Revathi Advaithi deftly commands Flex, a $26 billion manufacturer, because she learned to step outside her comfort zone years ago.
Every year since Advaithi took Flex’s highest spot in 2019, “there has been something pretty significant for me to navigate through,’’ the 55-year-old executive says. During the pandemic, Flex made ventilators for the first time and became one of the biggest makers of lifesaving equipment within nine months. “I now operate well outside my comfort zone because I’ve learned to put my people first in every crisis situation,” she says.
We want every customer to be thinking about how they can better enable a circular economy by repairing, refurbishing, and reusing products and materials where possible. If I make something that stops functioning, I take it back and remake it into something else. And you manage the waste at the time it stops having a useful life. Having that end-to-end view on every product made in this world is the most important [environmental] strategy that our customers can have.
Flex is in the middle of everything that involves rebalancing of supply chains. It is about driving a sustainability improvement [and] most importantly, reducing risks associated with the complex supply chain [such as] manufacturing where you have less control of the geopolitical environment. Shipping things back and forth around the world doesn’t make sense today. But changing that is not simple. We get rewarded to help our customers do complex things.
You recently began holding your managers accountable for hiring, sponsoring, and promoting more female staffers. Describe other ways that you’re trying to improve the status of women within Flex.
This behavior is not normal.
97种性别，她要实现哪种性别的平等？我可以告她性别歧视吗？因为我不属于任何一种性别😏
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