“In 2006, the market was growing incredibly fast,” says Malcolm Frank. “All our peers were going after all segments with wild abandon but we felt that the market would move from labor arbitrage to intellectual arbitrage. We concentrated on a few markets that were well-suited for us. So, we could understand not just the technology, but a customer’s processes, culture, how they worked, etc. This helped us materially. Our market share went up on two levels during the recession…at the industry level and also at the customer account level.”
Frank adds, “For us it is all about the client. Our culture is very client-centric. All our energy is directed outwards. Our margins are lower than some of our peers and we have publicly stated we will keep them at those levels and plough the rest into client-facing activities. This helps us have tighter client relationships, which, in turn, makes our business with them more stable and predictable, helping us grow faster.”
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