Sarala Menon brings over three and a half decades of senior leadership experience to her coaching practice — earned at the highest levels of global organisations, across Asia, Europe, and the United States.

She retired as Executive Vice President — End-to-End Supply Chain at Colgate-Palmolive (India & South Asia), after leading large-scale transformation and implementing organisation-wide digital change across one of the most demanding FMCG environments. As a certified Independent Director currently serving on the board of a listed company, she brings a boardroom perspective that is genuinely rare in executive coaching. She understands the expectations placed on senior leaders from both sides of the table.

Her coaching is direct, intelligent, and tailored — built for leaders navigating inflection points. Stepping into broader mandates. Building influence across the matrix. Refining their voice in high-stakes forums. For leaders ready to move beyond competence — and lead with clarity, conviction, and presence.

Sarala Menon spent over three and a half decades reimagining supply chains from the inside — at Colgate-Palmolive, Asian Paints, and Unilever. As EVP for End-to-End Supply Chain at Colgate-Palmolive (India & South Asia), she led large-scale transformation programmes, drove organisation-wide digital adoption, and built supply chain organisations that were future-ready, agile, resilient, and positively impactful on business deliverables.

Her international experience — spanning a Global Business Planning role in New York and Supply Chain leadership for Central Europe West, comprising Germany, Switzerland, and Austria — combined with her organisation-wide digital transformation work, brings a genuinely global lens and critical thinking to every transformation engagement.

Her consulting approach begins where most supply chain work stops: not with a framework applied from outside, but with a rigorous diagnosis of the specific structural and cultural conditions that are limiting performance. She works at the intersection of operations, strategy, human capital, and financial outcomes — because supply chain transformation that ignores any one of those is incomplete.

Aditi Menon is a Delhi Bar advocate and Oxford MBA with over seven years of litigation experience across intellectual property, technology, and privacy law. Her practice has spanned e-commerce platforms, consumer electronics, pharmaceuticals, FMCG, cloud computing, and corporate technology — with a near 90% success rate in limiting litigation exposure.

Her legal strategy was central to establishing one of only two instances worldwide of interim intermediary liability against a global e-commerce platform before the Delhi High Court — setting the terms for how digital platforms govern third-party conduct in India. Her arguments secured a precedent-setting device patent enforcement victory for a consumer electronics client, with damages nearing ₹80 lakhs — among the first awards of its kind before the Delhi High Court. Her work forced a competitor with annual sales approaching USD 24 million to cease operations, rebrand, and revise three years of product packaging — redrawing the competitive landscape for her client entirely.

The Oxford MBA is not decorative. It means the client across the table is not briefing a lawyer and then briefing a strategist separately. They are speaking to someone who reads the legal risk and the commercial opportunity in the same breath — and advises at the intersection of both. The difference between legal counsel that protects what exists and legal counsel that builds what comes next.

The Legal 500 identified her as one of five key lawyers at a Tier-1 IP firm — the only associate named alongside partners, for three consecutive years.

Aditi Menon is a lawyer who has argued before the Delhi High Court and the Supreme Court of India and studied at Oxford University — environments where an undefended claim, a logical gap, or a weak argument is dismantled on the spot.

What she kept seeing was a pattern: bright, hardworking students unable to walk into elite rooms with confidence. The language, the frameworks, the ability to hold a position under pressure — they were never taught. She spent a year translating the same tools used by top-tier litigators and consultants into programmes designed specifically for students and young professionals at the two most consequential stages of their intellectual formation.

The Logic Lab is not a theory. It is a distillation of what it actually takes to think, speak, and write under pressure — learned in rooms where it counted. Built to close the gap. Permanently.