From a brand perspective, AI can sometimes become a creative crutch: Tom Pohlmann

AHEAD has established itself as a leader in digital transformation, seamlessly integrating consulting, systems integration, and managed services to drive business acceleration. With a strong presence across cloud platforms, digital engineering, data analytics, cybersecurity, and automation, AHEAD serves over 900 clients worldwide – helping enterprises navigate the ever-evolving IT landscape.

In an exclusive conversation with Adgully, Tom Pohlmann, Chief Strategy and Communications Officer, AHEAD, shares insights into the company’s success, its strategic expansion into India, and how it continues to outpace industry challenges through innovation and a client-first approach. On his recent visit to India, Pohlmann discusses AHEAD’s unique market positioning, its growth plans for 2025, and the role AI plays in shaping enterprise strategy and customer experience.

AHEAD has been at the forefront of accelerating digital transformations. What are the key driving factors behind the company's success, and how do you see it evolving in 2025?

Since our inception in 2007, AHEAD has consistently adapted to the changing landscape of enterprise IT. A significant milestone in our journey was in 2019 when we embarked on an aggressive acquisition strategy. We have acquired ten companies since then, including our largest acquisition, CDI, in February last year. This not only expanded our capabilities but also strengthened our presence in Hyderabad, complementing our existing base in Gurugram.

Beyond acquisitions, our success is driven by being in the right market at the right time. With rapid changes in enterprise IT—from the cloud computing wave a decade ago to today's AI revolution—businesses constantly seek guidance in navigating these shifts. Our commitment to innovation, collaboration, and a strong client-first culture has helped us thrive, even during challenging times like the post-COVID tech downturn. While many competitors saw declining revenues, we accelerated growth by offering relevant solutions, maintaining a strong balance sheet, and leveraging the momentum created by our acquisitions and organic expansion.

During the COVID-19 period, AHEAD managed to accelerate growth while others struggled. What were the key factors behind this resilience?

AHEAD’s ability to grow during economic downturns stems from our deep commitment to client experience and trust. Our sales force has nurtured long-term partnerships with clients, built on delivering real business results. These relationships go beyond transactions—they are built on understanding client needs and working as strategic partners.

Trust is especially critical in tough times. Clients have told us that how we handle challenges matters even more than our successes. When projects go off track, taking accountability, proactive communication, and transparency become essential. This approach not only helps retain clients during downturns but also positions us to capture more business when market conditions improve.

AI is reshaping corporate strategy and communications. How can businesses effectively leverage AI-driven insights while maintaining strategic clarity and brand authenticity?

AI is an incredibly powerful tool, but it needs to be used strategically. Many companies struggle with where to start due to its vast applications. At AHEAD, we guide clients to identify the right use cases, encouraging quick pilots to gain momentum rather than waiting for perfect data infrastructure.

From a brand and communications perspective, AI can sometimes become a creative crutch. Generative AI, like ChatGPT, makes content creation accessible to everyone, but it can lead to generic, uninspired messaging. We emphasize the importance of human oversight—AI should assist, not replace, creativity and strategy.

That said, AI-driven customer listening is one area with immense potential. Tools like chatbots, natural language processing, and micro-surveys allow businesses to continuously gather insights. For instance, in our managed services operations in Gurugram, AI monitors support calls and detects rising client frustration levels. It then alerts a manager to intervene, ensuring a better customer experience. These AI applications enhance efficiency without compromising authenticity.

Customer experience is a major differentiator today. What innovative approaches do you recommend for companies like AHEAD to enhance their customer journey through digital transformation?

Clients expect three things: real results, a frictionless experience, and proactive communication. While digital transformation is crucial, it must align with these fundamental expectations.

Technology should simplify business interactions, improve speed and quality, and remove barriers for customers. AHEAD invests heavily in ensuring that our digital strategies serve these objectives rather than just implementing technology for its own sake. In some cases, a human touch—a well-timed conversation or a thoughtfully written email—can be more effective than automation.

Communications play a critical role during crises. What are the best practices for turning challenges into opportunities and maintaining trust?

Crisis management is as much about perception as it is about resolution. When issues arise, organizations must act swiftly, communicate transparently, and take full accountability. Clients appreciate honesty—hiding problems only erodes trust.

Proactive communication is key. Instead of waiting for a client to discover an issue, we alert them early and outline a resolution plan. This approach reassures clients and strengthens relationships. Moreover, every crisis presents an opportunity to reinforce reliability and resilience, ultimately deepening client loyalty.

How do you see India's role in AHEAD's overall growth strategy? You've specially come to India, so what are your growth strategy plans?

We recently had our India team kickoff, and our growth plan for the market is significant. We've been in India for two years, and currently, we have 425 consultants and engineers based here—mostly in Gurugram, with about 50 in Hyderabad. In fact, our team is traveling to Hyderabad tonight for a kickoff event.

Our plan is to grow this number to 750 by the end of 2025. This expansion represents a material commitment to the region. Under the leadership of Praveen Grover, our Managing Director, we've successfully built a strong culture, a talent acquisition engine, and a highly competent management team.

The way we view India may differ from other U.S.-based companies. We are not looking at India as a back-office hub for administrative tasks. Instead, we aim to attract top talent—engineers, consultants, and strategic thinkers—to work on meaningful projects in integrated, blended teams with their U.S. counterparts. When serving large banks or enterprise clients, we ensure that teams in India and the U.S. collaborate seamlessly, without any divide.

We focus on three key aspects: client experience, speed, and quality, with price competitiveness as a variable. While cost-effectiveness is still relevant, our primary drivers are efficiency and high-quality execution. India has played a crucial role in our success, especially in 2024, when we had our best financial year and strongest quarter to date.

Do you currently have any clients in India? You mentioned growing to 750 employees. What kind of roles will this expansion cover?

Not at the moment. All our clients are large U.S.-based multinationals, though many have operations in India, Europe, and Asia. We support their global needs, but our core focus remains on U.S. enterprises. That said, we are evaluating opportunities to serve India as a direct market in the future.

Our hiring will focus on digital technologies—cloud, data, modern applications, and AI. We are seeking top-tier talent in the fastest-growing segments of the market. Again, this is not about outsourcing mundane tasks; we want to empower our teams in India to work on high-value projects that drive innovation.

As a leader in strategy and communications, what personal principles guide your approach to decision-making and leadership?

My role is not to set strategy but to facilitate the process of defining and executing it. A company can easily lose focus without proper guidance, so part of my job is ensuring that we stay aligned with our strategic priorities.

I also focus on making sure all 3,000 employees at AHEAD understand and engage with our strategy. Often, the top leadership team has a clear vision, but the broader organization is too immersed in daily operations to stay fully informed. Bridging that gap is crucial.

My leadership principles include prioritization—less is more. In a fast-paced environment, trying to juggle too many priorities can lead to inefficiencies. I also value conciseness, clarity, and energy in communication to keep teams engaged and aligned.