Last year, when Vu Televisions expanded into the Middle East market, Devita Saraf chose to address a press gathering that included the elite of the retail sector and media. Preparing intensely for the launch, Devita became ill due to her already weakened immune system. She lacked the strength even to rise from bed. Over the next day, a team of doctors led by Dr. Zainab Al-Hashimy provided IV drips and nebulisers to ensure she could speak at the press meet. "We had a significant turnout of 150 people. I kept cough syrup behind the TV screens just in case. Immediately after the press conference, I was taken to the hospital where I received excellent healthcare. Dubai’s healthcare system is outstanding," recounts the founder of Vu Televisions. "It not only saved my life but also my Middle Eastern business." This brief story offers a strong insight into Devita Saraf’s character — a resilient leader.

As the daughter of Rajkumar Saraf, who founded Zenith Computers, Devita understands privilege and its associated power. Instead of taking these for granted, she uses them as a foundation to lead a high-end television brand with an annual turnover of INR 1000 crore. "Born and raised in a South Bombay family, I always felt that power and respect were with men. I wanted to be the star of my own show because I knew I had the drive for it," says Devita. She was fortunate to be in a family where gender barriers were not rigid, receiving the same opportunities as her elder brother, now in the artificial intelligence business. "However, as I matured, I realized the world outside was not ready to accept a daughter as a business heir or founder." Despite this, she had early exposure to press conferences, dealer meetings, trade shows, and office openings from age 16. By 22, she had already trained for 7-8 years, making her business plan presentation sound anything but novice. Devita attributes her success to a blend of self-belief and experience.

At 24, Devita founded Vu Televisions, a time when luxury and electronics were not commonly linked in India. She emphasizes that the challenge was less about understanding the industry and more about managing the complexities of leadership. "One thing that struck me is the immense responsibility, constant effort, and risk-taking involved in the 'boss' role. I don’t think people often appreciate how much leaders willingly undertake. I’ve now managed this business for 18 years and learned a great deal. That learning isn’t gender-specific; you either love leadership or you don’t." Even natural leaders like Devita face significant challenges. In tech and entrepreneurship, traditionally male domains, she navigated these by turning them to her advantage. "My brother often compares me to Seabiscuit, a small horse that races alongside larger ones," she explains. This analogy underscores using stereotypes to one’s benefit. "Being a young woman in business can be an advantage as people have low expectations, allowing you to operate unnoticed until your scale becomes apparent," she notes.

Devita’s approach to leadership involves leveraging stereotypes strategically. Breaking the glass ceiling can mean using these stereotypes to advantage. Once broken, both external entities and one’s team view you differently. Devita asserts that power lies with the person signing the checks, and women should not underestimate their agency. "When I started, I quickly identified disrespectful individuals who wouldn’t last long. But if I saw potential, I personally mentored them. As a result, I’ve seen janitors become store managers and engineers rise to CTOs," she says. Her hiring principle is based on assessing character and instinct, leading to long-term team members.

Devita’s entrepreneurial journey aligns with India’s aspirations in manufacturing. "I don’t believe India should be a China Plus One strategy based on lower labor costs, lacking a history in electronic manufacturing. What Indians excel in is ingenuity, prominent in Silicon Valley. My goal was to establish my own lab, collaborating with global contract manufacturers like Foxconn. My business model mirrors Apple’s, with a strong R&D team and a global supply chain," she explains. "I didn’t aim for cheap electronics; I introduced the concept of luxury in technology. I envision electronics sold in high-end retail like The Dubai Mall, adopting a Gen-Z approach to influence design." This strategy has positioned Vu Televisions as a competitive brand against giants like Samsung, LG, and Sony.

Devita’s personal style, often featured in top Indian glossies, reflects her ethos. She enjoys fashion and celebrates it. "Growing up, you’re labeled smart, pretty, or sporty. Why must women be confined to silos? We’re naturally multitasking, so why not have it all?" she questions. "Dressing is an extension of my personality. Even if fashion is a talking point, I’m primarily known as the founder of Vu Televisions. A sharp exterior complements a sharper interior," she asserts. Her style is meticulously curated by her Dubai-based stylist, Aarya Mathai, who prepares trend reports and selects outfits. "I love dressing up and have always been proud of my femininity. My style resonates with women today who don’t feel they must sacrifice their femininity for professional respect," she says. Fashion has been a bridge for her, blending luxury and technology.

In a world where women’s dreams are often limited, Devita’s refusal to conform is refreshing. Starting at 24, she now commands respect in her 40s. "I didn’t care about societal norms at 10, 20, 30, or 40," she states. "Leadership is a choice. As an entrepreneur, I view societal conventions from an ROI perspective. What’s my return in listening to society? If it doesn’t improve my life, why heed it? I don’t believe 50 is a stopping point. Women are told to stop throughout their lives. We must choose who we listen to." Starting with the heart might be the best approach.