My #Mentors Series : Learning from my Customer Leaders

Looking back on my career, it’s clear that much of my growth has been shaped by the incredible customer leaders I’ve had the privilege of working with. Each role and each company taught me invaluable lessons, not just in technology, but in leadership, strategy, and the nuances of business transformation.

Early Exposure to Customer-Centricity

My early days as a Journalist and Research Analyst for Indian Express offered me a unique vantage point. Meeting with entrepreneurs across Chennai's manufacturing and automotive sectors during the early 2000s opened my eyes to their determination, ingenuity, and relentless pursuit of growth despite the odds. This era marked the rise of ERP systems that transformed the way businesses managed their internal processes, driving operational efficiency. The resilience these entrepreneurs demonstrated set the stage for my own approach to business—understanding the importance of adaptability, operational excellence, and a long-term vision.

Learning the Power of CRM & Middleware Integration

When I transitioned to Citicorp Overseas Software Limited, the real learning came from engaging with senior banking leaders who were navigating the complexities of CRM in Europe. At that time, Siebel CRM was transforming customer relationship management, allowing banks to have a 360-degree view of their clients. Middleware integration became a critical focus, enabling seamless data flow between legacy systems and emerging digital platforms. Working with these visionary leaders deepened my technical expertise in CRM and middleware but also reinforced the idea that technology, no matter how advanced, should serve to enhance customer value. Their obsession with customer satisfaction laid the foundation for my own leadership approach—always keeping the end-user in mind.

Operational Excellence and Data-Driven Leadership at GE

At GE, during a time when industries were increasingly leaning into Six Sigma and Lean Manufacturing principles, I was fortunate to engage with operations leaders in Aviation, Energy, and Commercial Finance. This was also the period when ERP and data analytics systems were evolving to manage large-scale, global operations. The leaders at GE were laser-focused on operational excellence, leveraging data-driven decision-making to drive performance while ensuring long-term sustainability. These interactions taught me the importance of structured processes and continuous improvement, which later influenced how I approached large-scale digital transformations in my career.

Business Process Re-engineering and Embracing Digital Transformation

One of the most profound learning experiences in my career came during my time with Hitachi Consulting (formerly Sierra Atlantic), particularly through my work on a Business Process Re-engineering project for Riyad Bank in Saudi Arabia. This period was marked by the early waves of digital transformation, where traditional processes were being reimagined through technology. Engaging with customer leaders who were rethinking their banking operations taught me how to look beyond the immediate needs of an organization and consider long-term transformation. Their strategic thinking and willingness to embrace automation and digital workflows redefined how I approached leadership, pushing me to think of technology as a tool for business innovation rather than just operational efficiency.

This experience shaped my understanding of cultural and operational diversity in large-scale transformations, and it gave me a deep respect for the vision that many customer leaders carry when driving innovation in their respective fields. Their focus on domain knowledge, strategic foresight, and calculated risk-taking became guiding principles that I carried forward.

Shifts in Technology and the Rise of Data and AI

As I moved through my career, I encountered the rapid rise of technologies that fundamentally changed the landscape of business. The 2010s brought a massive shift toward cloud computing, driven by the emergence of platforms like AWS, Azure, and Google Cloud, which allowed businesses to scale operations and drive agility in unprecedented ways. I observed how customer leaders were increasingly focusing on big data, predictive analytics, and business intelligence tools to make more informed decisions. Working with these forward-thinking leaders taught me how critical data had become as a strategic asset—fueling everything from customer insights to operational efficiency.I was fortunate to be part of flagship innovation team which developed one of the Market Leading IOT Platform Hitachi Lumada IOT Platform for seamless OT & IT integrations for Fortune 2000 companies

As we moved into the new decade-2020s,, artificial intelligence (AI) and machine learning (ML) began to take center stage. I had the opportunity to work with customer leaders who were exploring how AI could not only automate routine processes but also enhance decision-making, drive innovation, and create new business models. These customer leaders were not just looking for incremental improvements—they were envisioning a future where AI would be at the heart of their operations, transforming everything from customer engagement to product development. Their ability to see the potential of AI pushed me to expand my own understanding of its impact on digital transformation.

The Evolution from Engineering to AI-First at Centific

Today, as part of the executive leadership at Centific, my role as Head of Strategy is deeply influenced by the lessons I’ve learned from customer leaders over the years. I’ve seen firsthand how customers are no longer satisfied with traditional engineering solutions; they are demanding intelligent digital transformation that leverages the full power of AI, cloud, and data. With the rise of generative AI, natural language processing (NLP), and edge computing, the conversation has shifted towards creating smarter, more responsive systems that can anticipate customer needs and drive meaningful business outcomes.

At Centific, we’ve transitioned from being a traditional engineering services company to an AI-first organization. This evolution has been driven by the needs and expectations of our customers, who have pushed us to think beyond just solving today’s problems and instead focus on shaping the future of business. We’re now leveraging AI, not just for automation, but to enable truly intelligent decision-making, predictive analytics, and personalized customer experiences at scale.

Looking Ahead: Customer-Centric Innovation in an AI-Driven World

As we look toward the future, the lessons I’ve learned from these customer leaders remain more relevant than ever. Whether it's the shift to cloud-native architectures, the integration of AI and IoT in operations, or the growing importance of sustainability and ethical AI, these leaders have always had one eye on the horizon—anticipating the next wave of disruption and preparing their organizations to adapt and thrive.

In my role today, I continue to ensure that the customer remains at the heart of everything we do at Centific. Whether we’re developing cutting-edge AI solutions or driving intelligent automation, the focus is always on how we can help our customers lead in their respective industries. We are not just enabling transformation; we’re partnering with our clients to define what the future looks like in an AI-driven world.

The greatest takeaway from working with these customer leaders is that adaptation, innovation, and success are all tied to our ability to listen, learn, and act decisively in an ever-changing technological landscape.

As Centific continues to grow, innovate, and help shape the future, I remain committed to these principles—ensuring that the customer’s voice drives everything we do.

With gratitude & Reverence

DC*