Practus CEO Deepak Narayanan on the firm's bold growth ambition
Deepak Narayanan is the Founder and CEO of Practus, an Indian management consultancy specialised in driving organizational performance at clients in India and beyond. Hot on the heels of the firm announcing its notable goal to hit a $1 billion valuation by 2030, we sat down with the CEO to find out more about the ambition, how it will be delivered, and how the industry will evolve in the coming years.
On that bold ambition – what are the key strategies you believe will drive this growth, especially in the competitive landscape of management consulting?
At Practus, our vision of achieving a $1 billion valuation by 2030 is grounded in our mission to redefine consulting through measurable impact. In a competitive landscape, we differentiate ourselves by consistently delivering tangible outcomes that directly drive revenue growth, improve profitability, and enhance enterprise valuation for our clients.
Our key strategies for this ambitious growth include:
- Outcome-driven consulting: Our focus on measurable results makes us the go-to partner for clients seeking clear, ROI-driven solutions. Client satisfaction is at the heart of everything we do, ensuring long-term partnerships.
- Value-centric pricing: We emphasize value over cost, offering customized pricing models that are aligned with each client’s specific needs and desired outcomes. This flexibility gives us a competitive edge.
- Implementation-focused solutions: We don’t just advise; we roll up our sleeves and implement. By offering end-to-end solutions with continuous engagement, we ensure lasting impact and client success.
- IP-driven consulting: Leveraging intellectual property enables us to scale our services efficiently, enhance margins, and sustain long-term client relationships.
- Precision consulting: We streamline processes and reduce complexity for clients, using best-in-class solutions to address specific challenges while improving operational efficiency.
- Agile organizational design: Practus is built for responsiveness and flexibility, allowing us to adapt quickly to client needs, deepen relationships, and enhance cost efficiency.
- Standardized service solutions: By standardizing key services, we’re able to deliver faster, maintain quality consistency, and shorten sales cycles, all of which contribute to scaling the business effectively.
- The Practus Way: Our culture is centered on high performance and continuous learning. We foster a “student for life” mindset in all team members, ensuring they stay aligned with our shared purpose. This commitment to development and retention of top talent is key to our long-term success.
These strategies, combined with our relentless focus on delivering measurable, client-centric outcomes, will be the driving force behind our growth to $1 billion and beyond.
Practus emphasizes an outcome-based strategy, committing to deliver 3x to 12x ROI on your fees. Can you explain how this model differentiates Practus from traditional consulting firms?
Consulting even today is largely operating in the industrial era; charging customers by the hour, people’s costs being computed by the hour and more importantly value to the customer not being expressed in dollars and cents (not tangible). The standards have remained unchallenged for the longest period of time except maybe in some cases and under certain situations, wherein consulting firms do offer the value pricing model.
This is not yet a part of the DNA. We are changing this by committing to an ROI before we move into implementation for clients rather than this being a discovery process along the way. A certain portion of our fee gets linked to delivering the ROI.
While it differentiates us in the marketplace, it also raises expectations considerably. Clients expect fast, measurable outcomes, and aligning our services with their evolving needs can sometimes mean dealing with unpredictable variables like market shifts or internal organizational challenges. The other challenge is clients are used to working with consulting firms in a certain way and even when ROI is presented to them as a differentiation, it requires us to educate them in some cases.
You mentioned leveraging technology to enhance profitability and cash flow for your clients. Can you provide examples of how Practus integrates technology in its consulting services to drive transformation and measurable results?
Technology is an enabler at Practus. We believe that technology is not a differentiator (the ability to deliver an ROI consistently is a differentiator), though application of technology is one of the key elements of the Practus’ delivery model. We work extensively with tools, frameworks, methodologies which are developed in-house and proprietary at Practus as well as 3rd party solutions while solving problem statements for clients. We call this ‘The Practus Way’.
Let us take the example of demand planning and forecasting which allows Practus to work with proprietary frameworks and with 3rd party technology tools to help clients streamline procurement, drive down costs, manage inventory better and improve cashflows.
With a diverse clientele ranging from startups to Fortune 500 companies, how does Practus tailor its consulting services to meet the unique needs of different organizations, and what common challenges do you observe across these sectors?
At Practus, we pride ourselves on tailoring our consulting services to meet the specific needs of each client. For instance, in the case of owner managed companies, our focus is often on building scalable operational structures, financial discipline, and growth strategies. With Enterprise clients, we engage in optimizing existing processes, driving innovation, automation.
Across all sectors, one common challenge we observe is the need for agility in adapting to market shifts and technological advancements. Additionally, talent management and leadership development are universal challenges, as companies seek to build teams that can drive transformation and sustain growth. By understanding these shared challenges and the unique circumstances of each client, our solutions are tailor made to make it personalized for every company.
Change management is critical for successful transformations. What methodologies or frameworks does Practus utilize to ensure that the changes you recommend are not only accepted but also sustained within your clients' organizations?
We understand that successful change management requires more than just implementing new processes; it’s about embedding a mindset shift within the organization. To ensure changes are both accepted and sustained, we employ a combination of proven methodologies and a customized approach tailored to each client’s culture and needs.
For instance, one of the most common frameworks that we use is ‘The Porter five forces’ to map out the market dynamics or the ‘Value stick’ to define positioning vis a vis competion. These provide structured pathways to drive change but are always adapted based on the client’s readiness, leadership structure, and team dynamics. For example, we focus heavily on stakeholder engagement and communication strategies to create buy-in at all levels of the organization.
Additionally, we emphasize capacity building, equipping internal teams with the tools and skills needed to carry the transformation forward long after we’ve completed our work. This ensures that change doesn’t end with implementation, but is sustained as part of the company’s evolving culture. We also focus on measurement and feedback loops, allowing us and the client to monitor progress and make necessary adjustments to ensure long-term success.
As Practus operates in multiple countries, how do cultural differences influence your consulting strategies? Can you share any specific instances where local insights significantly impacted your approach?
As a challenger brand operating across countries serving diverse clients, cultural nuances play a significant role in shaping our consulting strategies. At Practus, we recognize that every market is unique, and we tailor our approach to reflect local business practices, regulatory environments, and cultural norms. This flexibility allows us to build deeper relationships with clients and deliver solutions that resonate with their specific contexts.
While several examples can be given, what is common is the need to work with teams on change management and being sensitive to cultural nuances. This can separate a successful transformation from a disaster.
Wat trends do you foresee shaping the future of management consulting in the next five to ten years?
In the next few years, the management consulting industry will undergo significant transformation, driven by several key trends that I believe will shape the future of our field.
First, digital transformation and AI will continue to disrupt. Consulting firms will increasingly need to integrate advanced technologies such as AI, machine learning, and data analytics into their service offerings. Clients are looking for partners who can not only help them implement these technologies but also guide them through the cultural and operational shifts required to thrive in a tech-driven world.
Second, sustainability and ESG (Environmental, Social, and Governance) considerations will become central to consulting strategies. As companies face growing pressure from investors, customers, and regulators to adopt sustainable practices, consultants will play a crucial role in helping organizations navigate these challenges, build ESG frameworks, and transform operations to meet new standards.
Third, customization and specialization will gain more importance. The days of one-size-fits-all consulting are over. Clients are looking for highly tailored solutions that address their specific needs, and they expect consultants to bring deep expertise in niche areas, whether it's industry-specific knowledge or expertise in emerging technologies.
Fourth, remote and hybrid consulting models will continue to evolve. The shift toward remote work during the pandemic proved that consulting services can be delivered effectively in a virtual environment. While in-person interactions will always have value, especially for relationship-building, the ability to provide flexible, remote solutions will be key to maintaining cost efficiency and expanding global reach.
Lastly, outcome-based consulting will gain significant traction. Clients are demanding measurable results, not just recommendations. Consulting firms will need to focus on delivering clear ROI and being more accountable for long-term implementation and success, moving away from the traditional advisory role to one of implementation and sustained impact.
These trends will reshape how we approach consulting, and firms that adapt quickly will be well-positioned to thrive in this new landscape.
