Pratyush Havelia - 40 Under 40 2026

Amid the long-awaited technological shift, the construction industry is still moving from paper-heavy workflows and fragmented supply chains to smarter, AI-enabled systems that are capable of transforming how buildings are designed, sourced and delivered. Yet even today, it remains one of the least digitised sectors that is burdened by complexity, inconsistent data and processes that demand reinvention. When Pratyush Havelia realised this gap, he co-founded Parspec in 2020 to accelerate the industry’s digital transformation. Pratyush’s earliest leadership decision was clarity of focus, where he chose a single, high-impact problem that could create immediate value while laying the groundwork for long-term industry standardisation. Submittal automation became that catalyst, enabling Parspec to establish trust, demonstrate efficiency gains and build a scalable platform for broader workflow digitisation. But technology alone doesn’t drive change; people do. From the beginning, Pratyush invested in shaping a culture defined by ownership, curiosity and grit. He built a team of problem-solvers who challenge assumptions, embrace complexity and take responsibility for building tools that genuinely improve stakeholder experience across the construction supply chain. His journey to Parspec has been a progression of deep technical exploration and realworld application. As Director at a major MEP consultancy in NCR, he led a 60-member engineering team, drove Smart City initiatives and achieved significant workflow optimisation. Before that, Pratyush dove deep into applications of AI and optimisationmodels for construction design efficiency while conducting research at Stanford University. Today, he channels that experience into Parspec’s mission to bring intelligence, transparency and sustainability to an industry ready for reinvention. Speaking to TradeFlock, Pratyush reveals the leadership practices that fuel his success and industry impact.

As CTO and co-founder, how do you innovate boldly while keeping Parspec’s technology consistent and userfriendly?

At Parspec, we treat innovation as part of our everyday rhythm. The industry is changing fast, so we experiment often and learn quickly. We promote short, highly iterative cycles, which helps us test ideas early, gather honest feedback and decide fast whether something is worth building out. But while we move quickly, we never compromise on usability. Great technology should feel natural, not overwhelming, so we put a lot of energy into intuitive UX. For me, the balance comes from constantly listening to our customers, our team and the product itself, making sure new ideas are exciting yet reliable where it matters most.

Which Parspec project best reflects your leadership in action, and what were your biggest takeaways?

Motherhood is beautiful, but in corporate life, it can feel like a battlefield. The hardest part isn’t the workload—it’s the judgement. The subtle pauses when someone realises you’re a mother. The loaded question: “Will you manage?” “Are you sure you can handle this?” No one asks fathers these things. This bias is so ingrained that many women shrink themselves just to avoid being misjudged or doubted. I faced it too. Each milestone came with hidden conditions, as if my ambition needed permission. Instead, it fuelled me. Motherhood didn’t slow me down—it sharpened me, teaching me focus, efficiency, and emotional intelligence every single day. My motto: “Don’t underestimate a working mother. She’s not balancing two worlds—she’s building them.” I am grateful to my husband, whose unwavering support made it possible to navigate every late night, transition, and milestone with confidence and grace.

How do you lead in a way that attracts and nurtures strong talent at Parspec?

Ownership, meaningful work and visible impact are the factors that motivate our best talent. We make these expectations explicit from the hiring stage, ensuring we attract people who thrive in an environment where they can build and influence outcomes. For continuous team development, we focus on transparency, open communication, and mutual respect. We encourage everyone to challenge ideas, speak up, and shape the product and the organisation. We also invest in clear growth trajectories, aligning personal aspirations with Parspec’s long-term goals. Most importantly, we listen. When challenges arise, we act quickly. Removing roadblocks builds trust and reinforces the belief that every individual’s success matters here.

What leadership and operational changes are you prioritising to keep Parspec competitive in the next 3–5 years?

To stay ahead over the next 3–5 years, we align our organisational structure directly to our strategic goals. Our reporting lines and ownership areas clearly map to company-wide OKRs, which enables focused execution and sharper tracking of outcomes. We’re doubling down on quarterly and annual goal-setting that connects every individual’s work to Parspec’s long-term mission. We’re also raising the bar on ambition and innovation, while staying close to customers so we never lose sight of real value creation. We also prioritise internal growth opportunities to reward strong performers and build continuity in leadership. Together, these changes ensure that Parspec continues to scale with discipline, purpose, and velocity.