Akshendra Sahi

Akshendra Sahi

Senior Manager

Senior Manager

Tell us about your journey at Bough, how have you changed as a person since joining?

Tell us about your journey at Bough, how have you changed as a person since joining?

Tell us about your journey at Bough, how have you changed as a person since joining?

Wow, it’s tough to summarize my time here so far! I’ve been fortunate enough to work on some of the most interesting and largest consulting and finance transformation projects for clients across the globe. All these experiences, especially the exposure to diverse cultures, languages, approaches, and styles, have shaped me both personally and professionally.I think I am not only a better professional now but also a better human. One thing that stands out is that I am now more patient, composed and relaxed in dealing with demanding situations and challenges.

Wow, it’s tough to summarize my time here so far! I’ve been fortunate enough to work on some of the most interesting and largest consulting and finance transformation projects for clients across the globe. All these experiences, especially the exposure to diverse cultures, languages, approaches, and styles, have shaped me both personally and professionally.I think I am not only a better professional now but also a better human. One thing that stands out is that I am now more patient, composed and relaxed in dealing with demanding situations and challenges.

The culture here encourages people to try new things and offers a safe place to take risks, fail, learn, and keep going. This has not only helped grow my confidence but also prepared me for the future; whereby now new challenges don’t faze me anymore, instead it excites me to take on the most complex issues to help our clients get better at what they do through our work.

You’ve worn a lot of different hats in your years at Bough. Tell us about your current role and your span of responsibility?

You’ve worn a lot of different hats in your years at Bough. Tell us about your current role and your span of responsibility?

You’ve worn a lot of different hats in your years at Bough. Tell us about your current role and your span of responsibility?

I have had three main roles. One, in the initial years I was very focused on the hiring, office set-up, and managing an entirely new team. I continue to work closely with our recruiting organization to get the right people on board and make certain strategic hiring decisions. Two, I work in our service delivery organization and lead some of our client engagements/projects on a global scale. And third, I also lead the growth initiatives of the company. I recently celebrated my fifth anniversary here and have been very active in expanding Bough. We have a ton going on and it is a never-ending opportunity to grow this company.

I have had three main roles. One, in the initial years I was very focused on the hiring, office set-up, and managing an entirely new team. I continue to work closely with our recruiting organization to get the right people on board and make certain strategic hiring decisions. Two, I work in our service delivery organization and lead some of our client engagements/projects on a global scale. And third, I also lead the growth initiatives of the company. I recently celebrated my fifth anniversary here and have been very active in expanding Bough. We have a ton going on and it is a never-ending opportunity to grow this company.

What advice would you give to someone joining Bough?

What advice would you give to someone joining Bough?

What advice would you give to someone joining Bough?

There is a popular Daft Punk number that goes, “Work it, make it, do it, makes us: harder, better, faster, stronger.” I am not sure how the electronic duo would feel about the analogy, but I think this is a great example that depicts the attitude one needs to carry to succeed here. I try to live by it as much as I can and the belief that my efforts would eventually payoff is what keeps me going.

There is a popular Daft Punk number that goes, “Work it, make it, do it, makes us: harder, better, faster, stronger.” I am not sure how the electronic duo would feel about the analogy, but I think this is a great example that depicts the attitude one needs to carry to succeed here. I try to live by it as much as I can and the belief that my efforts would eventually payoff is what keeps me going.

Tell us a bit about your leadership – why do you find it works for you ?

Tell us a bit about your leadership – why do you find it works for you ?

Tell us a bit about your leadership – why do you find it works for you ?

When it comes to leadership, I think about it in terms of the three E’s: encourage, enable, and empower. I try to live by these three themes and create the right environment and circle of trust for my peers to thrive. I believe that my team is everything and I strive to be a good mentor and check in on their well-being, but I also ensure I don’t always let them default to their comfort zone. The best learning occurs when you empower people by giving them complete ownership. Don’t be in a rush to tell your team all the answers. Encourage them to think of the solution before guiding them.Generally, my assumption is people doing the job know more about it than I do. I have a bigger title does not mean I have a bigger brain or better experience or knowledge. I let the experts do their job. But if I see underperformance, that is when I get more deeply involved.

When it comes to leadership, I think about it in terms of the three E’s: encourage, enable, and empower. I try to live by these three themes and create the right environment and circle of trust for my peers to thrive. I believe that my team is everything and I strive to be a good mentor and check in on their well-being, but I also ensure I don’t always let them default to their comfort zone. The best learning occurs when you empower people by giving them complete ownership. Don’t be in a rush to tell your team all the answers. Encourage them to think of the solution before guiding them.Generally, my assumption is people doing the job know more about it than I do. I have a bigger title does not mean I have a bigger brain or better experience or knowledge. I let the experts do their job. But if I see underperformance, that is when I get more deeply involved.

As an example, I normally have strong views on various aspects of our engagement delivery and come up with solutions to various problems. When my team does not like my ideas, I tell them to come back to me with better ideas, or else we are doing it my way. This forces them to seek the answer more aggressively, and they either come up with something as good as or better than I could. I think presuming you have the answers is a weakness. The problem with being a leader is everybody thinks you will have all the answers. It is comforting to your ego but very dangerous.

What advice would you give to someone joining Bough?

What advice would you give to someone joining Bough?

What advice would you give to someone joining Bough?

There is a popular Daft Punk number that goes, “Work it, make it, do it, makes us: harder, better, faster, stronger.” I am not sure how the electronic duo would feel about the analogy, but I think this is a great example that depicts the attitude one needs to carry to succeed here. I try to live by it as much as I can and the belief that my efforts would eventually payoff is what keeps me going.

There is a popular Daft Punk number that goes, “Work it, make it, do it, makes us: harder, better, faster, stronger.” I am not sure how the electronic duo would feel about the analogy, but I think this is a great example that depicts the attitude one needs to carry to succeed here. I try to live by it as much as I can and the belief that my efforts would eventually payoff is what keeps me going.

What does the future of Bough look like to you ?

What does the future of Bough look like to you ?

What does the future of Bough look like to you ?

I will answer this question through my lens. Growth is my top priority for the short and long term. Of course, our focus initially is to grow in revenue and headcount sustainably and build a financially strong company. We look to double in size by next year by bringing in the right talent on board to complement our client pursuits and acquisitions.But growth for me is more than just numbers. Once we have laid this foundation, long-term growth for me would mean penetrating new markets, building new capabilities, entering strategic partnerships, growing our people by giving them the best opportunities, getting involved with local communities and making a positive social impact.We do have a lot of ideas in mind and are taking small but sure steps toward achieving that one by one.

I will answer this question through my lens. Growth is my top priority for the short and long term. Of course, our focus initially is to grow in revenue and headcount sustainably and build a financially strong company. We look to double in size by next year by bringing in the right talent on board to complement our client pursuits and acquisitions.But growth for me is more than just numbers. Once we have laid this foundation, long-term growth for me would mean penetrating new markets, building new capabilities, entering strategic partnerships, growing our people by giving them the best opportunities, getting involved with local communities and making a positive social impact.We do have a lot of ideas in mind and are taking small but sure steps toward achieving that one by one.

As I joke with my peers, our growth journey would be nothing short of being like an M. Night Shyamalan blockbuster, with many plot twists on the way. But amidst all this, you know your actions are emblematic of something much bigger — you are building a company; and before you realize you would have helped build a company that not only reflects your values but also is very much an integral part of you.

Set to thrive in

your future?

Set to thrive in

your future?

Set to thrive in

your future?

Set to thrive in

your future?