Sanjeev Kumar shares the pain points customers approach them with along with insights on building a digital transformation strategy for businesses.
Sanjeev Kumar SVP, Healthcare & Emerging Markets
Sanjeev is responsible for managing and expanding DMI’s integrated digital offerings within our Healthcare and Emerging verticals, globally. He works in closely with the executive team to define and implement the go-to-market strategies that accelerate our partners time to value from technology. His passion is maximizing both peoples’ potential, and their investments in technology. Sanjeev specialises in helping organisations navigate the ever-changing digital transformation landscape to start generating value from digital immediately, whilst building strategies to see that value increase exponentially over time. Prior to joining DMI, Sanjeev was a management consultant at PA Consulting and most recently a Director in the CIO Advisory Practice of KPMG UK. During his time at KPMG and PA Consulting, Sanjeev worked at C-level with large global enterprises to help define and drive their burgeoning Digital agendas. Sanjeev graduated from Oxford University with honours degree in Engineering Science and quickly found himself gravitating towards the professional services industry.
1. Can you give us a brief of your career before DMI?
I joined DMI 2 years ago. I graduated from Oxford University with a Masters in Engineering Science. I then embarked on a career in management consulting. I worked for PA Consulting and then just prior to DMI I was a Director in the CIO Advisory practice of KPMG. During my consulting career, I was lucky enough to work for some of the biggest companies in the world, helping them extract more value from technology.
2. Could you tell us more about your role at DMI?
The two years at DMI have been a whirlwind. In that time, I have been responsible for growing our European geography and now I am responsible for running a number of our industry verticals. As the SVP for those verticals, I am responsible for making sure that DMI is providing excellence to our customers. I am also responsible for making sure we grow our capability and footprint in those industries.
3. Which industries do you mainly cater to?
The industry verticals I look after for DMI are Healthcare and Fintech.
4. Which pain points do your customers approach you with?
The biggest pain points we are trying to help our customers with at the moment are:
o Extracting the flexibility and value from low code applications on platforms like 0365 and Salesforce
o Delivering more certainty and flexibility into agile application development
o Improving customer experience through the use of digital
o Creating high quality and cost-efficient managed services
o Creating next generation digital commerce solutions
5. What are the challenges that you face while leading DMI’s Healthcare & Emerging Markets industry vertical?
The biggest challenges in my role are:
Building customer intimacy – for my teams to be successful we really need to understand what is driving our customer needs. This requires time, investment and commitment from my teams to make sure we understand and ideally predict their requirements.
Building our internal capability – as DMI continues its significant growth journey, we continue to focus on our people, as well as attracting the best talent to work with us. We believe that continuous learning is the catalyst for growth and innovation, and we are committed to providing the training, career flexibility, and growth opportunities our employees need to take their lives and careers to new places. This is something I prioritize every day in my work.
6. How do you build a digital transformation strategy for the clients and solve business problems?
Building a digital transformation strategy is one of the hardest things for companies to get right. My experience has shown that there is no one size fits for all approach when thinking about a digital transformation strategy.
Each company needs to spend time in defining their strategy and, even more importantly, communicating it broadly across the organisation.
From my experience, a good digital transformation strategy has a number of attributes:
• It should be outside in. The strategy should talk about what the company is trying to achieve for its customers.
• It should balance pragmatism with ambition. Make it realistic but also make sure it is bold enough.
• It should leverage market capabilities. A good strategy is built of extracting value from the considerable amount of technology, products and solutions that are available.
7. For the 7th consequent year, DMI has been recognized as a Leader in Gartner Magic Quadrant for Managed Mobility Services. Can you brief us more about it?
We are proud to be continually recognized as a Leader in Gartner’s Magic Quadrant for Managed Mobility Services. DMI also has scored highest across all seven use cases in Gartner’s Critical Capabilities Report for the global MMS market. Gartner’s coverage of MMS focuses on a provider taking over the responsibility for device acquisition, day-to-day IT management administration and support routines for mobile devices. We currently manage over 4M mobile devices (smartphones, tablets, ruggedized devices and field devices) for our customers and have a footprint in over 78 countries. This has been possible because of our strong focus on customer centricity which is supplemented by our own service centres across 15 locations and four continents.
Our market strategy is built on providing an end-to-end experience that combines security, automation, analytics, ROI, and process paired with vertical solutions and extensive consulting capabilities aimed at satisfying our customers’ biggest, most demanding challenges. Investment levels are high around experience automation, workflows, monitoring, analytics, and customer experience leveraging AI and robotic process automation (RPA).
8. Recently, DMI joined the Mobility Open Blockchain Initiative (MOBI). Can you brief us about this membership?
MOBI is a global, member-led consortium focused on creating the standards and collaboration necessary to enable Web3 digital infrastructure for connected vehicles and IOT commerce. With a team of senior advisors in DMI who have been living and breathing connectivity since its infancy, this membership will provide us with the opportunity to collaborate within its alliance of the world’s largest vehicle manufacturers along with start-ups, non-governmental organizations, transit agencies, insurers, toll road providers, smart city leaders and blockchain technology companies to pioneer the future of mobility collaboratively through cutting-edge digital technologies. We are excited to contribute through our offerings that span the entire connected ecosystem from device to the cloud and include AI and analytics; blockchain and distributed ledger; and Smart Contract technology for industries ranging from automotive, government, healthcare, logistics, transportation and more.
9. What is the biggest piece of advice you could provide to company leaders about helping them fulfil the needs of their team?
My biggest advice is to listen to your teams. Effective two-way communication between leaders and their people is a very important thing to get right. With big, global teams this is not as easy as it sounds. But getting it right, in my opinion, is fundamental to our collective success.
10. Where do your passions lie? What do you think defines you as a person?
At work, my passions lie in our customers and our DMI team. Luckily these can often be the same thing. If you can deliver excellence for your customers, you will have a growing business, which in turn leads to growth for your people.
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