Long ago if someone had told us that it would not require to go to the bank for money, we would have laughed it away. Similar to the trajectory of its kin, the insurance industry is on the cusp of transformation. We sat down with Surabhi Sharma, Head of People, Zinnia to gauge the landscape of the insurtech in India and its impact on hiring.
Zinnia is a new tech company, but not new to insurance. In the last 20 years, it has helped transform the insurance landscape and build the modern rails of insurance while simplifying and making insurance more accessible, efficient, and user-friendly through advanced technology and innovative solutions. They have 3000 employees globally and around 1500 employees in India.
Zinnia emphasises being bold and challenging the status quo. How does this value manifest in your day-to-day operations?
At Zinnia, being bold is not just a value to talk about—it's something we live in every day. The insurance industry has been traditionally slow to change, but we’re committed to transforming it from the ground up. This means constantly questioning existing processes and finding new, innovative ways to deliver value. Whether it's through automation or rethinking how we engage with customers, boldness is at the heart of everything we do.
You’ve mentioned the importance of teamwork and diversity at Zinnia. How does the company ensure that these values are upheld?
Teamwork and diversity are two sides of the same coin at Zinnia. We believe that unity makes us stronger, but diversity makes us better. Our leadership team reflects this—our CEO, Michele, is based in Connecticut but brings a global perspective from her British roots, while our India CEO hails from Nebraska but leads from Gurugram. This blend of backgrounds ensures that we have a wide range of perspectives at the table, which is crucial for innovation.
We’ve also implemented several initiatives to ensure inclusivity, such as our "pink batches" hiring days dedicated to recruiting more women, and our Employee Resource Groups (ERGs) that support various communities within our workforce.
Some of our ERGs are: Asian & Pacific Islanders Alliance, Black at Zinnia, Queer Pride, iSomos (those who identify as Hispanic, Latino/a, Latinx, or any variation), VITAL ( veterans), Women in Tech, Zinnia Women's Alliance. Inclusivity is not just a goal; it's the core of how we operate.
Zinnia has made significant efforts to engage with the community. Can you share more about the initiatives you’re most proud of?
One initiative close to my heart is our work under the Prayas volunteering club, where we focus on upskilling marginalised communities, particularly the LGBTQ+ community. We've partnered with organisations like Mitra Foundation in Gurugram and Lighthouse Foundation in Pune to provide career opportunities to transgender individuals, who are often overlooked in the job market. We’ve also launched projects aimed at empowering women. These initiatives reflect our commitment to making a positive impact beyond just business.
The insurance industry is often seen as resistant to change. How is Zinnia addressing this challenge?
It’s true that the insurance industry has been slower to transform compared to others like banking. However, this presents a unique opportunity for us at Zinnia. Our goal is to digitise the entire insurance process—from the moment a customer considers buying a policy to managing it over time. We're automating as much of the backend as possible, making the industry more open and accessible. I’m confident that in 20 years, we’ll look back and see just how far we’ve come in modernising this field.
How does Zinnia approach leadership, and what qualities do you think are essential for leaders within the company?
Leadership at Zinnia is all about alignment with our core values. We don’t just focus on skills and experience; we look for leaders who embody the principles of boldness, teamwork, and accountability. Our flat hierarchy means that leaders are not just managers—they are collaborators who work closely with their teams to deliver results. It’s about consistently delivering value, not just in what we do, but in how we do it.
As an HR leader, what does a typical day look like for you, and how do you balance the needs of employees with the strategic goals of the company?
A significant portion of my day is dedicated to understanding and solving the challenges our people face. I believe that 30-40% of my time should be spent directly engaging with employees, helping them navigate any issues. The rest of my day is focused on strategy to gauge employee sentiment and refine our people strategies accordingly. At the end of the day, our employees are our customers, and if they’re satisfied, we know we’re on the right track.
Work-life balance is a hot topic these days. How does Zinnia approach this?
At Zinnia, we see life and work as interconnected rather than separate entities. Our hybrid working policy and flexible leave options reflect this understanding. We’ve had many discussions about how to best support our employees in balancing their professional and personal lives, and we’ve tailored our policies to focus on outcomes rather than just hours spent working. It’s all about ensuring that our employees can thrive both at work and in life.
An HR leader with nearly two decades of experience, Surabhi has navigated diverse and cross-cultural environments, managing a multi-generational workforce. Her expertise spans Business HR Partnering, Global Rewards, Talent Management, CSR, Diversity, Equity & Inclusion, and Organisational Development and Change Management. As a strategist with a hands-on approach, she has successfully led key initiatives, including M&A, Integrations, Rebranding, and CSR. Surabhi is currently leading the People & Culture function for Zinnia in India.
About the company - Zinnia
