations.

Looking back, the journey has been less about linear progression and more about evolving perspective. It reinforced a belief I carry even today:

“Growth doesn’t come from having all the answers, but from the willingness to engage with the unknown.”

One turning point in your career was demonstrating how service excellence impacts business results. What did that experience teach you?

One defining experience was leading a service transformation initiative where we focused on elevating patient experience across the organisation. What began as a cultural shift soon translated into measurable business outcomes—the organisation moved from a financial decline of ₹2.5 crore to a growth of ₹7.5 crore within a year, marking one of its highest performance jumps.

The insight was clear: service is often perceived as a soft metric, but when approached with intent and consistency, it becomes a powerful business driver. It builds trust, strengthens loyalty, and directly impacts performance.

This wasn’t about isolated training interventions; it was about aligning people, processes, and leadership towards a shared purpose.

When individuals begin to take ownership of the experience they create, performance stops being target-driven and becomes a natural outcome of collective commitment.

Your shift into healthcare happened after a personal turning point. How did that change your perspective?

That phase was deeply transformative. Despite professional success, recurring health challenges forced me to pause and reflect. Like many, I initially questioned, “Why me?” but over time, that shifted into a deeper exploration of self-awareness and personal responsibility.

I began engaging with meditation, energy work, and spirituality—not as rituals, but as tools for inner alignment. When I transitioned into healthcare, this awareness fundamentally shaped how I approached the environment.

Hospitals are spaces of vulnerability, where patients and families are often anxious and overwhelmed. A simple question guided my work: even if we cannot remove their pain, can we reduce their stress, even briefly?

This journey led to initiatives like Wockhardt Winning Ways, a culture-led approach where small, intentional human gestures created meaningful emotional impact. It reinforced a belief I carry forward—true service is not transactional; it is deeply human. And when organisations embed that understanding, culture transforms in ways metrics alone cannot capture.

After 25 years in corporate leadership, you chose to start your own venture. What inspired that decision?

Over the years, I began to notice a pattern—most people don’t consciously design their lives; they respond to circumstances. Success comes, roles evolve, but somewhere along the way, alignment gets lost. I saw this not just in others, but at different points in my own journey as well.

After 25 years in leadership, I felt a deeper pull—not just to lead within organisations, but to help leaders step back and ask: Am I living by design or by default? That question became the foundation of AbundanceByDesign and my book, Imagineering.

My work today focuses on enabling that shift—helping individuals align mindset, energy, and action so that success is not just visible on the outside, but experienced on the inside. Because when leaders operate from alignment, they don’t just drive results—they create environments where people thrive, perform, and grow sustainably.

“When you shift from living life by chance to living by choice, growth becomes meaningful, intentional, and deeply fulfilling.”

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