There's a quote that Kadambari Sabharwal Talwar, General Manager at Courtyard by Marriott Bengaluru Hebbal, lives by and it shapes everything she says about leadership:

"Do not follow where the path may lead. Go instead where there is no path  and leave a trail for others to follow."

It's not just a motivational line. For her, it's personal.

Kadambari's journey to becoming a General Manager wasn't just about hard work and performance, it was also about someone, at some point, choosing to believe in her and opening a door. That experience is what drives her belief that leadership isn't just about the seat you occupy. It's about how many seats you create for others.

"Leadership is not simply about occupying a seat at the table, it is about expanding the table so more voices are represented and more women have the opportunity to lead, influence and redefine what leadership looks like."

India's hospitality sector has made real progress when it comes to women entering and growing within the workforce. Higher literacy levels, rising career ambitions, and more visible role models have all played a part. More women are now exploring diverse roles across functions and leadership tracks, than ever before. But progress and arrival at the top are two very different things. Structural challenges still slow down the pace at which women reach senior leadership. It's not always about performance, it's also about access. Access to sponsorship, to strategic assignments, to the right networks, and to leaders who actively advocate for emerging talent. These things still remain unevenly distributed.

The good news is that organisations are waking up to the real business case for gender diversity. Diverse leadership teams make better, more balanced decisions. They build workplaces where people feel genuinely heard and that has a direct impact on innovation, resilience, and long-term growth. Even in a hospitality market that's expanding fast while watching costs carefully, diversity and inclusion remain firmly on the agenda. The conversation has also matured, it's no longer just about representation in numbers. It's about meaningful inclusion, building leadership pipelines, and making sure different perspectives are part of key business decisions from the start.

When it comes to what practically moves the needle, Kadambari is clear. Cross-functional exposure, leadership training, and rotational assignments build the commercial and operational experience women need to step into senior roles with confidence. Structured mentorship and shadowing programmes help with the softer but equally important side, building confidence and navigating career transitions. But the most powerful combination, in her experience, is mentorship paired with sponsorship.

"Mentorship offers guidance, perspective, and support, while sponsorship actively advocates for talent, creating visibility and opening doors to opportunities that might otherwise remain out of reach. When both work together, they create a powerful pathway for leadership growth."

It's a distinction worth paying attention to. Mentors help you grow. Sponsors help you get seen. Both matter, but together, they're transformative.

For women just starting out or navigating their way up, Kadambari's advice is simple -  don't wait for a defined path. Create one. And when you do, make sure you're leaving enough markers behind for the women who come after you. Women's Day, she says, is a good moment to pause, reflect on these journeys, celebrate the leaders who mentor and advocate, and recommit to building spaces where talent, regardless of gender, gets a genuine shot at the top.