Awfis Names Sumit Lakhani as New CEO in Strategic Leadership Move
Awfis Space Solutions, a leading provider of flexible workspaces in India, has announced the elevation of Sumit Lakhani to the position of Chief Executive Officer (CEO). This leadership change marks a key moment in the company's growth, aimed at boosting daily operations and customer-focused strategies.
Sumit has been with Awfis since its beginning and has helped shape the brand, customer experience, and marketing strategies. As CEO, he will now lead operations, sales, marketing, and supply acquisition.
"I am truly honoured to take on the role of CEO at such a pivotal moment in Awfis' evolution," said Sumit. "From our early startup days to becoming India's leading flex workspace provider, it has been a great journey. I look forward to deepening our impact, scaling new heights, and continuing to deliver value to our clients, partners, and teams."
Amit Ramani, Founder and Chairman and Managing Director of Awfis, will continue to guide the company's overall strategy. He will focus on growth, new business ventures like Awfis Transform (Design and Build), and core departments such as finance, HR, legal, and administration.
"This leadership transition is a significant step forward in our journey of scaling Awfis into a futuristic, world-class organisation," said Amit. "Sumit has played a key role in Awfis' growth story. His clear thinking, team collaboration, and innovative mindset make him the right person for the role. I'm confident he will lead with excellence."
Before joining Awfis, Sumit held senior roles in investment banking, asset management, and IT services at Yes Bank, ST Asset Management, and Tesco. He is an alumnus of S.P. Jain Centre of Management and is known for his strategic thinking and forward-looking ideas.
With this leadership change, Awfis is set to strengthen its position as a tech-enabled workspace provider. The company, which operates over 200 centres in 18 cities, plans to expand further into new markets and enhance its offerings for businesses of all sizes.
Awfis continues to focus on creating smart, flexible workspaces that meet the changing needs of today's workforce, helping companies thrive in a modern business environment.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Forbes
an hour ago
- Forbes
Responsible AI Starts With Responsible Leadership
As organizations race to adopt AI, it's easy to focus on the technology. The models, the data, the infrastructure. But the real question isn't 'Can we build this?' It's 'Should we?' And that's not an engineering decision. It's a leadership one. Ethics in AI isn't a checklist to complete or a compliance box to tick. It's a mindset that must be modeled from the top and embedded throughout the organization. Why Leadership Sets the Tone for Responsible AI How leaders talk about AI matters. But more than that, how they act sets the standard. Remember, actions speak louder than words. When AI is framed purely as a tool to boost productivity, teams follow suit. They chase outputs. Automate fast. Optimize without pause, and sometimes without even thinking. But when AI is positioned as a powerful force that demands ethical awareness and thoughtful oversight that changes everything. Conversations begin to shift from just asking what we can build to asking what we should build and why. Transparency stops being an external marketing campaign and starts becoming a culture internally. Leaders who speak candidly about AI and about what it can and should do, give their teams permission to question and to flag concerns before damage is done. Risk tolerance evolves, too. It's no longer about playing it safe or pushing the limits blindly. It's about making informed, values-driven decisions. Always go back to asking what real business problem you're trying to solve. And governance? It doesn't live in a binder on a shelf. It lives in behavior. Frameworks and policies are important, but they only stick when leadership brings them to life. Responsible leaders don't just sign off on policy but actively show up and live it. What Responsible Leadership Looks Like in Practice So, what does it really mean to lead responsibly when AI is part of the equation? For starters, you need to ask different questions. Not 'How fast can we automate this?' but first 'Should we even be doing this process?' If the answer is yes, then you need to ask 'If we automate this process, what happens next?' You stop treating AI like siloed department-owned projects. AI touches everything. That means legal, compliance, IT, engineering, marketing, product, operations all need to be in the room, not just looped in later. Responsible leaders are the ones making sure those voices aren't just invited, but heard. And then there's trust. Short-term wins are tempting. The flashy pilot project. The press release. But the leaders who build something that lasts? They put trust and integrity at the center. How to Build a Culture of Responsible AI from the Top Down Creating a responsible AI culture isn't accidental. It requires intentionality and investment starting with leadership. So, how do you get started building this culture? Start with education. Executives don't need to be data scientists or engineers, but they do need AI literacy. This means understanding what AI can and can't do, how models behave at a high level, and where bias can creep in. Understanding this is non-negotiable. Establish clear ethical frameworks. Define what responsible AI actually means for your organization. Create guidelines that are actionable. Make sure these frameworks aren't sitting in a binder on a self. Share them, talk about them, and revisit them often. Back it up with sponsorship. Responsible AI needs executive champions who fund the work, remove roadblocks, and model the behavior they want to see. AI is having a transformative impact reshaping industries, redefining roles, and accelerating innovation. But it also carries risk, complexity, and potentially unintended consequences. Navigating this space responsibly starts with leadership. Because the future of AI will not just be shaped by what we build, but by how we lead.
Yahoo
an hour ago
- Yahoo
Traveler shares eye-opening comparison between premium sections on bullet train: 'We need high-speed trains everywhere'
Traveler shares eye-opening comparison between premium sections on bullet train: 'We need high-speed trains everywhere' Travel influencer Sarah (@sarahsdailypov) recently took a few train trips in China and was eager to share her experience with TikTok. She was especially interested in comparing the upper-end business class to the premier class. Business class costs more than twice as much as premier, so it was fair to wonder where that money was going. She ran through the various amenities, including seat configurations, charging access, roominess, and snacks. The biggest difference was that the business class seats reclined fully. Sarah concluded that business class was worth the added cost for longer trips and classified both options as highly affordable. Regardless of the class, Sarah was keen to travel more by train. "We need high speed trains everywhere," she wrote in the video caption. Other travelers in China have echoed the sentiment. China features a world-class high-speed rail network, providing an example of how other countries could work. Some governments, including France, have banned short-haul flights to encourage travelers to take available rail alternatives. Air travel contributes to atmospheric pollution. The heat-trapping gases released from burning jet fuel exacerbate extreme weather patterns such as droughts and floods. By opting for sustainable travel options such as rail, we can avoid these consequences. The faster these trains are, the more competitive they become with airlines. Accessing rail hinges on investment in building the infrastructure, however. The United Kingdom is working to expand its high-speed rail network. Small sections exist in America, while a handful more are in progress. Compared to China, some people have wondered, "When is the U.S. gonna catch up?" Sarah's experience shows that trains aren't only good for the environment; they can be comfortable and affordable too. TikTok commenters were clear about their travel preferences. "BUSINESS class!…next question," said one user. Would you be more likely to use a rideshare service that offers EV rides? Absolutely Only if it wasn't more expensive Only if the wait times weren't longer Not interested Click your choice to see results and speak your mind. Join our free newsletter for weekly updates on the latest innovations improving our lives and shaping our future, and don't miss this cool list of easy ways to help yourself while helping the planet. Solve the daily Crossword
Yahoo
2 hours ago
- Yahoo
Warren Buffett Warns Acquisitions Can Feel Like ‘Ecstasy' But Says ‘Corporate Mating' Can Result In ‘Corporate Pregnancy'
Warren Buffett, chairman and CEO of Berkshire Hathaway (BRK.B) (BRK.A), is known for his colorful language and concise business wisdom. Among his more memorable remarks is a caution aimed at corporate executives involved in mergers and acquisitions: 'If corporate pregnancy is going to be the consequence of corporate mating, the time to face that fact is before the moment of ecstasy.' The quote, delivered in Buffett's 1982 letter to shareholders, captures his broader philosophy on capital allocation and responsible corporate management. In this metaphor, "corporate mating" refers to the process of deal-making — specifically mergers or acquisitions — while "pregnancy" signifies the long-term financial, operational, and strategic obligations that result. Buffett's point is clear: executives must consider the full implications of a transaction before committing to it, rather than acting out of short-term excitement or the thrill of expansion. More News from Barchart 1 'Strong Buy' Defense Stock to Snag Instead of Palantir Is Qualcomm the Best Semiconductor Stock to Buy Right Now? A $10 Billion Reason to Buy Palantir Stock Stop Missing Market Moves: Get the FREE Barchart Brief – your midday dose of stock movers, trending sectors, and actionable trade ideas, delivered right to your inbox. Sign Up Now! This observation emerged in a section of the letter where Buffett criticized value-destroying stock-for-stock acquisitions. He emphasized that using undervalued equity to purchase businesses at full or inflated prices can erode shareholder value. In this scenario, the 'moment of ecstasy' refers to the adrenaline and optimism often associated with sealing a deal, while the 'pregnancy' symbolizes the lasting consequences that may not be fully appreciated until much later — when the integration challenges, cultural mismatches, or financial burdens become evident. Buffett's commentary was not hypothetical. At the time, he had narrowly avoided what he later described as a poor acquisition — one that, if completed, could have consumed significant time and resources without clear benefit. His near-miss gave weight to his broader point: prudent business leaders must remain rational and measured, especially when faced with the allure of transformational transactions. What makes Buffett's perspective especially authoritative is his long track record of disciplined investing and deal-making. Under his leadership, Berkshire Hathaway has grown into a multinational conglomerate with a reputation for acquiring high-quality businesses at fair prices — and for avoiding deals driven by emotion or market trends. His insistence on aligning acquisitions with intrinsic value and long-term strategy, rather than short-term enthusiasm, has made his approach widely studied by investors and executives alike. In today's corporate landscape, the sentiment behind Buffett's warning remains highly relevant. M&A activity continues to be a significant driver of headlines and shareholder speculation. While many deals are framed as growth opportunities or strategic fits, history has shown that not all mergers deliver value. Cultural integration, synergies, debt loads, and shifting market conditions can all turn promising combinations into operational burdens. Buffett's quote serves as a timeless reminder that the time to assess risk, value, and fit is before a commitment is made — not after. Just as in personal relationships, the most lasting consequences of corporate decisions often follow moments of intense excitement. And as Buffett warns, those moments must be met with clear eyes and careful judgment — not just enthusiasm for the deal itself. On the date of publication, Caleb Naysmith did not have (either directly or indirectly) positions in any of the securities mentioned in this article. All information and data in this article is solely for informational purposes. This article was originally published on Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
