In your opinion, what sets Keyrus Management apart?

In terms of positioning, it is the concept of laying down footbridges between the management consulting industry and the BI industry by capitalising on all the data companies have and thereby helping them change in a more relevant and effective way. This data capital is underutilized and it could be used as leverage in giving new life to the practice of consulting.

Is that why you joined the firm?

That is one of the reasons. I had been at the same firm for five years and was actually thinking that the technological revolution had not changed much for consulting practices. With Keyrus Management, the opportunity presented itself to join a team of good management professionals who shared this desire to do things a different way, push the boundaries in consulting.

Were you intrigued by the entrepreneurial challenge?

Of course! It’s very exciting being part of building a new firm and proving its value to the market. For me it’s the start of a new professional chapter and an adventure that is as compelling to be a part of as it is intellectual, technical and human.

Are there any areas in particular you would like to develop?

I think companies have assimilated and taken on a significant amount of the methods that created added value for consulting about 15 years ago. That has made them expect more from us, which is a good thing and forces us to innovate. I feel we especially need to work on the collaborative angle to help organisations break out of the silo mindsets that are paralysing them.