In the exhilarating environment of a rapidly scaling startup, success often carries the seeds of its own undoing. At Porter, an Indian logistics-technology disruptor, business was booming—new talent arriving, novel verticals launching and market footprint expanding. Yet amid this surge, a critical question emerged: who would lead the next phase of growth?
The company’s leadership team had identified a troubling pattern. Employees who excelled in execution were faltering when promoted to management. These domain experts struggled with the transition from ‘doing’ to ‘leading’—hesitating to delegate, avoiding difficult conversations and missing the fundamental purpose of leadership: empowering others. The diagnosis was clear: Porter’s continued success demanded not just hired managers, but homegrown leaders.
“These are not just training programmes but a leadership transformation journey. They are designed to nurture high-potential talent and equip employees with the mindset, skills and strategic acumen needed to step up as leaders.”
Rizwan Khan, VP- people & Culture, Porter
This realisation birthed two distinct leadership development initiatives: the Achieving your Management Potential (AMP) and Assessing Competencies and Excellence (ACE). “These are not just training programmes but a leadership transformation journey,” explains Rizwan Khan, VP-people & culture, Porter. “They are designed to nurture high-potential talent and equip employees with the mindset, skills and strategic acumen needed to step up as leaders.”
AMP targets first-time managers, focusing on fundamental skills such as effective communication, time management and delegation. “Many participants are learning how to give feedback for the first time, making these skills critical to their development,” notes Khan. By equipping novice managers with these core competencies, AMP establishes a solid leadership foundation.
The ACE programme advances this development, catering to managers of managers with emphasis on strategic leadership. Participants explore leadership styles, team management, goal planning and cross-functional collaboration. Moving beyond individual execution, ACE cultivates strategic thinking and an ownership-driven mindset.
Self-awareness forms a cornerstone of both programmes. “Leadership styles vary, and understanding one’s personal leadership approach is critical before applying it effectively,” Khan says. Porter incorporates personality assessments to help employees identify strengths and growth areas. Rather than imposing a uniform model, the goal is to refine each manager’s natural leadership tendencies.
Decision-making receives equal attention. Managers learn to align stakeholders, ensure shared goals and resolve conflicts constructively. “One of the biggest challenges employees usually face is engaging in conflicts with a win-win approach rather than a zero-sum mindset,” acknowledges Khan. Business simulations derived from Porter’s decade of operations allow participants to practise these skills in controlled settings before applying them to real situations.
A distinctive element of Porter’s leadership philosophy is the emphasis on developing others. The company believes true leadership reduces dependency on any single individual by preparing capable successors. Both programmes instil coaching skills, encouraging managers to groom a “second-in-command” who can assume their responsibilities when necessary.
“The ability to step back and allow others to take charge is often one of the hardest transitions for new managers,” Khan observes. “Many technically proficient employees find it difficult to delegate because they believe they can complete tasks more efficiently themselves. AMP and ACE specifically address this by reinforcing the importance of empowering team members rather than micromanaging them.”
Collaboration represents another fundamental pillar. Porter’s structure is organised around category-specific teams—trucks, two-wheelers, international operations—rather than strict functional departments. Each category includes business professionals, engineers, product specialists and designers working collaboratively. Managers must effectively interact with colleagues from various specialities, even without direct experience in those domains.
These programmes significantly influence Porter’s organisational culture, with its twin emphases on high performance and empathy. “For us,” Khan explains, “high performance comes down to ownership and accountability. Employees are encouraged to take full responsibility for their results, focusing on solving problems rather than attributing blame.”
The empathy component manifests in Porter’s preference for internal advancement over external recruitment. “The success of this approach is evident in the fact that many of Porter’s current leaders have spent 8-10 years within the organisation and have grown into leadership roles through structured development programmes,” Khan notes.
The impact is tangible. Since launching AMP and ACE two and a half years ago, Porter has trained approximately 300 employees. “Over 35 per cent of the participants have moved to the next level, demonstrating the effectiveness of this structured development approach,” Khan says proudly. With Porter’s overall attrition rate at 20 per cent, the company has achieved remarkable 88 per cent and 87 per cent retention rates for AMP and ACE graduates, respectively.
These internal promotions have strengthened Porter’s talent pipeline while reinforcing its culture of organic growth. Programme graduates report increased decision-making confidence, improved stakeholder management and greater readiness for leadership responsibilities.
Looking ahead, Porter plans to expand these initiatives with advanced simulations and real-time problem-solving case studies. The company is also exploring mentorship circles where programme alumni can guide newer participants.
“As we continue to scale, maintaining a balance between growth and preparedness remains critical,” concludes Khan. “By investing in structured training programmes such as AMP and ACE, the company ensures that its employees are not only equipped for their current roles but are also ready to take on future leadership positions.”
In an industry where the scramble for external talent often defines scaling strategies, Porter’s approach of cultivating leaders from within stands as a compelling alternative—one built on the premise that tomorrow’s leaders are already present within the organisation, merely awaiting development.
