In a world where the confluence of technology and business shapes the very fabric of our daily experiences, few individuals stand at the forefront of innovation and leadership like Kumar Mayuresh. As the gears of the business and technology industry turn ever faster, professionals like Kumar not only keep pace but also set the rhythm for others to follow.
With a career spanning over a decade, Kumar has established himself as a pillar in the technology consulting domain, particularly within the financial services sector. His journey is marked by a series of impressive achievements and a steadfast commitment to excellence. As a manager in FSO, SAP Practice at EY, he has carved a niche for himself as an enterprise and solution architect specializing in SAP HANA, S/4 HANA, and a myriad of big data and BI technologies.
Kumar’s career is a testament to his unwavering dedication and the profound impact he has made on his clients and the industry at large. He has led numerous technology implementation and pilot projects, steering organizations through complex ERP implementations and integrations. His expertise extends beyond mere technical know-how, encompassing end-to-end financial transformation and process improvement engagements. Kumar’s ability to leverage big data and machine learning has provided businesses with invaluable insights and recommendations, driving optimization and innovation.
His accolades and recognitions speak volumes, but it’s his deep-seated knowledge and strategic foresight that truly set him apart. Kumar is not just a practitioner but a thought leader, continuously updating his arsenal of skills through certifications and training from prestigious platforms like OpenSAP and Coursera.
We had the privilege of delving deeper into the mind of this luminary through an interview, where Kumar Mayuresh discussed his role as a leader in Technology Consulting. This leadership extends beyond mere project management; it’s about envisioning a future where technology acts as the linchpin of business success and innovation. As the industry looks forward, it’s leaders like Kumar who will light the path, one innovative step at a time.
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We’re glad to have you here, Kumar. As a manager in technology consulting at EY, can you describe the vision you set for your team, especially when embarking on new technology implementation projects for financial services clients?
I always strive to set a clear and inspiring vision for my team, especially when working on new technology implementation projects for financial services clients. I believe having a vision is crucial for aligning our goals, motivating our performance, and delivering value to our clients.
My vision is based on three key pillars: innovation, quality, and impact. Innovation means we’re always looking for new ways to leverage technology to solve complex business problems, create competitive advantages, and enhance customer experiences. Quality ensures that we adhere to the highest standards of delivery, professionalism, ethics, and excellence in our work, ensuring that we deliver solutions that are reliable, secure, and scalable. Impact means that we measure our success by the tangible outcomes and benefits we create for our clients, their stakeholders, and society at large.
To communicate my vision to my team, I use various methods such as presentations, workshops, feedback sessions, and coaching. I also make sure to involve my team in the vision-setting process, soliciting their ideas, opinions, and suggestions. I believe that by creating a shared vision, we can foster a culture of collaboration, trust, and ownership among our team members.
By setting a vision for my team, I aim to provide them with a sense of direction, purpose, and aspiration. I also hope to inspire them to challenge themselves, learn new skills, and grow as professionals and, most importantly, as a team. I believe that having a vision is not only important for achieving our project objectives but also for developing our team capabilities and enhancing our career opportunities.
In your leadership roles, what has been the most challenging technology implementation project you’ve overseen, and how did you navigate through those challenges?
Leading the migration of a legacy system to a cloud-based platform was one of the most challenging projects I’ve overseen. It involved juggling multiple stakeholders, navigating complex dependencies, adhering to tight deadlines, and mitigating high risks. One of the key challenges was managing expectations and communication across various groups—senior management, the IT team, vendors, and end-users. This was particularly tricky with the move to cloud solutions, where security for the newer technology isn’t always pre-qualified within the firm.
Ensuring the quality and security of the new system was paramount, alongside its compatibility and integration with existing systems and processes. This had to be done while aligning with the client’s security guidelines and balancing the trade-offs between speed, cost, and scope. My goal was to minimize disruption and downtime for business operations.
To tackle these challenges, I established a clear vision and roadmap for the project. This included well-defined key activities, roles, and responsibilities, as well as milestones, deliverables, and success criteria. Frequent and transparent communication with all stakeholders was crucial. I utilized various channels and formats like emails, meetings, reports, dashboards, and demos to keep everyone informed and engaged.
Adopting an agile and iterative approach, I broke down the project into smaller, manageable sprints. Each functionality was tested and validated before proceeding to the next, incorporating feedback and adjustments along the way. It was also vital to ensure that the client’s technology team understood and was on board with what we were doing.
Lastly, leveraging the collective expertise and resources of the IT team, vendors, and end-users was key. I aimed to foster a collaborative and supportive environment, providing guidance, coaching, and resolving issues and conflicts promptly. This approach not only helped navigate through the challenges but also ensured the successful implementation of the project.
Given the rapid evolution of technology in the financial sector, how do you ensure that the solutions you deliver are both innovative and relevant to the client’s current and future needs?
Staying ahead of the curve is crucial. To deliver solutions that are not only innovative but also relevant to my clients’ current and future needs, I embark on a comprehensive journey.
First, I dive deep into understanding the client’s world — their industry, market, competitors, customers, and the unique challenges they face. By leveraging a mix of data sources, like reports, surveys, and direct feedback, I build a detailed picture of the client’s situation and ambitions.
Next, I shift my focus to identifying and evaluating the technological arsenal available and on the horizon. This isn’t just about picking the latest tools; it’s about finding the right fit. I weigh factors like scalability, security, and cost-effectiveness, and draw insights from industry benchmarks and the successes and failures of similar initiatives.
The real magic happens when we start tailoring solutions specifically for the client. Employing agile methodologies, we ensure that what we create is not just robust but also flexible and adaptable to change. The client isn’t just an observer here; they’re an integral part of the process, ensuring that the end product aligns perfectly with their vision and expectations.
But our work doesn’t end at deployment. We rigorously monitor and evaluate the performance of our solutions, using a variety of metrics and indicators. It’s not just about meeting the set goals; it’s about understanding the real-world impact, gathering end-user feedback, and pinpointing opportunities for further enhancement.
The journey is ongoing. We continually refine and improve the solutions, keeping an eye on the latest trends and technological advancements. It’s about ensuring that the solutions don’t just meet the current needs but evolve with the client and the market, continually adding value and staying ahead in the game.
Can you share an example of a project where close collaboration with the client was crucial to the successful delivery of a technology solution? How did you foster that collaborative relationship?
One project that truly stands out in my career is the migration of a legacy system to a cloud-based platform, where close collaboration with the client wasn’t just beneficial; it was essential for success. To ensure this partnership flourished, I adopted a strategy that was as much about communication as it was about technical execution.
Firstly, maintaining an open and frequent line of communication was key. I used every tool at my disposal—emails, phone calls, video conferences—to keep the client in the loop at all stages. It was about more than just updating them on progress or hurdles; it was about creating a dialogue where their inputs and approvals were integral to each phase of the project.
Understanding the client’s perspective was crucial. I actively listened to their needs, expectations, and preferences. Grasping their goals, target audience, and brand identity wasn’t just a courtesy; it was a strategy to ensure our solution was perfectly tailored to them. This approach wasn’t one-sided; it was an interactive process where their vision became a guiding light for our strategy.
Flexibility and adaptability were my mantras. As with any project, requirements evolve, and new challenges emerge. I remained open to the client’s suggestions and feedback, implementing changes swiftly and effectively. By anticipating potential issues and proposing proactive solutions, I demonstrated not just responsiveness but foresight.
Through these steps, I didn’t just build a technological solution; I built a relationship based on trust and understanding with the client. The result was a successful migration that met their needs and exceeded their expectations.
As a leader, how do you ensure that your team is equipped with the latest skills and knowledge, especially in such a dynamic field like technology consulting?
I believe that continuous learning and development are essential for my team to deliver high-quality solutions to our clients. Technology consulting is a fast-paced and constantly evolving field, so I ensure that my team stays updated with the latest trends, best practices, and tools in the industry.
Firstly, I’m committed to providing regular, constructive feedback and cross-training. It’s about recognizing each team member’s unique strengths and identifying areas for growth. Together, we set realistic and achievable goals, charting a path for their professional development that aligns with our collective mission.
I actively encourage my team to expand their horizons through relevant certifications, courses, and workshops. It’s not just about enhancing their current skill sets; it’s about equipping them with new tools and perspectives. I ensure they have the necessary resources and time to pursue these learning opportunities, understanding that their growth is integral to our success.
Creating a culture of knowledge sharing and collaboration is vital. Our team is a melting pot of experiences, insights, and ideas. By fostering an environment where everyone can learn from each other, we not only solve complex problems more effectively but also create a more cohesive and innovative team.
I also bring in external experts, mentors, and speakers to infuse fresh perspectives and best practices into our team. These interactive sessions are a breeding ground for creativity and curiosity, sparking conversations and ideas that might not have emerged otherwise.
Finally, celebrating and recognizing the achievements and contributions of my team is crucial. It’s about acknowledging their hard work, dedication, and the tangible impact they have on our projects and clients. By celebrating these milestones, I aim to motivate and inspire, reinforcing the value each member brings to the table.
How do you approach decision-making when there are multiple viable technological solutions available for a client’s problem? What factors influence your final recommendation?
I follow a systematic approach to decision-making. First, I identify the criteria important to the client, such as cost, performance, scalability, security, and usability. Second, I evaluate each solution based on these criteria, using quantitative or qualitative methods as appropriate. Third, I compare the solutions and rank them according to their strengths and weaknesses, including a FIT GAP analysis. Fourth, I consider the trade-offs and risks involved in each solution, such as compatibility, maintenance, and reliability. Fifth, I communicate my findings and recommendations to the client, explaining the rationale and evidence behind my choice. Finally, I solicit feedback from the client and revise my decision if necessary.
The factors that influence my final recommendation are mainly the client’s needs, preferences, and expectations. I try to align my solution with the client’s goals and vision, as well as their budget and timeline. I also take into account the context and environment of the problem, such as the industry, market, competitors, and regulations. Additionally, I consider the ethical and social implications of the solution, such as its impact on users, stakeholders, and society at large. My aim is to provide a solution that is not only technically feasible and effective but also ethical and sustainable.
In the realm of technology consulting, how do you measure the success of a project? Beyond client satisfaction, are there specific KPIs or metrics you prioritize?
In my perspective, the true measure of success goes beyond client satisfaction; it’s about the real value and impact our solutions bring to the table. To objectively assess this, it’s essential to establish clear, measurable goals and indicators for each project, meticulously aligned with the client’s vision and expectations.
Quality is at the forefront—it’s about ensuring the solution we deliver isn’t just good but exceptional, reliable, and in strict adherence to the agreed standards. We look at the defect rate, gather customer feedback, conduct thorough user acceptance testing, and maintain high code quality. These indicators help us gauge the excellence of our work.
Understanding and managing the scope is crucial. You need to define what’s in and out of the project’s boundaries, the deliverables, and features. To keep this in check, we monitor scope variance, track change requests, and watch out for scope creep, ensuring that what we deliver is exactly what was envisioned.
Time is of the essence. We respect the project’s duration and schedule, ensuring adherence to set milestones and deadlines. By evaluating schedule variance, completion rate, and earned value, we ensure that our projects are not just completed but also well-timed.
Cost management is key. We’re mindful of the budget and resources, ensuring that the project is not just successful but also cost-effective. Through indicators like cost variance, cost performance index, and benefit-cost ratio, we ensure that the investment made by our clients reaps substantial benefits.
Lastly, risk management cannot be overlooked. We proactively identify potential threats and uncertainties that could impact the project’s objectives. By measuring risk exposure, impact, and our response efficiency, we’re not just solving problems; we’re preventing them.
By focusing on these critical areas—quality, scope, time, cost, and risk—we ensure that our projects aren’t just completed; they deliver lasting value and impact.
Lastly, based on your experience and insights, where do you see the future of technology consulting headed, especially in the financial services domain? How do you plan to adapt and lead in this evolving landscape?
Technology consulting, especially in the financial services sector, is an arena of constant change and fierce competition. As we look toward the future, it’s clear that this field will be shaped by several pivotal factors.
Firstly, we’re witnessing an ever-increasing adoption of technologies like cloud computing, artificial intelligence, and big data analytics. These advancements are not just trends; they’re revolutionizing the way we deliver value and enhance customer experiences. Alongside this, there’s a surging demand for solutions in digital transformation, cybersecurity, and regulatory compliance. These are critical in helping clients navigate an increasingly complex business environment.
The landscape is also being reshaped by new players—fintech startups and niche specialists—who are challenging the traditional consulting model with innovative services. Meanwhile, clients are evolving too. They now demand solutions that are more agile, flexible, and tailored to their strategic goals.
To thrive in this shifting world, technology consultants must arm themselves with a diverse set of skills. Deep technical expertise is a given; we must be at the forefront of the latest technologies and industry trends. Equally important is a solid business acumen, particularly an understanding of the financial services domain, to deliver solutions that truly add value.
Communication and collaboration skills are the glue that holds everything together. They’re essential for building trust with clients and effectively conveying complex solutions. Creativity and problem-solving abilities are our tools for innovation, helping us tailor unique solutions to each client’s challenges. And above all, learning agility and adaptability are crucial. We must be ready to continuously evolve, embracing change and new knowledge.
As for myself, I’m committed to staying ahead in this evolving landscape. This means continuously investing in my professional development, seeking and applying feedback to refine my approach, and expanding my network to exchange valuable ideas and insights. I’m also seeking diverse challenges to apply and broaden my skills, while also sharing my knowledge and expertise through mentoring, speaking, and other platforms. It’s not just about adapting; it’s about leading and shaping the future of technology consulting.
