Five Questions With: Payal Gabrani-Bahl, Senior Vice President, Data Monetization and Ad Platforms, Bell Media

Payal Gabrani-Bahl’s career spans strategy, cross-functional leadership, and now a senior executive role leading data and advertising platforms at one of Canada’s largest media companies. It’s a path marked by bold decisions and a willingness to step into new territory before all the pieces were perfectly in place. Rather than waiting for certainty, Payal chose to lead with curiosity, adaptability, and a deep commitment to growth, shaping a career defined not by a checklist but by intentional, courageous moves.

Payal has worked across marketing, sales, and digital transformation, pushing for more than performance and asking deeper questions about who gets to lead, whose voices are missing, and how to build systems that measure what really matters. She’s also made space for others to rise, mentoring young women, championing inclusion, and leading with the kind of grounded clarity that doesn’t require a megaphone.

In this interview, she reflects on the moment she stepped out of her comfort zone and into direct revenue accountability, and how that decision changed everything. She shares what it means to build purpose-led platforms in a fast-paced, data-driven world, and offers honest, practical advice for women ready to lead in industries where they’re still too often underestimated.

You’ve held leadership roles across marketing, sales, and now digital advertising at scale. Looking back, what’s one bold decision or turning point that helped shape your path?

At the beginning of my career, I gravitated toward strategy-oriented roles — work I found intellectually stimulating and foundational. As my career progressed, I realized I wanted to be closer to the heartbeat of the business. I didn’t just want to develop the strategy — I wanted to own the execution, be accountable for the results, and truly understand what it takes to drive performance end-to-end.

Taking on a role with direct revenue accountability was a bold pivot and, in many ways, a game changer for my career. It gave me a more complete view of how businesses grow and operate, and it taught me how to connect long-term vision with short-term execution. That decision shaped how I lead today, with a balance of strategic clarity and operational ownership, always rooted in delivering outcomes that matter.

In a fast-moving, tech-driven industry, how do you stay grounded in your purpose while continuing to drive innovation?

For me, purpose and innovation are deeply linked. Innovation isn’t about chasing trends — it’s about solving real problems for real people in ways that are meaningful and lasting. That’s what keeps the work we do relevant and grounded.

When I was leading the Consumer and Small Business segments at Bell Canada, the purpose was tangible: helping Canadians stay connected to each other, to opportunity, and to the world. That responsibility anchored me every day and reminded me that even the most complex strategies needed to translate into human outcomes.

Now, in my role as SVP of Data and Advertising Platforms for Bell Media, the focus has shifted, but the purpose is still clear. My team and I are helping businesses drive strong, measurable ROI from their advertising investments. We’re building the platforms that connect brands to audiences in smarter, more effective ways. In both cases, the purpose fuels the innovation. It ensures that what we build isn’t just cutting-edge, but also valuable.

You’re known for your strategic use of data to drive performance, an area where women have historically been underrepresented. How have you approached building confidence and credibility in a space often shaped by assumptions?

In data-driven environments, it’s not just about knowing the numbers — it’s about being willing to ask the right questions, challenge assumptions, and use data as a tool for better decision-making. I’ve never approached it from the perspective of trying to prove I belong. I’ve focused on driving impact and delivering outcomes, knowing that credibility follows results.

At the same time, I’m very aware that representation matters. Women, and especially women of colour, have historically been underrepresented in technical and performance-led roles. That reality has made me more intentional about creating environments where diverse perspectives are not just present but actively sought out and valued. I’ve worked hard to foster a culture where inclusion isn’t a checkbox — it’s a mindset. One where we encourage dialogue, welcome challenge, and recognize that the best ideas often come from unexpected places.

You’ve dedicated time to mentoring, board work, and resource groups focused on inclusion. What impact do you hope to leave — both inside and outside the boardroom?

I hope that someone walks into a room, sees leadership that reflects their own potential, feels a little less alone, and a lot more seen. That sense of representation can be transformative, especially early in one’s career. It’s a reminder that leadership doesn’t have to look one way, and that your background or perspective can be a strength, not a barrier.

That’s why I make the time to mentor multiple young women, particularly those navigating industries where they may still be underrepresented. It’s also why I sit on boards for organizations like Lime Connect, which is doing important work to elevate high-potential professionals with disabilities and connect them to leadership opportunities.

For me, inclusion isn’t a side effort; it’s embedded in how I lead and how I show up for my teams. The impact I hope to leave behind is a workplace and a world where more voices are heard, more talent is recognized, and more people feel empowered to lead on their own terms.

For women aspiring to lead at the intersection of data, media, and technology, what’s one piece of advice you wish you had heard earlier in your career?

Don’t wait to feel 100 per cent ready — lean into the stretch. Early in my career, I often felt I needed to have every qualification, every data point, every box checked before raising my hand for a new opportunity. The truth is that the most transformative growth happens when you step into roles that stretch your skills and challenge your perspective.

In fields like data, media, technology, and telecommunications — where the landscape evolves constantly — your ability to learn, adapt, and lead with curiosity matters more than having all the answers. Build your technical fluency, yes — but also trust your instincts, ask the hard questions, and claim your seat at the table early. Your voice, your perspective, and your leadership are needed. Not someday, but now.