Are there any lessons that you took with you from your time at BCG that continue to influence how you operate and lead your team today?
Absolutely. My years at BCG continue to shape the way I think and lead every single day. Three lessons in particular stand out.
First, the importance of being fact-based when approaching a problem and seeking a solution. Too often, biases or assumptions influence managerial decisions, while grounding decisions in data brings clarity and credibility.
Second, maintaining an intellectual curiosity that pushes you to constructively challenge your team—even when the answer seems obvious. I still find myself using the “five whys” technique to get to the real root of an issue - a simple but powerful method of asking why repeatedly until the underlying cause, rather than just the symptom, is revealed. Finally, the value of thinking globally and strategically. Every so often, I deliberately pause to reflect on the medium- and long-term implications of a series of short-term decisions—those we tend to take quickly, driven by urgency. That discipline helps me and my teams stay aligned with a broader vision.
Leaders must learn to operate on the edge of chaos—developing the ability to move quickly and adapt with flexibility, while maintaining clarity of purpose and direction. Navigating complexity, to me, means transforming uncertainty into opportunity.
What has been the most transformative step in your career after BCG?
Without a doubt, the first one: deciding to leave BCG to join a large manufacturing company—an industry often considered traditional, even old-fashioned, and deeply rooted in Western markets. It was a true leap into the unknown, driven not by calculated career reasoning but by the genuine desire to embrace a transformation challenge. Looking back, that decision taught me the value of stepping outside my comfort zone, trusting that growth often lies where certainty fades.
You have been recognized as Alum of the Year for embodying the value of Conquer Complexity. How do you navigate complexity in your leadership role?
The first step is accepting that complexity isn’t inherently negative. It’s not something to be eliminated, but rather understood and harnessed. Complexity has always been part of our world—what has changed is the pace of transformation. Technological, social, and geopolitical shifts now happen faster than ever, affecting organizations and individuals alike. In this context, leaders must learn to operate on the edge of chaos—developing the ability to move quickly and adapt with flexibility, while maintaining clarity of purpose and direction. Navigating complexity, to me, means transforming uncertainty into opportunity.
The BCG Alumni community represents much more than a professional network. It’s a community of people who share common values, intellectual rigor, and a deep respect for collaboration.
What makes the connection with the Alumni community most meaningful to you?
The BCG Alumni community represents much more than a professional network. It’s a community of people who share common values, intellectual rigor, and a deep respect for collaboration. During my time at BCG, I had the privilege of meeting not only brilliant professionals but also remarkable individuals with whom I shared formative experiences and mutual growth. Staying connected allows me to relive that spirit of shared curiosity and purpose—it’s a source of inspiration both professionally and personally.
If you met your younger self today, what’s the first thing you’d tell him?
Follow your passions and truly enjoy the journey. Too often we focus on the success or failure of individual moments, forgetting that life is a long path made up of learning and evolution. Some outcomes depend on timing or circumstance more than talent or effort. So, I would tell my younger self to trust the process, keep curiosity alive, and be proud of how far the journey will take him—both professionally and personally.