Saurabh Govil : Kawal, I must tell you that over the last two weeks, when Srini has taken over and general for among employees that is somebody who started his career in the company has reached very top. So I generally believe that if growth comes back, opportunities are there for people to grow. They are seeing people growing. Aparna is another example for us who started a career. People are — will be keen and continue to see that this is a place for them to make their careers. So that’s what the — having said that, as Srini called out that structures and strategy are not changing, but leadership will involve where it’s a living organization. There will be some people who would move one kind of stuff. But there’s no major disruption in the way we have to work, organize our strengths. So I don’t see that much challenge as we move forward.
Srinivas Pallia : And Kawaljeet, we want to develop talent internally, right, and also have a strong line of leaders in our pipeline. And that’s another focus area for us going forward.
Kawaljeet Saluja : The final question that I have for you Srini is that I remember some time in 2020, you had a magic wand. You actually struck fairly nice lucrative two mega dies in the retail vertical. But the organization has been silent on mega deals since, has the muscle memory weakened on the mega deals or good news is around the corner?
Srinivas Pallia : I think the way we had structured ourselves in terms of going up to the large deals and mega deals is to try and focus on not only on how you pursue a deal, but how do you originate a deal, how do you shape the deal, an entire process around that. So that becomes very critical for us. So in fact, what I would like to do is for the sales team on the ground across the markets and across the industries try and create a proactive pipeline because that becomes very critical for us because you work along with the client and the partner in a deal pursuit, right? The probability of winning is also much higher. So we — what we want to do, what I want the team to do is stay focused on those proactive deals as we move forward.
Also, if you look at earlier, we had mentioned in Q2 that we had one, two close to $0.5 billion deals in two of our large accounts. And one of the two accounts, Kawaljeet now has gone on to become one of the largest customers — largest client for Wipro. So we’ve seen that momentum also happen.
Kawaljeet Saluja :
’:
Srinivas Pallia : So Kawaljeet, I think keeping the Capco brand as it is a strategic business. But what is more important, Kawaljeet is I look at Capco or any of our consulting business domain and consulting teams to be the tip of the iceberg for us, right? So when you go in from a client, you go in as one Wipro in the context of how we are going to solution it. But what’s very important is the kind of CXO connects Capco has, I think that’s something that the rest of the Wipro organization can actually leverage. So I would say that we’re going to focus on a joint positioning and building disciplined sales campaign that can deliver the best for the Wipro in that particular segment.
Operator: We have a next question from the line of Gaurav Rateria from Morgan Stanley.
Gaurav Rateria : Many congratulations Srini on your new role. My first question is again with respect to your success in mega deals. When you look at the overall internal — your mega deal participation, your win rates, where do you think the work in progress is there? Where do you think you need to make some changes? Is it more about your participation? And/or is it more about your win rates? Just trying to understand that what needs to be fixed to be able to participate more in the mega deals?
Srinivas Pallia : Gaurav, if you could just repeat the question. I just lost you for a minute, sorry.
Gaurav Rateria : Yes. My question is with respect to your mega deal success. Just trying to understand, is it — is this require more fixing on the participation side, proactively creating pipeline side? Or is it more about the win rates, why you participate but the win rates are not so good? Just trying to understand what requires to be changed to be able to more consistently deliver some of the mega deals?
Srinivas Pallia : I got the question. I think absolutely, there are two parts to it. What is important for us is to be very proactive within the market, whether it’s our clients or partners or the influencers and actually sourcing these deals and then kind of shaping the deals, which are very specific to those industries, the way you solution it and the way the business objectives of the clients are met also becomes very critical. So it’s both — it’s a combination of both, which actually will lead us to a better win ratio going forward. And I’ve seen the experiences wherever we have worked very well with the clients and ahead of the curve. I think our probability of winning has gone up. What we want to do is become a lot more consistent, a lot more repetitive across our markets and across our industries.
Gaurav Rateria : My second question is with respect to Capco. It will be great to understand what kind of deals are coming in terms of nature of the work? And is it more broad-based across large number of clients? Is it more concentrated with a few clients? Is it just a tip of the spear engagement that is coming right now? Is it also involving some amount of downstream work? Probably that will help us in getting some comfort in how sustainable this trend that you are seeing is.
