Shalu Mitruka, co-founder of GrowthPal, a Pune-based AI and data-driven M&A deal-sourcing platform, stands out not just for her entrepreneurial success but for her ability to navigate the complexities of startup life while balancing motherhood. A proud alumna of IIT Kharagpur and IIM Lucknow, Mitruka is one of the few women founders in the traditionally male-dominated investment banking sector.
Her entrepreneurial journey is deeply intertwined with her personal life. GrowthPal’s rapid growth coincided with the birth of her daughter, Swara. Reflecting on this unique phase, she shares, “For me, both GrowthPal and Swara are like my babies. I never really took a complete break. After two months, I resumed work because both were equally important priorities for me.”
Juggling the responsibilities of a fast-growing startup and motherhood was far from easy. Late-night calls with US clients, managing a team of 50, and wanting to be present for the new born often felt like a constant tug-of-war.
“There are days when I can’t be there for my child—whether it’s missing a milestone like her first dance steps or being away when she’s unwell,” she admits. “For instance, I travel to the US every quarter for three weeks, which means making peace with those missed moments.”
While societal expectations and personal guilt weigh heavily on many women, talking to All Things Talent, Mitruka emphasises the importance of a long-term perspective. “Life is a 50- or 60-year journey, not just a snapshot of a few years. As women, we must focus on the bigger picture.”
Breaking Barriers in Investment Banking
Investment banking has traditionally been a male-dominated field, but Mitruka’s journey is a testament to breaking stereotypes. For her, success is rooted in skills, attitude, and determination—not gender. “It’s about taking the right steps in the right way and trusting in your abilities,” she says. “Whether it happens in a year, two years, or a decade, consistent effort is key.”
Her entrepreneurial journey has been transformative, both professionally and personally. “In the last four years at GrowthPal, I have learned 10 times more than in my previous jobs or during college. Time management, decision-making, and resilience are skills you master only by living them,” she reflects.
Despite external judgement and societal expectations, Mitruka remains focused. “When I started traveling for work, I heard comments like, ‘How can she leave her child and go?’ But I knew that my child wouldn’t remember those absences. Instead, she would remember the example I set as someone who worked hard and achieved something meaningful.”
Navigating Career Breaks and Re-Entry
Mitruka is a vocal advocate for women navigating career breaks, especially maternity-related ones. She stresses the importance of upskilling during breaks to stay relevant. “In fields like technology, sales, or investment banking, new tools and practices emerge constantly. Even a six-month break can mean changes in the landscape,” she notes. For women considering their return, she recommends dedicating a few months to reskilling to ensure a smooth transition back into the workforce.
She encourages women to connect with mentors and professionals to gain insights and stay informed. “Having conversations with people one or two years ahead in their career path can provide valuable guidance,” she adds.
Mitruka says she has observed that women who have been on extended breaks — a year, two years, or more — often face confidence issues. They start doubting themselves, questioning whether they can meet expectations, deliver as they once did, or even justify their previous salary levels. This lack of confidence is a significant challenge, especially for those stepping back into high-pressure roles after family-related breaks like raising a second child or managing emergencies.
She emphasises the importance of incremental achievements to rebuild confidence. “Confidence builds through small wins. Assigning manageable tasks initially allows women to prove to themselves that they can still perform at a high level. Positive reinforcement and appreciation go a long way in restoring their self-belief,” she explains. “Smaller responsibilities in the initial weeks can make them think, ‘I have done this before; I can do this again.’”
At GrowthPal, Mitruka says they take deliberate steps to address this. “When onboarding women returning to work, we have open conversations about their preferences. We ask if they would like to ease back in with smaller, less demanding roles or resume a challenging position similar to their prior role. Often, women express a desire to start smaller, and we accommodate that by designing roles that allow flexibility.
“I have seen women in my team who started small, with less demanding roles, gradually evolve into top contributors within six months. It’s about letting them choose their starting point and grow at their own pace.
Work-Life Balance Strategies
Time management is a cornerstone of Mitruka’s work-life balance. “I am very particular about using every minute effectively. At the office, I ensure those 10 hours are productive so I don’t need to open my laptop when I get home,” she shares.
Delegating tasks and empowering team members is another strategy she employs. “By upskilling my team, I can focus on higher-level tasks, which reduces my workload and helps me balance family and career.” When her schedule involves late-night calls, she plans them around child’s routine. “I ensure these calls happen after my daughter is asleep, typically by 9 or 10 pm, so our family time remains uninterrupted.”
Return-to-Work Programs: Real Change or Token Gestures?
Mitruka highlights the mixed effectiveness of return-to-work programs for women. While some organisations are genuinely committed to supporting women’s reintegration into the workforce, others risk treating these initiatives as token gestures. “Many HR professionals, especially in India, still dismiss resumes with career gaps without giving women a fair chance,” she observes. This bias stems from the assumption that candidates with breaks might lack the skills or performance required for demanding roles. She calls for stricter hiring policies, such as mandating the inclusion of candidates with career breaks in recruitment processes, to ensure fair opportunities.
Mitruka believes that addressing systemic biases is critical but also emphasises the need for structural improvements in these programs. “Programs like job-sharing or flexible hours can be successful, but they often lack execution and scalability in practice,” she explains. While such flexible models are widely normalised in Western countries, their adoption in India remains limited. Indian organisations, Mitruka suggests, should adapt successful global frameworks and prioritise thoughtful implementation to accommodate both business demands and the needs of returning professionals.
Another gap she identifies lies in the uneven focus of these programs. While upper management women professionals with strong networks and credentials may benefit from return-to-work initiatives, middle management professionals often struggle with reintegration due to a lack of access to opportunities and support. To bridge this gap, she advocates for phased reintegration, sustained mentorship, and upskilling initiatives that cater to diverse professional backgrounds.
The intent behind these programs, Mitruka stresses, is key to their success. Organisations must go beyond ticking boxes to genuinely understand and address the barriers women face when re-entering the workforce. She also emphasises the importance of shifting cultural attitudes toward career breaks, urging companies to recognise the value women bring, regardless of gaps in their professional timelines.
The Importance of Flexibility
As someone who understands the emotional and logistical demands of balancing career and family, Mitruka sees flexibility as key to ensuring success for women returning to work. “One key learning from COVID has been the value of flexibility — in hours, location, and timing,” she observes. Women often need the flexibility to structure their workday around family responsibilities, whether that’s working early mornings or late evenings. “As long as the deliverables are met, the traditional 9-to-5 model isn’t always necessary,” she affirms.
“Employers need to shift from a ‘day-one readiness’ expectation to understanding the transition period required for women returning from extended breaks,” she adds. “Offering them three to six months to settle in, along with flexibility in work hours, can ensure both productivity and retention.”
Advice to Women
Be Honest and True to Yourself: Mitruka emphasises honesty and accountability. “When you decide to take on a challenging position or responsibility, understand what’s expected of you and commit to it. Making promises you can’t keep or seeking too many exceptions can damage trust and relationships with your employer and team.”
Trust Matters: She emphasises the importance of trust sharing an inspiring anecdote about a friend who signed a job offer during the ninth month of pregnancy. “This trust and openness between her and her employer were pivotal. One bad example can shape a company’s hiring policies, so approach these decisions with integrity.”
For women returning to the workforce, Mitruka advises: “Focus on small, consistent steps. Keep delivering on your commitments, and don’t hesitate to negotiate roles that align with your needs.”
Mitruka’s journey is a powerful reminder being ambitious and being a good parent are not mutually exclusive. It’s about finding a balance that works for you — and owning that decision without guilt. For her, life is a marathon, not a sprint. “If you stay strong, financially independent, and true to your ambitions, your children will one day look back and feel proud of what you have accomplished.”
