Anjali Kuperan on why representation matters, especially in leadership

The fourth edition of the Her World Mentorship Programme champions women who are just stepping into leadership. This year, 13 hand-picked mentees will spend six months journeying with accomplished women leaders.

Over the past four years, Anjali Kuperan led independent oversight across AIA’s 18 Asia-Pacific markets as regional director—the youngest person in their history—while overseeing reviews of financial resilience, governance and enterprise risk frameworks.

Now, it’s time for something new.

“I’m fortunate to be at a crossroads where I can think more intentionally about the impact I want to have,” says Anjali thoughtfully. “Beyond executive roles, this increasingly includes board positions where I can help organisations make stronger long-term decisions.”

A company’s board is responsible for ensuring stability through long-term strategy and sound governance. While the stereotype of a board member tends to be an older man nearing the end of his career, women like Anjali are helping to reshape that perception.

“I’ve spent much of my career advising executives and boards on financial resilience, risk and capital decisions. I’m now looking to bring that perspective to organisations navigating transformation on an international stage,” says Anjali.

Last year, she also participated in the mentorship programme run by BoardAgender—an initiative of the Singapore Council of Women’s Organisations (SCWO) dedicated to advancing more women into senior leadership positions and boardrooms in Singapore.

Anjali credits her years at local girls’ schools in Singapore with helping to build her confidence, and firmly believes there is nothing women cannot achieve professionally.

“Being surrounded from an early age by capable young women meant female leadership always felt natural to me,” she reflects. “There was never a sense that certain ambitions should belong only to a select group, and that early normalisation continues to shape how I think we should challenge bias in representation today.”

How do you handle moments when you feel uncertain or out of your depth as a leader?

I first remind myself that growth opportunities often follow moments of uncertainty, and then I return to first principles. I know what I’m trying to achieve, and I seek perspectives from people I trust.

Ultimately, I have to move forward with clarity of intent, even if every detail is not yet known.

What are the hallmarks of a good manager?

There isn’t a simple answer. A good manager in one situation may require vastly different skill sets in another.

But what I’ve noticed about all good managers is that they build trust. They communicate clearly, follow through strategically, and have a genuine interest in developing their people.

The best managers create environments that combine psychological safety with high standards, enabling their teams to feel both empowered and accountable.

How should someone show up at work if they want to be seen as leadership material?

Look beyond your existing role and think about what matters most for the wider organisation.

Identify opportunities, develop solutions, and present them strategically and with impact—that’s how you earn buy-in. Once you have that buy-in, take ownership of the outcomes and ensure you deliver them well.

Then rinse and repeat, because great leadership comes from consistency, not some flash in the pan.

Her World Mentorship Programme 2026 is made possible with the support of official beauty partner Cle de Peau Beaute and official network partner Singtel.

ART DIRECTION Adeline Eng
STYLING Donson Chan
HAIR Zhou Aiyi
MAKEUP Lasalle Lee

Special thanks to SCWO and Boardagender for their help and support with the Her World Mentorship Programme 2026