Reetu Bhargava On Leading with Dignity, Purpose and Military Precision

Women In Supply Chain™ leadership are shaking up a male-dominated industry that is primed for meaningful change. Tariffs. Wars. Climate events. This industry is disruptive; we need fresh perspectives and diversity of thought from leaders with different backgrounds to respond to an industry that is evolving every week.

Because the supply chain challenges of the 2020s have changed the supply chain game—possibly forever —and because geopolitical tensions are currently quickly reshaping global supply chains and industries in historic ways. Trade disputes, sanctions, and regional conflicts are forcing business leaders to rethink where and how they source materials. Tariff negotiations continue between the U.S. and other nations, resulting in unstoppable change.

Now, energy and critical material supplies are disrupted by global instability. The war in Ukraine continues to impact the flow of energy resources like natural gas and oil across Europe, while the constantly changing conflict in the Middle East is adding new layers of complexity around shipping routes and fuel prices. Meanwhile, competition for access to rare-earth minerals critical to semiconductors, batteries, and renewable technologies has intensified. Nations are increasingly positioning these types of resources as strategic assets, prompting export controls and new investments in domestic mining and processing capabilities for long-term supply security.

And businesses are being forced to balance resilience and efficiency. The “just-in-time” supply chain strategies that have been fading over the past few years are being replaced by “just-in-case” strategies that prioritize risk management, resilience, and flexibility. Companies are investing in nearshoring, supply chain technologies, and stronger partnerships with regional suppliers. This sea change can protect and bolster operations from geopolitical shocks, but often entails higher costs and slower transitions. Agility and adaptability are becoming as valuable as cost savings—fundamentally redefining what it means to be and remain competitive in global trade.

At Let’s Talk Supply Chain, our Women In Supply Chain™ series represents a powerful movement that we see across the logistics and manufacturing industries. There’s a mounting presence of Women In Supply Chain™, many bringing novel solutions along with them. Our Let’s Talk Supply Chain blog and podcast series showcase the importance of greater gender diversity and elevating voices from different backgrounds. And this month’s featured leader is passionate about that allyship.

This month, we are delighted to feature Reetu Bhargava ,  She is the Director of Operations at TopMont School where she manages end-to-end supply chain and operational processes and oversees procurement, vendor management, inventory planning, logistics, and facility management.

Reetu has amassed a wealth of knowledge over her career and through academic achievements. She boasts a degree from the Management Development Institute in Gurgaon—focused on administration, logistics, materials, and supply chain management, a degree from Forest Research Institute, studies at Cambrian Hall, and more.

Her career spans over 17 years—building and leveraging experience in operational system implementations that streamline procurement cycles, logistics networks, inventory management, and facility operations. She’s adept at leading cross-functional teams, managing vendors and stakeholders, and driving process excellence for organizational growth and cost optimization.

1. How did your supply chain journey start?

I began my journey with a decade of dedicated service in the Indian Air Force, following a year of rigorous training. There, I led critical logistics and supply chain operations under high-pressure environments—laying a strong foundation in planning, coordination, leadership, and operational excellence. After completing a six-month business management course from a renowned institute, I began applying to corporate roles and was soon offered a Head of Supply Chain position, reporting directly to the CEO—an exciting opportunity aligned with my experience and aspirations.

However, stepping into a senior leadership role in a male-dominated environment brought unexpected challenges. Resistance, office politics, and subtle exclusion reminded me that the role may have been unofficially reserved for someone else. My goal was never to outshine anyone, but to contribute sincerely, work with integrity, and help drive meaningful results for the organization. When I realized the environment wouldn’t allow me to function with dignity and purpose, I made the difficult decision to walk away. Though I briefly considered transitioning into HR or Admin—roles more “acceptable” for women—I soon recognized that supply chain is not just my profession, it’s my passion.

While exploring new opportunities, especially in aviation, I struggled due to limited networks outside the military. I turned this period into one of growth—pursuing certifications, learning about AI in supply chains, networking, and immersing myself in leadership literature. Thought leaders like Jack Ma, Jim Rohn, Simon Sinek, Eckhart Tolle, and John Maxwell became my virtual mentors, helping me strengthen my mindset and rebuild my confidence.

During this phase, I embraced entrepreneurship. I founded TopMont, a Montessori preschool, and launched Bliss Corridor, a mental wellness platform. At TopMont, I manage complete supply chain and operations—overseeing procurement, logistics, vendor, and parent relations—while creating meaningful employment opportunities for women. This journey enhanced my strategic decision-making and cross-functional leadership skills; however, my dream of leading large-scale supply chains remains as strong as ever.

A turning point came when I discovered Sarah and the Let’s Talk Supply Chain community. Listening to the Women In Supply Chain™ series—especially Christine’s episode—was a moment of realization: I wasn’t alone. If they could rise and lead, so could I.

Today, I’m actively seeking to return to the corporate supply chain domain with renewed clarity and strength. I bring a unique blend of military precision, entrepreneurial agility, and strong leadership. My journey has been filled with lessons, resilience, and purpose—and I’m ready to lead with even greater impact in the years to come.