Once You Stop Fearing Ambiguity, You Grow

You began your career in 2009 as an associate at EXL Service and are now Managing Director at Protiviti Consulting. Looking back, how would you evaluate your journey—and what were some of the key challenges along the way?

Consulting has been a constant throughout my 15-year journey in India, with a brief stint in Australia. One of the biggest challenges — and later, a milestone — was learning to navigate ambiguity. In consulting, there’s rarely a fixed template for your day. You walk into the office, and you’re often faced with the unexpected.

I still remember my first assignment — there were acronyms I didn’t even recognise, and I had just 20 days to deliver. I genuinely wondered if I was in the wrong place. But that’s part of the learning curve. Over time, with experience and exposure, you begin to trust your ability to handle uncertainty. That shift — when you stop fearing ambiguity — is a major milestone.

Consulting is, at its core, about solving complex problems. As the world continues to evolve — with rapid technological change, big data, and shifting business models — the role of consultants becomes even more critical. We have to wear different hats, adapt constantly, and provide clarity where none exists. That, I believe, is both the challenge and the value we bring.

 

How is Protiviti Consulting trying to bring change to the consulting landscape?

At Protiviti, we believe our greatest asset is our people. By empowering them to be changemakers, we play our part in shaping the future of consulting.

The world around us is changing rapidly—climate change, geopolitical shifts, evolving ways of working and communicating, many accelerated by COVID-19. To respond to these changes, we need individuals who can lead the charge. That’s where we focus our efforts: enabling our people with the right tools, training and mindset to drive change—not just for our clients, but for society at large.

As a firm, we see it as our responsibility to contribute meaningfully, and we do that by investing in people who will be the change drivers of tomorrow.

 

I saw a post on your LinkedIn about misleading advertisements and their impact on companies. Could you elaborate on that?

Yes, that’s a timely topic — and one I feel strongly about. Misleading advertising is quite prevalent in the Indian landscape at the moment. What’s surprising is that it’s not just limited to smaller or lesser-known players — even some of the largest platforms are indulging in it. And it affects everyone. This isn’t just about organisations — it’s about consumers, and society at large.

My post was triggered by a growing sense that this issue needs more attention. Misleading advertising isn’t just about making false claims. It can show up in less obvious ways — like basket sneaking, where a donation or charge is added at checkout without your consent, or forcing users to share personal data just to complete a transaction.

The government has taken steps in the right direction. The Consumer Protection Act and recent guidelines around dark patterns are a start. But with the pace at which such practices are spreading, stronger intervention may be necessary. Of course, laws alone can’t fix everything. Companies need to act ethically and engage with customers responsibly.

At the same time, raising awareness is critical. That’s something we, as business leaders, must contribute to — through forums like this, by speaking to students, and by educating consumers so they can protect themselves. Sometimes, the best defence is knowledge. The more people understand these patterns, the stronger the pushback against unethical practices.

 

The Protiviti website says, “It’s important to make the distinction that leaders and managers don’t ‘manage’ change; they ‘enable’ change.” Can you explain what this means in your context?

Absolutely. The idea of enabling change, rather than managing it, is at the heart of how we think about leadership at Protiviti. True change isn’t forced — it has to come with commitment. If I’m not committed to changing my own behaviour or actions, I can’t expect my team to follow suit.

Another vital element is communication. You need to engage stakeholders early and openly — whether they’re at the top or bottom of the organisation. Whether it’s senior stakeholders or those most affected on the ground, everyone needs to understand why we’re doing this, what we’re trying to achieve, and what role each person plays in that journey.

We’re at a point in time where change is constant — happening almost at the speed of light. It’s no longer about managing one-off transformations; it’s about creating a culture where change is embedded and sustainable. That requires enablers — leaders who drive consistency, clarity, and commitment across the board.

So for us, enabling change means living it ourselves, communicating it clearly, and making sure it resonates across every layer of the organisation.

 

What skills or leadership qualities do you believe are essential for a consultant in today’s business environment? How has your perspective changed over the years?

If I had to sum it up in one word, I’d say agility. That’s the most critical quality for today’s consultants — and it’s something my perspective on has evolved over time.

The traditional model — where consultants came in as subject-matter experts with templated solutions — has changed significantly. The environment today is far more dynamic. Today, clients themselves are not always sure of the exact outcomes they want. The goalposts keep shifting, new consulting models are emerging, and clients are increasingly demanding outcome-based billing rather than the standard hourly approach.

In this environment, consultants need to be agile — not just in delivery but in mindset. They must move away from rigid frameworks and instead embrace collaborative consulting, or what I call co-consulting, where we work closely alongside clients to frame and solve problems together.

Another crucial quality is interdisciplinary expertise. We’ve always stressed the importance of being an expert in your domain. But today’s problems are far more complex — they cut across technology, behavioural science, operations, and more. A consultant must be able to integrate insights from multiple disciplines to offer a comprehensive solution. And that, again, requires agility — the ability to learn continuously and adapt quickly.

 

In your view, what is the most pressing issue consultants are facing today, and how should they address it?

I’d say the most pressing issue is the need to become interdisciplinary experts — something I touched upon earlier as well.

As a chartered consultant, I was trained in a particular set of skills. But today, that’s not enough. When I’m with a client, I often face complex problems that require more than just my primary expertise. They demand an understanding of technology, systems thinking, behavioural insights — you name it. If I don’t understand the tech landscape, for instance, I can’t deliver relevant, effective solutions — even if the original ask isn’t tech-driven.

To stay relevant, consultants must step out of their comfort zones and gain fluency in disciplines they may never have considered before. That could mean learning how to interpret data, understanding behavioural science, or developing a working knowledge of new technologies. It’s no longer about being a lone expert in one domain; it’s about being a connector of insights across domains.

In short, today’s consultant must evolve — adopting an interdisciplinary approach and being willing to constantly grow beyond traditional boundaries.

 

How do you see the role of consultants in the context of sustainability? What are some initiatives Protiviti has taken in this regard?

Let me answer this from two perspectives.

First, sustainability as a service offering is a major growth area for any consulting organisation — and Protiviti is no exception. Whether it’s environmental, social, or governance (ESG) related, these aspects now have a significant impact on organisations, and clients are increasingly serious about meeting their sustainability goals. As consultants, we have a key role to play in this journey.

At Protiviti, we’re actively building our capabilities in this space. We’re ramping up skills, bringing in subject matter experts, and forming specialised teams — architects, testing professionals, and more — to deliver high-quality sustainability consulting services to our clients.

Second, there’s the internal lens — what we are doing as an organisation. At the core, a consulting firm is people-driven. Our people are our greatest asset, and sustainability for us begins there.

We take employee engagement seriously — it’s central to our sustainability agenda. We also focus on giving back to society through various social initiatives that involve proactive participation from our teams. These efforts are not just symbolic — they’re structured and aligned with clear sustainability targets that are cascaded across leadership and embedded in team-level goals.

So yes, for us, sustainability is a key performance indicator. We are deeply committed to making meaningful progress — both in the services we offer and how we operate as an organisation.

 

There’s a general perception that consulting is a stressful profession — or at least highly competitive. What’s your view, and how should consultants approach it?

It’s true, consulting often gets associated with stress, long hours, and high pressure. But having been in this field for over 15 years — including 12 years at a Big Four firm before joining Protiviti — I can tell you that perception isn’t the whole picture.

In all those years, I can probably count on my fingers how many weekends I actually worked. The truth is, it comes down to how you manage your time. If you can plan well, manage your calendar, and communicate your priorities clearly, then it doesn’t feel like stress. In fact, it becomes energising.

For me, if I wake up excited to make a difference in my clients’ lives or support my team, that’s not stress — that’s purpose. I play cricket every Sunday — it’s how I unwind. Now, if I were constantly afraid of getting hit by the ball, it would be stressful. But when I start seeing it as a fun team activity, I enjoy it, I stay focused, and I give it my all. Consulting is very similar.

Yes, ambiguity is a part of the job. Sometimes, the tasks aren’t clearly defined. But that’s exactly why consultants exist — to navigate the grey areas. And once you realise that’s your core value proposition, it becomes rewarding.

That said, stress is real, and it can build up. But how each individual deals with it makes the difference. Some people manage it better than others. The key is for every consultant to learn how to manage stress. Because once you do, the work becomes fulfilling, and life becomes far more balanced.

 

What has been your most rewarding accomplishment as a Managing Director so far?

As business leaders, we’re all driven by the usual KPIs — revenue, growth, profitability. That’s a given. But for me personally, the most rewarding accomplishment has been creating a sustainable growth model for the business.

That means multiple things: building new revenue streams, adding fresh capabilities, and most importantly, empowering people to become future leaders. In consulting, that’s the magic — it’s a bit like those old pyramid schemes, not in a negative way, of course, but in the sense that if I help someone grow into a leader, and they in turn help others grow, the whole organisation scales organically. And in that process, I grow too — into a practice leader, a national leader, and so on.

That’s the charm of consulting — you grow when you make others grow. Once you truly understand that, everything shifts. Culture becomes central. If you can foster an inclusive culture and a growth mindset, that’s your biggest achievement. It’s the best long-term investment you can make — for your company and for yourself.

I’ve only been with Protiviti for a little over two years, so there’s still a long way to go. But I take pride in the small part I’ve played in that journey so far, and I’m excited to continue building on it. The rewards — personal and organisational — are immense.

 

We have many consulting enthusiasts in our cohort. Before we wrap up, what advice would you give them to emulate your successful career journey?

The first thing I’d say is: don’t follow my exact path. What worked for me may not work for future consultants, because the landscape is changing — fast. The way we work today could look very different in six months, a year, or five years.

If you’re planning to get into consulting, be ready for that change. The role is evolving — from problem solver to trusted advisor. That shift demands a new mindset. You need to be agile, embrace design thinking, and adopt systems thinking. You need to develop an inclusive approach to problem-solving — and be ready to learn and unlearn constantly.

To thrive in this field, back yourself. Be confident, be curious, and stay open. Learn from everything around you. Try to become an interdisciplinary expert. And most importantly — never miss a chance to learn.

Because the consultants who succeed in the future will be the ones who embrace change, stay adaptable, and keep growing with their environment.