In this week's entry of Doctor Diaries, Dr. Ganapathy Krishnan, an acclaimed Neurosurgeon, pays a heartfelt tribute to the 'homemaker', probably one of the toughest, yet most underrated jobs in the world.

It was April 2nd 1975. An inexperienced headhunter, I was 'interviewing' a potential candidate, shortlisted by an advisory board. for the position of CEO. The first interview, a few weeks earlier had been a disaster. The 'candidate' wanted to be based in the promised land. As this was a startup, and as Chairman of the Board, I could only offer stock options. The company would be located at the residence, of the all-powerful advisory board.

Reviewing the situation and looking into the crystal ball, I did some plain speaking- working hours would be prolonged, no casual leave, no earned leave, no LTC, at the best very limited maternity leave! Most decisions would be taken by the advisory board. There would be no formal induction, no opportunity to resign. It was a one-time commitment.

The future was uncertain, though there was potential for growth. The CEO would be given freedom following Henry Ford’s dictum–choose any colour so long as it is black! The board would be eventually expanded. The 'Chairman' would be spending at least 16 hours a day, with two additional nights a week, with his first love- neurosurgery. Not all startups succeed, and this was a new field etc. A very bleak picture was portrayed. It was assumed that if a 24-year old girl still did not get turned off, she could indeed be CEO material.

The CEO truly proved worthy of her mettle. Though in her first assignment, without a doctorate from Harvard or IIM, she rose to the occasion. In spite of her designation, she realised that there would be no managers to delegate work to. Believing in the adage that to become a general, one has to be a good soldier, she started with F&B and housekeeping. The frequent absence of the maid taught her the intricacies of using the grindstone and washing and ironing clothes.

She quickly mastered the culinary arts catering to the multiple, often whimsical tastes of a highly critical myriad group euphemistically called 'in-laws'. Realising that it takes two to tango, she remained unruffled whatever be the provocation, cool, calm, composed and unflustered.

With the addition of two new board members, she developed her own systems and processes, initially mastering infant psychology, Always the buffer, she would invariably bridge the difference of opinion between a strict orthodox nonagenarian, a rebellious teenager, and a mischievous two-year-old, satisfying everyone.

With increased experience, fulfilling the ever-increasing targets, more portfolios were handed over. She handled every department with aplomb, whether it was home affairs, security, education, transport, textiles or external affairs. As a 'reward' she was given additional charge of local administration and became a specialist in payment of water tax, property tax, electricity bill, income tax, investments etc.

Her pièce de résistance was when her 'boss' became Secretary of the Neurological Society of India. From her bedroom, she helped bring out 2000 newsletters, four times a year, for 6 years. Gradually, she taught herself the intricacies of making a power point presentation, doing a google search, net banking, online shopping, often getting the best deal.

Often mechanical, electrical, plumbing, and carpentry work would be dealt with personally. When there was fretting and fuming because the PC did not work she would go under the table and put the disconnected plug back, all this with a sweet smile, never 'a holier than thou' attitude.

Most of the supporting staff went to her for medical advice to the chagrin of the 'highly-qualified' surgeon at home. When her mother in law developed chronic renal failure she did peritoneal dialysis twice a day for 18 months. This was 'additional charge'. To be a telephone operator, executive assistant, Man Friday, Hostess in Chief and when required, the First Lady, required remarkable tact diplomacy and super efficiency. To provide the milieu and achieve a tangible dividend, year after year for 39 years, to increase the NAV and to have an overseas branch is no mean achievement for a homegrown CEO.

Self-taught, multi-tasking and superbly efficient CEOs at home were initially referred to as 'not working'. Now called homemakers, they can never ever hope to be ranked in the '100 most powerful women' of the world. If these CEOs strike work, even for a few hours, the repercussions would be felt on the global economy.

This small tribute, is to the hundreds of thousands of faceless home-based CEOs, who perennially work, unwept, unhonoured, and unsung for their spouses, the in-laws, and their children. May this endangered species get the 'Woman of the Millennium' award.