Experienced leader in large-scale transformations, with deep expertise in supply chain and operations improvement, digital transformation and global regional technology platforms enabled by Agile.Sachin’s Perspective
Transformations are hard, but digital transformations are even harder. So to succeed today and in the future, businesses must establish a clear change story and make a case for the changes that digital transformation brings. And they must empower people to work in new ways.”
With nearly three decades of experience, Sachin has a long track record of leading successful transformations, developing innovative solutions that enable global organizations to respond to market disruptions and adapt to change. His expertise includes M&A and corporate planning in the pharma, medical devices and manufacturing sectors and developing global supply chain and manufacturing excellence programs, as well as building sustainable practices in consulting and professional services in APAC.
Most recently, Sachin has built RGP’s Digital Technology practice in Asia Pacific from the bottom up, with a focus on building strong, long-term client relationships, and attracting and retaining top talent to support our clients’ initiatives. His past roles include stints at Deloitte, PwC and Bearing Point.
A resident of Singapore, Sachin enjoys reading, meditating and listening to Indian and Western classical music. He also plays a variety of sports and is a passionate walker.
I would call it a disruptive innovation. In my last three roles—at Deloitte, PwC and BearingPoint—I have been asked to either build or downsize consulting practices that have been impacted by market forces. In each case, I have used that disruptive scenario to develop innovative consulting models.
Agility is the ability of an organization to move at the speed of customers in this Volatile, Uncertain, Complex, Ambiguous (VUCA) environment. It is probably the single most important differentiator a business needs in this digital age.
With disruption now the norm, future success depends on the ability to continuously adapt and change. There’s no set-and-forget solution; organizations must transform into flexible networks designed to act with agility and speed. For large corporations, this means dismantling the complex, matrixed structures built on hierarchical decision-making power and static teams to exploit efficiencies.
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