Gunjan Aggarwal is a transformative leader at the intersection of data, AI, and enterprise innovation. With over 23 years of experience across global markets and Fortune 500 organizations, she specializes in turning complex information into clear, strategic action that drives measurable business value. Known for leading large-scale transformation and building resilient, high-impact teams, she brings clarity, compassion, and bold thinking to everything she does. Gunjan is a passionate advocate for equity in technology and leadership, and she serves as Programming Director at HBA Central NJ and is a member of Women Business Leaders (WBL).
Recently, in an exclusive interview with CIO Magazine, Gunjan shared insights on the role of artificial intelligence in shaping the future of healthcare, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Gunjan. What drives your passion for using data, digital, and AI in healthcare?
My passion comes from seeing how technology can literally change lives when applied with intention. One moment I’ll never forget was when we used unstructured clinical notes to understand the unmet needs and readiness of patients living with a rare disease. These notes—often buried deep in EHRs—held clues that traditional metrics would never capture. AI helped surface silent struggles and identify ideal moments for intervention. That’s not “innovation” for innovation’s sake—it’s human impact at scale.
What drives me isn’t the tech itself, but what it enables: equity, access, and precision. AI isn’t the future—it’s the present. But only if we wield it with empathy.
What do you love the most about your current role?
What I love most is the ability to connect dots others don’t see—between data and human experience, between strategy and compassion. My role allows me to track the entire journey of a patient and an HCP, not just from a commercial lens, but from a deeply human one.
One friction point that hit home was in a rare pediatric disease. The therapy had to be administered in a hospital setting. But I kept thinking about the single mother, working two jobs, trying to make that happen. We realized education was lacking—not just clinical, but logistical. So we shifted the way we communicated—not just to doctors, but to families. That’s the part of my job I treasure most: transforming insights into real solutions that move people, not just metrics.
I’m here to make the complex simple, and the inaccessible reachable. That’s what keeps me motivated.
What role do you think AI will play in shaping the future of healthcare, and how are you preparing for it?
AI is poised to be the cornerstone of a new healthcare paradigm—one that is predictive, personalized, and preventive. It’s not just about automating processes; it’s about unlocking insights that were previously inaccessible, enabling proactive interventions. It’s imperative that we approach AI integration with a sense of responsibility, ensuring ethical considerations are at the forefront as we reshape healthcare delivery.
We’re not racing to deploy—we’re racing to deploy responsibly. This isn’t just a tech challenge—it’s a moral one. The winners in this space will be those who build AI with both precision and purpose.
How do you stay current with the latest trends and technologies in data and AI?
Curiosity is my compass. I consume obsessively—from global AI forums to startup demo days to cross-industry think tanks. I read papers, meet with young founders, and sit in on academic debates.
But more than that, I stay grounded by staying close to patients and business needs. Trends shift. Jargon evolves. But the problems worth solving? They stay consistent. So I ask myself: Am I learning something that will help someone live better, longer, sooner? If the answer is yes, I lean in.
Technology trends change fast, but human needs don’t. Staying current means staying curious—but grounded.
What does the term “authentic leadership” mean to you?
Authentic leadership means having the courage to challenge what’s “working.” When I took on my current role, I was told, “Things are fine as they are.” But I didn’t see fine—I saw friction. Incomplete HCP education. Fragmented patient pathways. So I pushed. I ran pilots. I tested proof-of-concepts. I influenced laterally and navigated the matrix.
Leadership, to me, means acting before you’re asked, speaking before you’re certain, and standing firm even when it’s uncomfortable. I don’t lead to keep the peace—I lead to move the needle.
What are your thoughts on diversity and inclusion in tech? How important is it to have authentic conversations to create more acceptance globally?
As an Indian woman in tech, I’ve often walked into rooms where no one looked like me—or thought like me. That’s not just isolating—it’s limiting, for everyone involved. Diversity is not a moral add-on. It’s the engine of better design, stronger models, and deeper empathy.
But real inclusion starts when we drop the polish. When hiring managers admit bias. When leaders talk less and listen more. Inclusion doesn’t begin on a stage—it begins in the systems we shape. If we want AI to serve the world, the world must help build it.
Which technology are you investing in now to prepare for the future?
I invest in mindset before machinery. Yes, we’re exploring LLMs, real-world evidence platforms, and advanced data integration, but none of it works without people who can adapt, question, and evolve.
The future will not be led by those with the fanciest tech—but by those with the most flexible thinking. I’m building teams that can unlearn and relearn fast. That’s the only tech insurance policy that matters.
What are some of your passions outside of work? What do you like to do in your time off?
I hike to recharge—and to remember perspective. Climbing Kilimanjaro and trekking to Everest Base Camp weren’t just physical feats; they were mental resets. In pharma, restructuring and change are constants. The mountains taught me to approach turbulence with calm, to zoom out before reacting, and to choose resilience over resistance.
They also reminded me what matters: balance, family, and giving my team the same grace I give myself. Leadership isn’t about being superhuman—it’s about knowing when to pause and when to push.
I’m also an avid reader, especially of historical nonfiction and leadership memoirs. Nature resets me. Books expand me. And both remind me that resilience is built in the quiet, not just in the spotlight.
What is your biggest goal? Where do you see yourself in 5 years from now?
My north star is removing friction from the healthcare system. As both a leader and a user, I’ve experienced the disjointedness firsthand. Why can’t I log into one portal and see all my records? Why do patients still fall through cracks we know exist?
In five years, I want to be driving systemic simplification—where tech connects, not confuses. Where care begins at the point of need, not at the point of entry. I’m not building more digital layers—I’m cutting through them. We’re not just rebuilding infrastructure. We’re rebuilding trust.
And I plan to lead that charge.
What advice would you give to aspiring leaders in the healthcare industry?
Don’t treat healthcare like a job—treat it like a legacy. This is the one industry where your decisions can echo in someone’s life forever. Be relentless in asking why. Be bold in challenging what’s always been done.
I’ve been told “no” more times than I can count. But I’ve learned: impact doesn’t need permission. The future of healthcare won’t be led by the cautious. It will be led by the courageous. So lead with heart. And don’t play small.
And remember: this industry doesn’t need more leaders with ambition—it needs more leaders with audacity and heart.