Leadership insights on AI-driven growth, culture, client success, and scaling AQe Digital as a global transformation partner.
AI leadership
1. When you think about the next three years, what’s a “moonshot” goal for the company that others might call unrealistic?
For me, a moonshot goal is not about chasing a number but about redefining the scale of the digital transformations we offer to our clients. Over the next three years, my goal is to achieve 300% growth for AQe Digital while expanding meaningfully across global markets, not as a vendor, but as a strategic transformation partner.
What many might call unrealistic is doing this without diluting culture, quality, and trust. But growth should amplify who we are, not distort it. If we can scale our business offerings across global markets while deepening client relationships, strengthening leadership depth, and maintaining engineering excellence and culture, then the moonshot may be a small feat. And the sky is not the limit!
2. How has AI changed the role of client success from a cost center to a measurable driver of growth?
For a long time, client success was seen by many industry leaders as an insurance-like function, necessary, reactive, and mainly defensive. AI has transformed this perspective by shifting client success from just responding to issues to proactively anticipating outcomes.
At AQe Digital we had been proactive on client success since the beginning. The introduction of AI has only amplified our focus on the proactiveness enabling us to detect early signs like drops in usage, staffing mismatches, compliance issues, or inefficiencies, turning them into actionable insights.
An example of this is RotaWiz, an all-in-one, NDIS-compliant rostering and management software for Australian disability support providers, we built using AI. We reduced the development cycles for clients leveraging tools like GitHub Copilot, Cursor, and Google Antigravity.
3. How do you help organizations move from AI experimentation to tangible, measurable business impact?
I believe in intent. Let me give you an example. If a tortoise experiments with flying, and a fish experiments with walking in a desert, both are doomed to fail. Likewise, if the intent of AI experimentation does not align with the business goal, it will not deliver a measurable impact.
This is where Friedrich Nietzsche's philosophy of will to power comes into play. According to Friedrich Nietzsche, every living being has a desire to grow, which keeps them going. Applying this to the AI experimentation approach: if the business is not experimenting for tangible growth, the impact will not align with the goals.
I make sure the organizational goals are clear and that parameters are set to evaluate what AI experimentation offers. Is it tangible? And by ensuring every AI experimentation project follows a pathway to tangible growth, we at AQe Digital are assuring client success.
4. What kind of culture do you believe produces the best results, and how do you protect that culture under stress?
I believe the best culture is one that reveals people, not restrains them. At AQe Digital, culture is built on ownership and clarity, but its real purpose is deeper. It is about creating an environment where people feel confident enough to bring out parts of themselves they did not even know they had.
Every individual carries inhibitions, self-doubt, and untapped potential. My role as a leader is to remove the fear of judgment so that capability can surface. I stay closely involved with teams, not to supervise, but to participate. When leaders step into the arena alongside their teams, it signals safety. That is when fresh perspectives, hidden skills, and unexpected leadership begin to emerge.
Diversity plays a critical role in this. When teams are composed of different experiences and viewpoints, people stop trying to fit a mold and start contributing authentically. This is why inclusivity at AQe Digital is not a policy but a lived reality, reflected in strong representation of women across leadership, engineering, and delivery roles.
Culture is truly tested under stress. Anyone can talk about values when things are calm. The real measure is how people respond when pressure rises. In those moments, our teams do not fragment or panic. They close ranks. They complement each other’s strengths. They act with calm intent.
That is how we protect culture. Not by enforcing it, but by living it so consistently that it becomes instinctive. Even in uncertainty, the culture holds. And when culture holds, performance follows.
5. What’s your philosophy on maintaining high standards without driving burnout? Where do you draw the line?
For me, high standards are not about pressure; they are about purpose. Pressure exhausts people, but purpose energizes them. When standards are imposed without meaning, they lead to burnout. But when standards are connected to a shared mission, they become a source of pride.
I draw the line where effort stops creating value and starts creating fatigue. At AQe Digital, I constantly ask one question: Is this challenge sharpening our people, or slowly dulling them? If the pursuit of excellence begins to compromise curiosity, creativity, or health, then the standard itself needs to be questioned.
High standards should stretch people, not strain them. Growth, like muscle, happens through tension followed by recovery. Without recovery, even the strongest systems collapse.
6. As AQe Digital expands across regions and industries, how do you ensure local relevance?
Expansion is not about replicating a template across geographies but translating intent into context. A strategy that works in one market may survive in another, but relevance only thrives when listening comes before execution.
At AQe Digital, we treat every new region as a learning ground. We invest time in understanding local business realities, cultural nuances, and decision-making patterns. This allows us to operate with a global mindset but a local conscience.
True global expansion happens when your values remain consistent, but your expressions evolve. So we co-create each solution with the local ecosystem, ensuring relevance and scale without compromising on the quality.
7. How are you ensuring continuous upskilling at AQe Digital to keep pace with rapid technological change?
I view upskilling as a long-term capability-building exercise rather than a short-term response to technological change. In a technology-driven organization, the ability to evolve skills systematically determines sustained relevance.
At AQe Digital, we are deliberate about where we focus our learning efforts. We align skill development with our clients' strategic direction and the platforms and technologies that will shape enterprise transformation over the coming years. This ensures that learning is purposeful and directly connected to business impact.
And to encourage such purposeful learning, we have a policy of paid courses, allowing team members to avail themselves of any advanced course at our expense. Equally important, we emphasize application over accumulation.
Learning that does not translate into real-world execution remains theoretical. Our teams are expected to apply new skills within live projects, under real constraints, so competence develops through experience rather than abstraction.
Plus, we also have live sessions for team members to have a community learning experience. For example, we recently had a three-day live AI session from an expert like Vaibhav Sisinty.
8. How do you encourage teams to think like founders while operating within a structured enterprise environment?
A founder mindset begins where comfort ends. It is shaped by conviction. From my perspective, structure should never dilute ambition but should sharpen it.
Nietzsche spoke about growth as an act of self overcoming. I apply this idea by placing people in situations where they must think beyond execution and confront consequence. At AQe Digital, teams are not shielded from difficult decisions. They are trusted with them. When individuals are given real ownership, they evolve. They stop optimizing for approval and start optimizing for outcomes.
Machiavelli, on the other hand, understood that ambition without order leads to fragility. That is why we design systems that reward judgment and initiative thrives because people understand the rules of engagement and the cost of failure.
Teams act decisively, assess risk with clarity, and take responsibility for the consequences of their choices. They are encouraged to challenge assumptions, but also to defend their decisions with logic and results. This balance between autonomy and structure is what sustains a founder mindset at scale.
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