Tarana Mehta serves as the Vice President of Marketing at Rokt, where she’s been for over a year. She brings more than 15 years of global experience in brand management, strategic partnerships, business development and digital marketing across North America and Asia.
Since moving into a leadership role at the company, Mehta says her mindset has shifted from micro to macro. She spends more time thinking about the big picture, her team and how marketing can support the company’s vision and core goals.
“My overall approach is driven by Rokt’s cultural values — conquering new frontiers without ego, owning outcomes and enjoying the ride,” she says. We caught up with her to learn more about her new role, how she manages her team and her advice for other women moving into leadership positions.
What’s one strategy you’ve used when managing an individual or team that you think has been particularly effective?
I think knowing how each team member works on an individual level is crucial so that my leadership style can be personalized to each person’s needs. Understanding every member of my team on a 1:1 level not only helps me support them in achieving our collective goals but also succeed in their role.
What is your No. 1 piece of advice for other women who are moving into or want to move into leadership?
Don’t assume that your work and accomplishments are obvious and visible to all. Influence your own path, set yourself up for success and don’t be afraid to ask about expectations, or a much deserved raise.
How would you describe your leadership style?
It’s important for me to lead by example and maintain transparency with my team. I frequently share my wins and my failures in the hopes my team will find value in the lessons I’ve learnt throughout my career.
What’s the No. 1 thing you hope your direct reports are getting out of working with you?
Problem solving. The ability to turn a ‘no’ into a ‘yes’ and to always be perseverant and think creatively.
How do you think about making sure your direct report(s) feel well-supported in their lives both in and out of the office?
I am always conscious of the example I set in terms of balancing work and life. I regularly encourage my team to prioritize, manage their own schedules, ask for help and not be afraid to push back.
While at Rokt, you’ve built a team that you’re now leading. How did you approach this?
I try to create an environment that encourages authenticity. An open space that allows for curiosity, failures and uncomfortable discussions without judgment. For me, the most exciting part about growing and leading a team is that I get to do so alongside an incredibly talented group of people who openly support and cheer each other on every single day.
While building your team, what did you learn that surprised you most?
This is not something that necessarily surprised me but, in my experience, people respond to authenticity. Building genuine connections and allowing your team to know you not only as their leader but also as a person goes a long way.
How do you prioritize and deal with your to-do list each day?
I always try to prioritize my to-do list by measuring each item against impact, starting with the tasks that would yield the most meaningful results. This method helps me create balance and stay more focused.
Managing people — especially if you’re new to it — is not easy. How has Rokt help set you up for success?
At Rokt, I am not required to fit into stereotypical boxes and that allows me to lead authentically. The company is committed to transparency and creating meaningful feedback loops which helps me stay true to my path and evolve as a leader.
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