IWD Voices: Meghna Ghai Puri – ‘Women Are No Longer Asking for a Seat at the Table; They Are Building Their Own Tables’
We are dedicating the entire month of March to spotlighting voices from across the industry as part of our IWD Voices series. Leaders will share their journeys, experiences, insights, and the lessons that have shaped them.
Next up, we speak with Meghna Ghai Puri, President at Whistling Woods International.
In our conversation, Meghna reflects on what this year’s IWD theme means to her and shares how her understanding of fairness has shifted from equality to equity over the course of her career. She also speaks to how Whistling Woods International was founded and the moment she realized the work had become a personal calling.
She also discusses the responsibility senior leaders have to go beyond policies and create genuinely equitable environments, and the change she most hopes to see for the next generation of women in the workplace.
The theme for International Women’s Day 2026 is “Rights. Justice. Action. For ALL Women and Girls.” What does this mean to you professionally and personally?
To me, the theme “Rights. Justice. Action. For ALL Women and Girls.” is a powerful reminder that equality cannot remain an idea- it must be lived, practiced, and protected every single day.
Professionally, it means building and nurturing an institution where every woman and girl who walks through our doors, experiences opportunity not as a privilege, but as a fundamental right. Equal access to education, mentorship, leadership platforms, creative freedom-these are not gestures of goodwill; they are responsibilities. It also means going beyond acknowledgment of challenges and consciously working to dismantle barriers.
What first drew you to your industry, and was there a defining moment that set your career in motion? Was there a role model who influenced you early on?
What first drew me to this industry was really my father’s vision. Long before the idea of a structured institute for media and entertainment education existed in India, he believed that the industry needed a place where young talent could be nurtured and guided. He always felt that it was our responsibility to give back to create a space where the next generation could learn, grow and thrive. His dream was never just about building an institution; it was about building people.
In the beginning, I stepped into this journey because he asked me to. I wanted to support him in bringing that vision to life. We spent a lot of time researching and travelling across the world, visiting leading universities and institutions to understand how creative education could be structured. Those experiences eventually shaped what became Whistling Woods International when we founded it in 2006.
"My role models have always been my parents. My father continues to inspire me with his curiosity and his constant desire to learn and evolve, no matter how much he has already achieved."
Somewhere along the way, what began as a commitment to my father slowly became a personal calling. The defining moment for me was seeing the transformation in our students. Watching young individuals discover their confidence, their skills, and their direction- seeing careers begin to take shape , that’s when I truly fell in love with what we were building. The impact felt very real, very human.
My role models have always been my parents. My father continues to inspire me with his curiosity and his constant desire to learn and evolve, no matter how much he has already achieved. And my mother shaped the kind of leader I try to be- she instilled in us strong values, humility, and empathy. She always reminded us that success means little if it is not shared, and that true leadership comes from compassion and service.
How has your understanding of fairness changed as you’ve gained experience and seniority?
Early in my career, I believed fairness meant treating everyone the same. Over time, I’ve come to understand that fairness actually means giving people what they need to succeed and those needs aren’t always identical. It’s really about equity, not just equality.
Every student’s journey is different. Some need stronger mentorship, some need financial support, and some simply need someone to believe in them when they may not have had that support before.
"To me, fairness isn’t passive. It has to be intentional, and it requires constant awareness and commitment."
As a leader, fairness also means recognizing that opportunity is not distributed equally. Because of that, we have a responsibility to actively create and expand those opportunities. It means being willing to call out bias when we see it, even when it’s uncomfortable. It also means using whatever platform we have to open doors for others, especially for those who may not have had access before.
To me, fairness isn’t passive. It has to be intentional, and it requires constant awareness and commitment.
As conversations around women and work have evolved, what do you think has genuinely improved—and where do you think more attention and action are still needed?
There has been meaningful progress over the years not just in policies, but in mindset. Today, women are no longer asking for a seat at the table; they are building their own tables, leading organizations, shaping industries, and redefining leadership itself. We are seeing greater visibility of women in boardrooms, on creative sets, in classrooms, and in entrepreneurial spaces. Importantly, the narrative has shifted from “Can women lead?” to “How do we create systems where women can truly thrive?” And that shift in dialogue is very powerful.
"Today, women are no longer asking for a seat at the table; they are building their own tables, leading organizations, shaping industries, and redefining leadership itself."
At the same time, we must also acknowledge the quieter barriers that still exist, self-doubt shaped by years of social conditioning, unconscious biases, and the pressure many women feel to constantly prove themselves. Creating environments where women can lead authentically, without having to diminish either their empathy or their strength, is essential.
Is there a project or initiative you’ve worked on related to women’s empowerment that you’re particularly proud of? What made it meaningful to you?
I’m deeply proud of the culture we’ve built at Whistling Woods International, where women don’t just participate- they lead. Across the institute, whether it’s Academics, Admissions, Marketing, HR, or Administration, women are playing key leadership roles and actively shaping the direction of the institution.
What makes this even more meaningful for me is seeing our women students step into roles that were once considered male-dominated fields like cinematography, sound design, direction, production management, game design, and animation. Watching them pursue these paths with confidence is incredibly inspiring.
As an institute, we consciously support and mentor them, connect them with industry professionals, and work to challenge the outdated idea that certain creative roles belong to men. For us, it’s not about a single initiative , it’s about creating an ecosystem where women feel empowered to grow, lead, and thrive.
What responsibility do senior leaders have in shaping more equitable workplaces, beyond statements or policies?
Senior leaders have to be willing to do the uncomfortable work. Policies mean very little if they are not implemented, and statements are hollow if they are not backed by action. Our responsibility is to constantly question the status quo, even and especially when the system may be working in our favour.
That means taking an honest look at our own biases, questioning how decisions are made, who gets promoted, and why. It means ensuring that pay equity is not just something we talk about, but something we actively practice.
It also means intentionally supporting and encouraging deserving women to step into leadership and high-impact roles. Creating environments where women feel psychologically safe to speak up, share their perspectives, and express themselves without fear of being judged or labelled is equally important.
"Senior leaders have to be willing to do the uncomfortable work. Policies mean very little if they are not implemented, and statements are hollow if they are not backed by action."
And perhaps most importantly, it requires listening, truly listening, to the women within our organizations, especially those whose voices are not always heard.
Leadership is not about simply talking about support; it is about using the position we hold to create more opportunities and open doors for the next generation. That responsibility is something we must take very seriously.
What is one change you would like to see in workplaces for the next generation of women?
I want the next generation of women to never feel that they have to choose between ambition and motherhood, or between being respected and being liked. I hope we move towards workplaces where flexibility isn’t seen as a “women’s issue,” but simply as a human one. Where leadership is measured by impact and contribution, not just the number of hours someone logs.
Most importantly, I want young women to walk into any room with the confidence that they belong there without questioning their place. That confidence should come from the systems, the policies, the culture, and the people in leadership who make it clear that opportunity is truly open to everyone.
That is the kind of workplace we are building at Whistling Woods International, and it’s also the mindset we try to instil in our students – both girls and boys as they step into the industry and the world beyond.
Source : Brandinginasia.com
Next up, we speak with Meghna Ghai Puri, President at Whistling Woods International.
In our conversation, Meghna reflects on what this year’s IWD theme means to her and shares how her understanding of fairness has shifted from equality to equity over the course of her career. She also speaks to how Whistling Woods International was founded and the moment she realized the work had become a personal calling.
She also discusses the responsibility senior leaders have to go beyond policies and create genuinely equitable environments, and the change she most hopes to see for the next generation of women in the workplace.
The theme for International Women’s Day 2026 is “Rights. Justice. Action. For ALL Women and Girls.” What does this mean to you professionally and personally?
To me, the theme “Rights. Justice. Action. For ALL Women and Girls.” is a powerful reminder that equality cannot remain an idea- it must be lived, practiced, and protected every single day.
Professionally, it means building and nurturing an institution where every woman and girl who walks through our doors, experiences opportunity not as a privilege, but as a fundamental right. Equal access to education, mentorship, leadership platforms, creative freedom-these are not gestures of goodwill; they are responsibilities. It also means going beyond acknowledgment of challenges and consciously working to dismantle barriers.
What first drew you to your industry, and was there a defining moment that set your career in motion? Was there a role model who influenced you early on?
What first drew me to this industry was really my father’s vision. Long before the idea of a structured institute for media and entertainment education existed in India, he believed that the industry needed a place where young talent could be nurtured and guided. He always felt that it was our responsibility to give back to create a space where the next generation could learn, grow and thrive. His dream was never just about building an institution; it was about building people.
In the beginning, I stepped into this journey because he asked me to. I wanted to support him in bringing that vision to life. We spent a lot of time researching and travelling across the world, visiting leading universities and institutions to understand how creative education could be structured. Those experiences eventually shaped what became Whistling Woods International when we founded it in 2006.
"My role models have always been my parents. My father continues to inspire me with his curiosity and his constant desire to learn and evolve, no matter how much he has already achieved."
Somewhere along the way, what began as a commitment to my father slowly became a personal calling. The defining moment for me was seeing the transformation in our students. Watching young individuals discover their confidence, their skills, and their direction- seeing careers begin to take shape , that’s when I truly fell in love with what we were building. The impact felt very real, very human.
My role models have always been my parents. My father continues to inspire me with his curiosity and his constant desire to learn and evolve, no matter how much he has already achieved. And my mother shaped the kind of leader I try to be- she instilled in us strong values, humility, and empathy. She always reminded us that success means little if it is not shared, and that true leadership comes from compassion and service.
How has your understanding of fairness changed as you’ve gained experience and seniority?
Early in my career, I believed fairness meant treating everyone the same. Over time, I’ve come to understand that fairness actually means giving people what they need to succeed and those needs aren’t always identical. It’s really about equity, not just equality.
Every student’s journey is different. Some need stronger mentorship, some need financial support, and some simply need someone to believe in them when they may not have had that support before.
"To me, fairness isn’t passive. It has to be intentional, and it requires constant awareness and commitment."
As a leader, fairness also means recognizing that opportunity is not distributed equally. Because of that, we have a responsibility to actively create and expand those opportunities. It means being willing to call out bias when we see it, even when it’s uncomfortable. It also means using whatever platform we have to open doors for others, especially for those who may not have had access before.
To me, fairness isn’t passive. It has to be intentional, and it requires constant awareness and commitment.
As conversations around women and work have evolved, what do you think has genuinely improved—and where do you think more attention and action are still needed?
There has been meaningful progress over the years not just in policies, but in mindset. Today, women are no longer asking for a seat at the table; they are building their own tables, leading organizations, shaping industries, and redefining leadership itself. We are seeing greater visibility of women in boardrooms, on creative sets, in classrooms, and in entrepreneurial spaces. Importantly, the narrative has shifted from “Can women lead?” to “How do we create systems where women can truly thrive?” And that shift in dialogue is very powerful.
"Today, women are no longer asking for a seat at the table; they are building their own tables, leading organizations, shaping industries, and redefining leadership itself."
At the same time, we must also acknowledge the quieter barriers that still exist, self-doubt shaped by years of social conditioning, unconscious biases, and the pressure many women feel to constantly prove themselves. Creating environments where women can lead authentically, without having to diminish either their empathy or their strength, is essential.
Is there a project or initiative you’ve worked on related to women’s empowerment that you’re particularly proud of? What made it meaningful to you?
I’m deeply proud of the culture we’ve built at Whistling Woods International, where women don’t just participate- they lead. Across the institute, whether it’s Academics, Admissions, Marketing, HR, or Administration, women are playing key leadership roles and actively shaping the direction of the institution.
What makes this even more meaningful for me is seeing our women students step into roles that were once considered male-dominated fields like cinematography, sound design, direction, production management, game design, and animation. Watching them pursue these paths with confidence is incredibly inspiring.
As an institute, we consciously support and mentor them, connect them with industry professionals, and work to challenge the outdated idea that certain creative roles belong to men. For us, it’s not about a single initiative , it’s about creating an ecosystem where women feel empowered to grow, lead, and thrive.
What responsibility do senior leaders have in shaping more equitable workplaces, beyond statements or policies?
Senior leaders have to be willing to do the uncomfortable work. Policies mean very little if they are not implemented, and statements are hollow if they are not backed by action. Our responsibility is to constantly question the status quo, even and especially when the system may be working in our favour.
That means taking an honest look at our own biases, questioning how decisions are made, who gets promoted, and why. It means ensuring that pay equity is not just something we talk about, but something we actively practice.
It also means intentionally supporting and encouraging deserving women to step into leadership and high-impact roles. Creating environments where women feel psychologically safe to speak up, share their perspectives, and express themselves without fear of being judged or labelled is equally important.
"Senior leaders have to be willing to do the uncomfortable work. Policies mean very little if they are not implemented, and statements are hollow if they are not backed by action."
And perhaps most importantly, it requires listening, truly listening, to the women within our organizations, especially those whose voices are not always heard.
Leadership is not about simply talking about support; it is about using the position we hold to create more opportunities and open doors for the next generation. That responsibility is something we must take very seriously.
What is one change you would like to see in workplaces for the next generation of women?
I want the next generation of women to never feel that they have to choose between ambition and motherhood, or between being respected and being liked. I hope we move towards workplaces where flexibility isn’t seen as a “women’s issue,” but simply as a human one. Where leadership is measured by impact and contribution, not just the number of hours someone logs.
Most importantly, I want young women to walk into any room with the confidence that they belong there without questioning their place. That confidence should come from the systems, the policies, the culture, and the people in leadership who make it clear that opportunity is truly open to everyone.
That is the kind of workplace we are building at Whistling Woods International, and it’s also the mindset we try to instil in our students – both girls and boys as they step into the industry and the world beyond.
Source : Brandinginasia.com