So let me for just a moment put on my CFO hat, my academic CFO hat.
So the interest rate increase we've seen over the last year means capital is incredibly costly now.
And so when I speak with CFOs, that's what they see immediately is that money just got
a lot more expensive. So that naturally translates over to the investment side,
right? We've got a higher hurdle rate, investments have to be more profitable
to go through but that also feeds into growth, which is ultimately what we're talking about here.
And so I want to bring it back that that line of thinking to business process services and
start thinking about how that can help with financing costs, either directly or indirectly,
how can we get more bang for our buck? As a finance person or a financial executive
in in this current environment? And how does business process services help us do that?
So one of the things which today's world facilitates is to,
in a very automated fashion, provided you have fundamental systems in place,
we can actually create a circuit diagram of your existing process.
Many times, companies don't know what their existing process is,
where are the bottlenecks. The moment you're able to, in an automated fashion, able to see oh,
is that what is happening… a simple tweak in your process can start generating higher returns.
So that's a, that's a very very quick, and, and profitable step. It doesn't
require a tremendous amount of capital. And is something which I would advise anybody,
whether you're going to acquire a company, you're going to sell parts of your business,
you're looking at massive transformation, getting the circuit diagram of your existing crosses gives
you a tremendous advantage. Then the next step is, once you have it, you can design your golden
process. And when I say design, you design it with experience built in. So you know where you stand,
you know where you want to go, then you can start the journey of going there.
Very simple. If I may picture in anybody's mind, because if you know where you want to go, you also
need to know where you stand. Right? So, in that sense, today, the tools are enabling all of those.
And for a CFO, if we have a proper conversation, I think CFO would be our biggest ally,
to undertake automation, because the breakeven on investment can happen within nine months,
within six months. So it's not, you don't have to leverage tremendous amount of capital to start the
journey. And you can handle it in waves rather than trying to boil the ocean. In fact, I would
recommend that you please handle it in waves. Don't do a three-year project on automation,
because there is no such thing as a three years journey of automation. So I think CFOs should
get interested in automation, should get into the world of automation, because even the world
of CFOs is changing, isn't it? The old-world CFO is no more relevant, it’s the strategic CFO who is
more relevant in today's world. So in that sense, tech savvy CFOs are required to some extent.