Kopal Maheshwari in

Kopal Maheshwari

Collaborator · DISC type is
Director Global Business Development at IntraEdge
📍 San Francisco, California, United States

Professional overview including current role context, leadership scope, domain focus, and career trajectory to help you understand background relevance before outreach.

Key behavioral and communication insights including interaction style, decision-making tendencies, and motivation drivers to tailor messaging and personalize conversations.

Business priorities, areas of interest, and practical outreach recommendations that can improve conversion quality for this professional.

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Experience
28 Years
Current Role
Director Global Business Development
Job Level
Mid-senior
Location
San Francisco, California, United States
Personality Overview

How Kopal shows up

Consensus Builder
Good Listener
Appreciative

Scenarios where both sides can come out as winners appeal to them greatly. Unlike D or C types, they are calm as well as friendly and can give the impression of being more receptive than they actually are. They are more likely to opt for solutions that are proven in the market.

Priorities

Topics Kopal cares about

Strategic Priorities
Topic insights and context to help personalize outreach and discovery conversations.
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Career

Work history

1-2015
Director Global Business Development
IntraEdge
1-2015
Business Relations Director
IntraEdge
2-2018
Head of Sales and Ops
Learn
1-2010 - 12-2014
Owner
PishPosh Mommy
1-1997 - 12-2009
Supply Chain Systems Consultant
DHL
In the press

Media appearances

Media appearances and press coverage highlighting public visibility and thought leadership.
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Education
Bachelor's degree
Syracuse University - Martin J. Whitman School of Management
Social presence
in
Behavioral profile

DISC profile (public)

i

Influence (I)

Influence (I) reflects the degree to which a person prefers to work by influencing or persuading others. Those scoring high tend to be people oriented, motivated by social recognition and building relationships.

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