Author: CIO Times

Ranked as one of the top 10 Best Leaders in AI in India 2023, Mr. Satyajit Dwivedi holds 30 years of experience in Digital Transformation, Process Consulting, Energy, Utilities, Water, Waste & Transport and Sustainability/ESG sector.

Satyajit’s professional journey has been diverse spanning across various industries and sectors. After gaining experience in power plants and oil and gas companies post of engineering, he ventured into government consulting, where he honed his skills in policy analysis, and process transformation with digital technologies. Post his Masters in management in the field of finance and systems, his career then took him into the realm of industry and financial research companies, where he developed a strong foundation in data analysis, capital market analytics, and economic & industry sector research.

However, it was during the last 20 years that he found his true passion and calling in the fields of analytics, artificial intelligence, and digital transformation. This phase of Satyajit’s career allowed him to fully leverage his engineering and analytical skills in the core business stream, adapting them to the evolving landscape of technology and data-driven decision-making for energy – utilities, process manufacturing, and smart cities sector. In this rapidly changing field, he played a crucial role in helping organizations harness the power of data and AI to optimize their operations, make informed decisions, and drive digital transformations. He currently serves as Regional Director, Emerging EMEA, and AP at SAS.

“Being an electric engineer and having an interest in the field of control systems, I believe data science / AI is core to any process that focusses on outcomes, initiates feedback to inputs and process. 20 years back, I concluded that this is going to be the best space to work for the coming many decades by being at the forefront of innovation and revolutionizing industries across the board. My journey reflects a commitment to staying at the cutting edge of this space and driving positive change within the organizations I’ve been a part of,” shares Satyajit.

An Avid Learner

Throughout his career, Satyajit had a common challenge, which was being required to take up new areas or sectors, learn new things, and work with different teams across regions. Early stages of his career, in a large multi-billion-dollar pipeline project, he was asked to handle civil engineering work in the beginning. Being an electrical engineer, he had a choice to decline the role and get it assigned to someone else. Knowing that it’s a new field and even physically challenging since it was extremely critical to give the project execution a headstart, he took up the role with dedication. Learning came from all quarters, and with strong determination that the goal could be achieved, he could contribute significantly to the successful commissioning of the project within time and with significant cost savings. This gave him immense confidence and from then on there has been no looking back. He has driven successfully many transformation programs across many sectors and large companies in Energy & Utilities, Manufacturing, and Smart Cities globally. 

“This has been possible by being open to learning new things, always thinking about innovations, and putting my heart into it when I believe in it with utmost dedication. Success would come in different shapes and sizes but will never elude you,” he confesses.  

Poised for Change

The AI industry, explains Satyajit, is constantly evolving, and it’s expected to undergo significant changes in the coming years. While it’s challenging to predict the future with certainty, several trends and developments are likely to shape the AI industry soon. The biggest changes, he points out, would come in the field of ethics and regulations. As AI becomes more prevalent, there will be increasing attention on ethics and regulations. There will likely be efforts to establish clearer guidelines and regulations for AI development and use to ensure fairness, accountability, and transparency. As we speak there are sweeping changes that have been brought in the USA & Europe regulating AI for making it more transparent and identifying content generated with AI. Efforts to address bias and fairness in AI systems will intensify, with a focus on creating more inclusive and equitable AI technologies. 

Secondly, he sees it as a civilization gaining pace of surveillance-based society driven by AI. One cannot manage anything without being able to measure the inputs, processes, and outcomes. With every growing urbanization and population growth, every city and town need to be managed with real-time data generated from sensors and cameras and the integration of multiple smart systems. AI would proliferate into cities, towns, and villages with the need for situational intelligence and the design of positive responses from huge data. 

Thirdly, he predicts that AI-based solutions would need to be designed to address global risks and enhance the Water, Food & Health, and Energy Security of countries. 

Skills for the New Age

AI professionals, suggests Satyajit, should cultivate expertise in specific domains (business, consulting, and technology) to excel in their roles. These include proficiency in AI data to decision platforms, strong mathematical and statistical skills for algorithm development, and an understanding of machine learning and deep learning frameworks. Data engineering and data pre-processing skills are crucial for data preparation. 

Additionally, he says, AI professionals in the coming decade should focus on sustainable generative AI, natural language processing, computer vision, and reinforcement learning for various AI applications. Proficiency in ethical AI practices, design thinking, systems dynamics, and problem-solving is vital for innovative product designs and coming out with Minimum Viable Products (MVPs). Soft skills such as communication, collaboration, and adaptability are equally important to effectively work in interdisciplinary teams and navigate the evolving landscape of artificial intelligence.

Championing a Holistic Life

Leading a holistic life in today’s fast-paced world and complex societal construct is feasible, but it can be challenging considering the interconnectedness of various aspects of well-being, including physical, mental, emotional, and spiritual health. In a global role prior to COVID, Satyajit used to travel an average of 150-200 days a year. With COVID and the adaptation to the hybrid mode of working, travel has come down, but with remote working, it has become more intense and intrusive into personal life and homes becoming semi-office. Although it has resulted in a reduced carbon footprint, it has become important to prioritize, set boundaries, and saying no to excessive commitments, and optimize one’s daily schedule. Making time for activities and relationships that rejuvenate you is an absolute must. 

“I am doing my PhD in my interest area of sustainability, following my passion in the field of Wildlife Photography and music, and taking forward my spiritual path. These four things have given me meaningful social connections and provide emotional nourishment and supported holistic wellbeing with a healthy balance to my work life,” he shares.

What he means to say is it is not impossible to lead a holistic life in today’s fast-paced lifestyle and societal construct, however, it requires intentional choices and practices. “In life, it’s about finding your “IKIGAI” – what you love (Passion), what you are good at (Profession), What the world needs (Vocation), and what you can be paid for (Mission). While there will be challenges in finding your “IKIGAI” with occasional setbacks, the journey towards holistic living is a worthwhile pursuit for personal fulfilment and a balanced, meaningful life,” asserts Satyajit.

Focusing on the Goals Amid Inevitable Changes

In a dynamic business world, change is inevitable. Change being the only constant and being a certified change management person, Satyajit considers change as an opportunity for growth coupled with innovation. Also based on his experience there are three most important things that one needs to consider: –

Firstly, a leader would remain a leader if the person were able to see into the future what others are not able to see. Therefore, embracing change and considering challenges as stepping stones toward achieving goals is fundamental. Adjusting the short-term goals for a bigger achievement in the long term is the only way forward. This needs to be executed with a clear vision and goals with a roadmap to follow, even when circumstances change, is important. Never lose sight of the long-term goals both professional and personal. 

Secondly, developing emotional resilience to handle setbacks and unexpected challenges is extremely critical. Not everyone will support you, not everyone will be your friend, learn from mistakes, learn from failures, learn to adapt, and learn to keep adding value to the ecosystem and to yourself. “I strongly believe in what was said in the Movie by Sylvester Stallone to his son “It’s not about how hard you hit. It’s about how hard you can get hit and keep moving forward,” quotes Satyajit.

Thirdly learning should be a continuous process. These days it is easy to find knowledge on any topic, whether it is trends, ongoing innovations, or any topic of interest. Therefore, one should stay updated with the relevant industry trends and advancements. And continuously reskill on the relevant areas. This would help anticipate and ride the wave.

Lastly, Collaborative efforts can provide diverse perspectives and solutions to navigate change. Satyajit recommends conscious effort in building a strong professional and personal network and seeking support from mentors, coaches, peers, or friends. 

“In the dynamic business world, it’s not about preventing change but about how you respond to it. By maintaining a clear vision, adaptability, and a disciplined approach, you can keep a steady head and remain focused on your goals even when the business landscape shifts unexpectedly,” he says.

Inclusive Values

At SAS, diversity and inclusion are not just principles; they are integral to the organizational culture. Satyajit shares that the organization actively encourages diversity through inclusive hiring practices, regular diversity training, and equal opportunity policies. Employee resource groups provide a platform for underrepresented voices to be heard and celebrated. Leadership champions inclusion, and mentorship programs foster growth for all team members. 

“We maintain a zero-tolerance stance on discrimination, ensuring a safe environment for every employee. Employee feedback and continuous improvement initiatives drive our commitment to fostering diversity and inclusion, making it an ongoing, evolving process that enriches our workplace community,” he shares.

Felicitations

Awards and accolades are a testament to the hard work and dedication to the industry that one works for and the thought leadership that one establishes in the region. Over the years, Satyajit has had the privilege of receiving many awards and accolades in recognition of his achievements in the field of data analytics and AI. One notable recognition was being recognized as one of the 10 Best AI Leaders of AI in India, 2023. This award recognizes the 20 years of dedication to this sector, the level of contribution, and the innovation that he has brought to the sector with contribution working across multiple regions and customers.  

These awards and accolades have been instrumental in reinforcing his position as a thought leader in the industry, opening doors to new partnerships and opportunities for collaboration. They also underscore his team’s continued dedication to delivering innovative, data-driven solutions that drive positive transformations for their clients and the industries they serve. “My mission is to bring specialized solutions across the Emerging EMEA and AP region with the right set of innovation and partnerships, and these awards inspire us to pursue that mission with even greater determination and enthusiasm,” says Satyajit.

Eye on the Future

As an AI leader, Satyajit envisions himself and his AI company playing a pivotal role in shaping the future of artificial intelligence. In the years to come, he sees several key areas of focus and growth for both himself and the organization. The growth could be from Advancing AI Research and Innovation, Ethical AI and Responsible AI Practices, Solving Real-World Problems for Energy & Utility, Manufacturing, and Smart Cities sectors, establishing purpose-driven collaborations and partnerships, building citizen data scientists’ ecosystems with education and training, and adapting to emerging trends ranging from sustainability to distributed edge AI.

“My vision as an AI leader is to continue innovating, pushing ethical boundaries, and addressing real-world challenges with AI solutions that is innovative, ethical, and makes a positive societal impact, and I am committed to driving AI technology forward while keeping the well-being of humanity in mind,” concludes Satyajit.

Quote: “In the ever-evolving landscape of artificial intelligence, our commitment remains unwavering: to harness the power of AI for the betterment of humanity, while leading with ethics, innovation, and a relentless pursuit of knowledge. Together, we’ll continue to shape a future where AI transforms the world for the better.”

Carrying on a legacy requires respect for tradition and an eye toward innovation. It involves honoring the values, achievements, and vision of the past while adapting to modern challenges and opportunities. It demands a commitment to excellence and a passion for continuous improvement. It requires strong leadership skills to inspire and mobilize teams toward a shared vision. Carrying on a legacy is about maintaining a dynamic balance between preservation and progress, ensuring that the values and vision of the past continue to illuminate the path forward.

As a legacy bearer adept at navigating change, balancing respect for established practices with the need for innovation, Abhishek Gilara serves as the visionary Managing Director of Rambhajo’s, a prestigious jewelry brand with over a century of legacy in the industry. Abhishek is joined by his brothers Nitin, Prateek, and Vipul as Company Directors. Under their leadership, Rambhajo’s has expanded its global footprint, becoming a leading name in bridal jewelry known for its exquisite craftsmanship and commitment to quality. He has recently launched Advit Jewels as well expanding Rambhajo’s lineage. 

Rambhajo’s is a renowned jewelry brand with a rich heritage dating back to 1921, when it was founded by Shri Kishan Das Gilara in Jaipur. Known for its exquisite craftsmanship, Rambhajo’s specializes in Kundan, Meena, Polki, and Jadau bridal jewelry. Over the years, the brand has expanded its reach, serving clients worldwide with its high-quality, heirloom pieces.

Today, Rambhajo’s continues to blend traditional artistry with modern designs, catering to both contemporary and traditional tastes. The company prides itself on using the finest materials and maintaining a commitment to quality and authenticity. With a legacy spanning over a century, Rambhajo’s remains a trusted name in the jewelry industry, synonymous with aesthetic artisanship and timeless elegance.

Taking Ownership

Abhishek’s journey is marked by a blend of tradition and innovation, as he continues to elevate the brand while honoring its rich heritage. Beyond his business acumen, Abhishek is dedicated to social causes, supporting orphaned children, and empowering underprivileged communities through skill development. His multifaceted approach to leadership and community engagement makes him a prominent figure in both the jewelry sector and philanthropy.

Born into a family with a century-old legacy in the jewelry industry, it became a natural path for Abhishek. From a young age, he was exposed to the art of craftsmanship, heritage, and the joy of bringing beauty and meaning to people’s lives through jewelry. Over time, his professional journey evolved, combining tradition with modern business practices, embracing innovation, and expanding Rambhajo’s reach across five continents. The creative challenges and the opportunity to preserve the heritage while continuously evolving are what made him embrace this industry wholeheartedly.

The biggest challenge, when he joined the company, was modernizing the family business while preserving its deep-rooted traditions. Balancing heritage with innovation was a daunting task, as it meant making changes that sometimes met resistance. Abhishek overcame this by fostering open communication, respecting the wisdom of previous generations, and introducing new ideas through gradual change and collaborative leadership. This experience taught him that true transformation comes from balancing respect for the past with the courage to innovate for the future.

Handling with a New Perspective

Today, as the Director of Rambhajo’s & Advit Jewels, Abhishek leads a legacy that spans over a century. Renowned for its exquisite Kundan, Meena, Polki, and Jadau bridal jewelry, the company has earned the trust of clients worldwide. With a strong heritage and a dedication to superior craftsmanship, Rambhajo’s & Advit Jewels stand as a beacon of excellence in the industry.

It nearly took him 5 years to transform the way things worked at Rambhajo’s. The transition from an old-school methodology of running the business to the new corporate-style setup took time, resilience, and a strong conviction on Abhishek’s part. His key competencies and responsibilities include:

• Internal Operations: Managing day-to-day operations to ensure efficiency and smooth functioning.
• IT: Implementing and managing technology solutions to streamline processes and enhance customer experience.
• Manufacturing and Production: Overseeing the production of high-quality jewelry, maintaining a balance between traditional techniques and modern standards.
• Marketing and Collaborations: Developing and executing effective marketing strategies to reach target audiences and foster partnerships with industry leaders.

Handcrafted Perfection

Rambhajo’s & Advit Jewels is recognized as a premier wholesaler specializing in Kundan, Meena, Polki, and Jadau bridal jewelry. With a rich heritage spanning over 103 years, it has served more than 850,000 clients globally in both wholesale and retail sectors. Its expertise is particularly strong in bridal jewelry and it is renowned for its exquisite craftsmanship. Its unwavering commitment to quality and customer satisfaction has established us as a trusted name in the industry.

Abhishek’s passion as a master artisan is dedicated to creating stunning jewelry. From his atelier in Jaipur, he meticulously selects each diamond and gemstone, ensuring that only the finest materials are used in his masterpieces. Abhishek’s keen eye for unique designs and his dedication to quality have solidified Rambhajo’s as a prominent name in the Indian jewelry industry. His creations, celebrated for their exceptional beauty and craftsmanship, have won the admiration of discerning customers across the country.

Planning Growth and Diversification

To accelerate growth, Abhishek plans to invest further in digital transformation, customer engagement, and creating new collections that cater to evolving tastes while maintaining Rambhajo’s traditional craftsmanship. Leveraging AI-driven solutions for personalized customer experiences, expanding its global network, and deepening relationships with clients through exceptional service are also part of his strategic roadmap. Additionally, focusing on sustainability and ethical sourcing will strengthen its market position.

Abhishek is committed to positioning Rambhajo’s and Advit Jewels as global leaders in the jewelry industry. His dedication to building a strong team and enhancing technologies and strategies is all geared toward producing exquisite and exceptional jewelry. Rambhajo’s & Advit Jewels has not only solidified its presence in the jewelry sector but has also ventured into real estate, opening a new chapter in its growth story. Under Abhishek, Nitin, Prateek and Vipul’s leadership, the family business has expanded through Janak Nandani Build Homes Ltd., showcasing a forward-thinking approach.

This real estate venture focuses on:

– Developing approximately 2,500 Low-Income Group (LIG) flats, providing affordable housing solutions.

– Designing and launching farmhouse schemes for luxurious living spaces.

– Engaging in land sales, creating opportunities for investment and residential development.

This diversification highlights the company’s commitment to creating value beyond jewelry while contributing to the real estate landscape with both affordable and aspirational housing solutions.

Fitness for Mind and Body

Abhishek, a published author, has his path characterized by a profound journey through personal growth, self-discovery, and the significance of everyday experiences. His 20 books and biography cover a wide range of topics, from the simple act of washing clothes to the deeper lessons learned from business failures.

For Abhishek, writing has become an unexpected yet powerful means of understanding leadership and personal development. Although he never initially set out to write, his life experiences have profoundly shaped his perspective. Growing up with a mother who is an unpublished writer instilled in him a deep respect for the written word.

Throughout his life, Abhishek has faced numerous challenges, rejections, setbacks, and hardships. However, he has remained dedicated to addressing his weaknesses. He has consistently invested in his personal growth, starting with small purchases of books and courses, eventually leading to significant investments in self-improvement.

Writing has become his platform for sharing these valuable experiences and lessons. Through his books, he documents solutions to the challenges he has encountered, believing that these stories can inspire and help others achieve success in various aspects of life, just as they have empowered him.

2020 marked a year in Abhishek’s life when he turned the period into an opportunity for self-improvement focusing on two key areas: fitness and education. To date, he maintains a highly disciplined lifestyle, meticulously planning his day down to the second. Rising at 2:30 AM and retiring by 8:30 PM, he follows the diet and guidance provided by his mentors strictly. He is also mindful of the content he consumes, including what he listens to, watches, and discusses. This level of discipline allows him to manage all aspects of his life without compromise. For Abhishek, adhering to a strict schedule is crucial for fulfilling his responsibilities effectively, ensuring that both his personal aspirations and professional commitments are met harmoniously. Fitness is an integral part of Abhishek’s lifestyle. He actively promotes fitness through online camps organized with his coach. He is a long-time member of Tony Robbins’ Arena Circle and has engaged in online mentoring sessions with Robbins himself.

Leading a Holistic Life 

Abhishek agrees that leading a holistic life is challenging. However, he feels it is entirely feasible with the right mindset. It requires prioritization, discipline, and conscious effort to maintain balance in all aspects of life—physical health, mental well-being, family, spirituality, and professional growth. In today’s fast-paced world, he focuses on routines, avoids unnecessary distractions, and creates meaningful connections with mentors and spiritual guides. By aligning daily actions with a greater purpose, it becomes possible to lead a holistic and fulfilling life.

For him, the key to maintaining focus and steadiness lies in clarity of purpose, self-discipline, and adaptability. Abhishek grounds himself in a strong vision, breaks down goals into achievable steps, and regularly reassesses strategies to ensure relevance in changing circumstances. Practicing mindfulness, seeking guidance from mentors, and learning from every experience—whether success or setback—keeps him centered and resilient amidst change.

Social Upliftment

Abhishek’s commitment to social welfare is demonstrated through his steadfast support for 30 orphaned children, guiding them toward independence and self-sufficiency. His involvement extends beyond financial aid; Abhishek plays an active role in their development, offering education, emotional support, and essential life skills. By focusing on their holistic growth, he empowers these children to lead dignified and self-reliant lives, underscoring his dedication to giving back to society and making a lasting, meaningful impact.

Through focused training and mentorship, he has empowered 400 underprivileged individuals to become skilled artisans. By providing them with the necessary craftsmanship and stability, he enables them to support themselves and their families, showcasing his commitment to social empowerment and economic upliftment.

Accolades

Rambhajo’s & Advit Jewels has been recognized for its exceptional craftsmanship and innovation, earning numerous accolades. The list includes but is not limited to:

• Inspiring Indian Leader – By Business Today 2024
• Leader Of Tomorrow 2024 By The Times Seaboard Summit 2024
• Featured In Forbes 2024
• IAF Atmanirbhar Bharat Award 2024
• India’s Greatest Leaders 2024 Award By AsiaOne Magazine
• Featured in INDIA TODAY Power List 2024
• International Visionary Award 2024 
• Rambhajo’s recognized by Her Excellency Laila Rahhal El Atfani, Goodwill Ambassador and Crown Senator of The Royal House of Queen Sheba, For Excellence in Wedding Jewelry.
• Core Value Award By Corporate Connections 
• Business and Community Award 2024 for Entrepreneur of The Year

Prestigious Memberships

As Director, Abhishek Gilara seamlessly merges entrepreneurial drive with a strong sense of social responsibility. He actively participates in several esteemed organizations in Jaipur, significantly contributing to both business growth and community development.

His notable memberships include:

• Corporate Club: Recently served as Experience Chair, where he promoted professional growth and networking opportunities.
• Young Jewellers Organisation of Jaipur: Mentoring the upcoming generation of jewelers and guiding their professional journey.
• Gem & Jewellery Export Promotion Council (GJEPC): Serving as an All India Member, he contributes to the international expansion of India’s gem and jewelry industry.

Additionally, Abhishek heads a trade committee within a network of 17,000 BMP businessmen, fostering collaboration and creating new business opportunities.

Looking Forward

Abhishek sees Rambhajo’s & Advit Jewels continuing to grow as a global leader in luxury jewelry while preserving its rich heritage. We aim to expand our presence in new markets, introduce innovative collections, and lead the industry in sustainability and craftsmanship. Personally, I aspire to continue growing as a leader and mentor, creating positive change within the industry and beyond.

Quote: “Keep planning and keep failing; the few plans that succeed lead to numerous successes. Never stop planning.” 

Quote: “Perseverance and adaptability are the keys to sustained success, and every step—successful or not—brings valuable lessons.”

Healthcare organizations recognize the significance of Inclusion, Diversity, and Health Equity (IDHE) as essential strategies. Their goal is to ensure that the communities they serve receive attentive, well-represented, and compassionate care. Stanford Medicine Partners (SMP), a medical foundation established by Stanford University School of Medicine and Stanford Health Care (SHC), actively embraces diversity by fostering an inclusive culture that values professional fulfillment and respect. Its commitment extends to caring for the diverse population across the San Francisco Bay Area, where excellence serves as its standard of care.

“Together, we contribute to healing humanity through science and compassion, one patient at a time. We emphasize the importance of creating a clear roadmap and strategic plan to advance IDHE initiatives, setting a strong foundation for equitable healthcare,” shares Rochelle Noone, Vice President of Human Resources, Diversity & Inclusion at Stanford Medicine Partners.

IDHE – A Strategic Priority

Stanford Medicine Partners (SMP) is the medical foundation for Stanford Medicine and is comprised of three medical groups with 40 ​​locations and over 35​0 board-certified primary care and specialty care providers located across the San Francisco Bay Area communities. Stanford Medicine Partners was born out of the aspiration for Stanford Medicine and local, leading providers to partner together to bring high-quality care to patients within surrounding communities. Together, they are committed to delivering outstanding, leading-edge care to patients.

The Stanford healthcare system developed a Commission on Justice and Equity in 2021 to establish a foundation for addressing DEI in the community. Recommendations from that committee were Rochelle’s motivation to create a DEI Steering committee comprised of a varied group of leaders. She, along with her team, developed a strategic plan to begin focusing on advancing efforts on inclusion and belonging. The pillars of their strategy include:

• Integrating DEI throughout the organization
• Investing in our People
• Measuring for Accountability and Success
• Engaging Deeply Within the Communities We Serve
• Achieving a Diverse Organization with Just and Equitable Practices

A Focused Leader

With more than 20 years of leadership experience in healthcare, Rochelle has honed her expertise in organizational effectiveness, employee relations, and engagement. She earned her BA in Communications from the University of Memphis and her master’s degree in Human Resources and Organizational Development from the University of San Francisco. Rochelle is a certified executive coach and facilitator, and she also holds a Certificate in Diversity and Inclusion from the Yale School of Management.

Throughout her career in human resources, Rochelle has been driven by a commitment to fostering a workplace environment where individuals can thrive. She aims to be a steadfast advocate for employees, ensuring that their voices are heard, and concerns addressed. She prioritizes employee well-being and tries to lead by example.

Before joining SMP, Rochelle served as the Vice President of Human Resources at Planned Parenthood, where she spearheaded the development and execution of the organization’s strategic HR plan. Her initiatives fostered a cohesive organizational culture, and she facilitated workshops on Planned Parenthood’s diversity program, known as the Mind Sciences on Difference. Prior to her role at Planned Parenthood, Rochelle was the Director of Human Resources at Telecare Corporation, a behavioral healthcare organization. There, she oversaw generalist HR practices, devised employee engagement strategies, and led labor-management negotiations.

Rochelle’s expertise extends beyond the workplace. She has been a featured speaker at events such as the DEI Solutions Global Inclusion Forum in April 2021, Skillate’s Virtual Summit on Inclusion & Diversity in December 2020, and the American College of Healthcare Executives (ACHE) Conference in March 2022. Currently, Rochelle serves as an Advisory Council Member at Cal State East Bay and is an active member of the Stanford Medicine Diversity Cabinet.”

An Agile Supportive Approach

As a servant leader, Rochelle’s focus is prioritizing the needs of her team, recognizing their unique strengths, and creating a sense of belonging. She looks beyond the day-to-day realities in order to help guide the team’s goals. She aims to create a positive, inclusive work environment that promotes personal and professional development.

Rochelle approaches new or unfamiliar challenges with a strategic and methodical mindset. She ensures that she understands the nature of the task, engages with subject matter experts and stakeholders as needed, and creates a plan. Feedback along the way is a crucial element, as she is always ready to pivot and adapt the plan as new challenges arise.

“My involvement with professional associations allows me to learn from other organizations and collaborate with my colleagues to ensure I am prepared for continuous growth. I work in a dynamic and ever-changing industry and the ability to be nimble, and pivot quickly is crucial,” says Rochelle.

Sailing Through Hurdles

Even when the strategies were in place, implementing the DEI initiatives has been a task filled with challenges. Rochelle shares how she overcame them:

1.     Addressing Staff Fear and Representation: In response to staff apprehension about freely expressing themselves, the organization took a proactive step. Rochelle decided to conduct a DEI survey. The purpose was to gain deeper insights into the current organizational climate. While the survey data confirmed a diverse workforce, it also revealed a significant gap in leadership representation.

2.     Sustaining DEI Efforts through Action: The leadership team expressed concerns about maintaining momentum in the DEI initiatives. Recognizing that employees expected tangible results, her team established a dedicated DEI department. This department’s role is to facilitate and drive efforts related to diversity, equity, and inclusion within the organization.

“Today, I can say that we have six Belonging & Engagement (ERG) groups that are thriving. We’ve created Core Equity Values, a DEI peer Recognition program, monthly celebrations, and conducted a second DEI survey. Our second DEI survey shows that we have moved the needle in a lot of areas. We now include a category for DEI on our annual performance evaluations and participate in the Stanford Medicine Diversity Cabinet, and Health Equity Council,” says Rochelle.

While a great deal of progress has been made, there are still many opportunities for improvement. She emphasizes that it is important not to lose momentum and ensure that the organization continues to prioritize these efforts.

Creating Inclusive Spaces

Rochelle and her team at SMP have created several trainings that are mandatory for leaders. These trainings are customized to address the specifics of working in a community healthcare environment. They continue to revise and update the training so that they can incorporate the learnings into future initiatives in the DEI space.

To measure the effectiveness and success of their training, they do frequent surveys. They also conduct focus groups and review the data in the HCM systems. These efforts help them understand the demographics, and what the needs are to help them with their path forward. At SMP, they will continue to promote diversity by implementing unbiased recruitment and selection processes, and regular training on inclusivity and belonging. They are always open to reviewing the policies to ensure they support diversity and inclusion and facilitate open and honest communication.

“Going forward, some potential goals and objectives will include a focus on recruitment and retention; making sure we hire the right talent, and diversifying our candidate pool. Engagement and well-being is also a strategic goal. We hope to increase our employee engagement scores, conduct bias and cultural competency training, and create an environment of wellbeing by focusing on the concept of a Just Culture,” concludes Rochelle.

A Quote to Live By:

“It is a common quote, but one that truly resonates with me; “if you want to go fast, go alone; but if you want to go far, go together”.

Of all the wonderfully amazing tools that we use in a day, none is as complex and amazing as the human brain. Every other tool, whether physical or digital that we use today, is but a product of the human brain’s imagination and innovation power. Rafael Dietsch, CEO & Founder, of GenXC Group, concurs. He believes that the most important tool his team uses is their engineering brains. One of the things that he admires about Elon Musk and his teams is how much they leverage technology that has become affordable. Technology that is reliable to perform a task or function that otherwise needs a piece of equipment that is much more expensive. At GenXC, he follows a similar approach. His core team expands the use of multiple technologies and leverages the internal systems and combines all that information and makes it useful for the rest of the team. This allows them to accelerate how information (hand-offs) is passed between team members effectively reducing the time and investment required to accomplish milestones and the overall project. This also allows them to provide a better service and keep their prices competitive.

A Steady Growth

It took Rafael about 6 years to take GenXC on the doorway to success. This was achieved due to his and his team’s consistent efforts.  One has to show up every day, do what is right, understand their industry to the best of their possibility, and only do projects that make business sense. This, of course, is easier said than done! Especially at the beginning of a new business where an entrepreneur is focused on growing. It might feel like they need every opportunity available, but the reality is that one bad opportunity can set the business back several years.

The success mantra, as per Rafael is “Make sure you have the right team for the job and that you partner with the right people and companies. Great opportunities with the wrong partnership are undoubtedly a recipe for disaster. It might look good at first but eventually, these will fall apart.”

The cornerstone of GenXC is the delivery of high-quality engineering services and industry-leading solutions geared toward streamlined processes and timely delivery to their clients. GenXC’s operations started in 2016, working with subcontracting firms in the field of Make-Ready Engineering (‘MRE’), Pole Loading Analysis (‘PLA’), and Fielding Surveying. After exceeding client expectations on projects in the southeastern United States, GenXC was invited to consult and head multiple projects, expanding across the continental United States – as far as California. Their MRE, PLA & Fielding department became the bedrock from which they expanded their capabilities.

A Focus-Driven Leader

Rafael is the design and creative force behind the institution’s products and services. He leads by example as he is the first one to start the day and the last one to leave the office. A hands-on leader, he has no problem working side by side with any area of the company. He encourages team efforts and a family environment; many of GenXC’s employees that have worked in other companies have mentioned that the team truly feels different from other companies and that they feel they are really part of the GenXC family. “We have a highly experienced executive team and they have been the key to the success of the company,” he says.

He encourages and supports innovation. GenXC has been able to be ahead of the competition because Rafael and his team are constantly looking for the best tools for the job and when they don’t exist, they innovate and create those tools. They currently have several proprietary tools that give them a competitive advantage over some of their competitors.

Rafael often tells his team that their goal is to exceed customers’ expectations. Simply delivering a project based on project specifications is just not enough for him. “Our customers are already paying us to deliver to their expectations! We need to push ourselves to go beyond those! I don’t necessarily mean to go outside the project scope as this wouldn’t be fair to us. But this helps us close the next business, it is directly related to the effort of each team member, and is important that they feel part of this effort,” he asserts.

Due to the integration of several of their systems, GenXC can provide substantial analysis by correlating this data and then leverage it to provide their customers with additional useful information about their network or build that otherwise would not be possible. Their integrated solution gives them the opportunity to give the customers something extra. They give them “the extra mile”.

Growing as a Leader

It is often said that “the journey” is part of the experience. From his regulatory side, Rafael learned that there is often more than one perspective to every problem. This undoubtedly made him a better leader as he’s always open to other points of view.

From his corporate experience, he was blessed to be a part of an organization that focused on getting the right data and supporting your ideas with data. This experience helped him strengthen that aspect that he learned from his career.

From his years in business, he has learned that there is more than one way to make a business proposition a win-win situation for all parties involved. When you are doing business honestly, people can feel the difference and work with you to get you closer to that win-win scenario. This means that there will be occasions where the business might not make sense. If that is the case, and all scenarios have been on the table, then it is time to walk away from that opportunity because it is not a good fit for the company. 

Rafael is very open to new partnerships with other companies and customers. “I always say in my conversations that our partnerships are two-way.” “I encourage our partners to grow and expand with us. We help our customers not only with the services we provide, but also trying to drive new business opportunities for them,” he says.

Helping Employees Grow

GenXC Group has established continuous education programs implemented where training has become a part of the company culture. They established GenXC University almost 5 years ago and it has become a key ingredient for their success. It has evolved to practically an individual entity. Part of GenXC’s culture is to treat each other like family and this entity plays an essential role in their personal and professional growth. “We encourage our team members to participate in these programs. Their direct leaders believe they will benefit from some of the classes that are assigned to them. This also allowed many people to discover another area of the company where they are a better fit or that they would like to learn,” clarifies Rafael. Another important aspect is that although most of the training is focused on business, some of these programs are also dedicated to personal growth.

Talking about the use of six sigma, he says that GenXC uses an interesting approach; they leverage a lot of the six sigma tools with a twist to accelerate some of these results by customizing some of these tools to their business. Everyone in a supervisory role understands the importance of comprehending their respective metrics, their contributions to the project, and the ultimate project goal.

Words of Wisdom

Here’s what Rafael has to say to young entrepreneurs:

“In any business, it’s important to pay attention to the small changes in the industry. This allows leaders and companies to adapt to them and thrive as the market evolves.”

“Treat all your customers (internal and external) with respect and be fair. This is key for long-term relationships and directly related to the effectiveness of the team. Everyone cooperates when they feel treated with respect, and they feel they are part of the solution.”

Upcoming Plans

Being ahead of the competition on the services, quality, and delivery times for their projects has always been the advantage that GenXC has enjoyed. Being ahead in any industry takes a lot of dedication and is not easy. This in part has been possible due to the company culture of treating everyone with respect (like family) and not being afraid of innovation.

The GenXC team is excited by its current opportunities and projects. Their industry is exploding, and they are well-positioned to collaborate in full turn-key projects for their customers. “We have carefully built the teams and tools we needed to support our customers’ projects completely with in-house resources. This not only benefits our customers’ projects because we will always do the right thing for their projects and second because we control the quality and schedule. Leveraging our internal resources, we also keep costs reasonable for our customers,” concludes Rafael.