Hi, I'm Hetali!

𝐇𝐞𝐚𝐥𝐭𝐡𝐜𝐚𝐫𝐞 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐬𝐭 𝐋𝐞𝐚𝐝𝐞𝐫 + 𝐌𝐞𝐧𝐭𝐨𝐫
• Former Accenture consultant with deep expertise across healthcare operations and strategy
• Trusted advisor to execs at Rare Beauty, Oracle, Planoly & beyond
• Mentored dozens of high-performers in executive presence, career elevation, and personal brand building

𝐂𝐫𝐞𝐚𝐭𝐢𝐯𝐞 𝐅𝐨𝐮𝐧𝐝𝐞𝐫 + 𝐂𝐨𝐧𝐭𝐞𝐧𝐭 𝐂𝐫𝐞𝐚𝐭𝐨𝐫
• Founder of Inner Wealth Collective - a media brand helping people build confidence, influence, and inner wealth
• Partnered with Notion, Beehiiv, folk & more to spotlight smarter ways to live and work
• Creator of high-impact leadership, mindset, and lifestyle content - reaching 1M+ professionals on LinkedIn

Industries of Interest:
Health tech, AI in healthcare, and digital transformation, though I’m always open to exploring new opportunities and challenges.

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→ For inquiries/sponsorships: DM me or email CollabwithHetali@gmail.com

All views are my own and do not reflect that of my employer.

Hetali Mehta, MPH, CAPM

Digitization Enthusiast and Senior IT Professional with extensive Project Management experience

As Head of Group IT/SAP, I combine strategic vision with hands-on execution to deliver IT solutions that drive operational success and business transformation. With over a decade of experience, I’ve developed a reputation for leading large-scale IT initiatives, rolling up my sleeves, and working directly on the systems and processes that support organizational efficiency.

I’ve successfully managed end-to-end IT solutions throughout my career - from innovating IT infrastructures to optimizing global operations. I pride myself on ensuring that technology aligns seamlessly with business objectives while maintaining an unwavering focus on the details that make systems work.

In previous roles, I have led multi-disciplinary teams, led complex implementations, and fostered an environment where strategic planning and operational precision coexist. My hands-on approach ensures I stay close to the technical aspects of every project, resolving challenges directly and enabling my teams to succeed.

My leadership style is defined by practical, real-world solutions underpinned by a steadfast commitment to continuous improvement. I excel in environments where adaptability, innovation, and efficiency are crucial, driving both digital transformation and day-to-day operational excellence. I am always passionate about fostering collaboration across all levels of the business, ensuring that IT serves as a cornerstone for growth and innovation.

Martin Iten

Project leaders don’t get rewarded for transparency; they get blamed for it.

Early honesty feels dangerous.

Because the moment you say:

“This estimate is fragile.”
“The scope isn’t clear yet.”
“We’re carrying risk here”.

The room goes quiet.

Transparency gets mistaken for uncertainty.
Uncertainty gets mistaken for incompetence.

So leaders learn the pattern.

- You soften the message.
- You delay the bad news.
- You frame risks as “manageable.”

Not because you don’t see the problem.
But because you know how the system reacts.

The irony here is?

Projects don’t fail because leaders lack visibility.
They fail because visibility arrives too late.

By the time transparency becomes acceptable, the options are already gone.

Budgets are committed. Timelines are public. Teams are locked into delivery mode.

And when things inevitably slip, the story changes.

“Why didn’t we know earlier?”
“Why wasn’t this escalated?”
“Why wasn’t this flagged?”

The same transparency that felt risky early on becomes mandatory later.

Too late to matter.

This isn’t a “leadership” problem.

“It’s a cultural one.”

If transparency only gets praised in hindsight, people will hide it in real time.

Until project leaders are rewarded for protecting reality, not just optimism, honesty will always feel like a career risk.

And projects will keep failing quietly before they fail publicly.

P.S. Does your environment make transparency safe or punish it?

Head of Group IT/SAP | Strategic IT Leader Delivering Practical Solutions | Enhancing Operational Efficiency

If ERP ‘broke’ your operations, the problem existed long before the software showed up.

ERP systems don’t create chaos. They expose it.

Before implementation, the cracks are easy to hide behind the:

- Manual workarounds
- Tribal knowledge
- Silent exceptions

Some people who keep things moving

Everything “works.” Just not consistently.

Then ERP arrives.

Suddenly:

- Processes have to be defined
- Decisions have to be made
- Ownership has to be clear
- Data has to be structured

And that’s when the narrative starts.

“The system is too rigid.”
“This tool slowed us down.”
“The software doesn’t fit our business.”

But ERP didn’t break the operation.

It removed the ability to improvise.

What used to live in people’s heads now has to live in the system.

And if that knowledge was:

- Inconsistent
- Poorly understood
- Never agreed upon

The system will reflect that perfectly.

ERP doesn’t fail because it’s complex.

It fails because organizations try to automate unclear strategies.

Undefined processes don’t become better in software.
They become visible.

Unowned decisions don’t disappear. They become blockers.

ERP is unforgiving.

Not because it’s bad, but because it forces discipline.

If an ERP implementation feels painful, it’s usually because it’s doing exactly what it’s supposed to do.

Showing where the business never slowed down long enough to decide how it actually works.

So before blaming the system, ask the harder question:

P.S. “What did the ERP expose that we were avoiding fixing all along?”

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Martin Iten

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taplio

The Battle

Hetali Mehta, MPH, CAPM

Martin Iten

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Martin Iten's LinkedIn Performance

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