With integration well on its way, Qinshift is getting ready to gear up for growth. Having over 3000 employees, and operating in 28 offices globally, the company is satisfied with the current Delivery Centers footprint while considering expanding it. Gaude Ludovic, CEO of Qinshift, says that the core of the company’s strategy is to build trust with both its clients and its employees.

Qinshift currently operates in 28 offices, with a significant presence in Europe. Can you elaborate on the expansion plans in terms of offices and talent acquisition for this market, and do you believe it has the necessary capacity to support the growth?

The European market has indeed been instrumental in our growth. We already have a scale in our delivery and operations centers, and we intend to continue developing them further. Our next priority is to concentrate on onshore markets, growing our client portfolio, particularly in the Scandinavian region – starting with Sweden, followed by Germany and Benelux. We have chosen these locations for our initial expansion due to our existing presence and position there. We support our clients based in those regions through the continuous development of our current locations in Macedonia, Serbia, Bulgaria, Poland, Czechia, Slovakia, and potential expansion in other EU countries.  We are satisfied with our current Delivery Centers footprint and we are eager to expand it, providing more opportunities for our workforce there.

Furthermore, there is an additional growth opportunity in the Americas. I use the term 'Americas' because 10% of our revenue is generated from the United States, despite our lack of a physical presence there. To capitalize on this, we need to establish local sales offices, engage in local business consulting, project management, and potentially expand our architecture capacity in this region. Additionally, to complement our offerings in Europe and ensure alignment with the same time zone, we need to open a delivery center, preferably in Latin America. 

In terms of recruitment, over the next 12 months, our goal is to achieve a 20% annual growth in our workforce, primarily through organic means. However, we have ambitions for inorganic growth as well, so we are actively pursuing new acquisitions to complement our offerings and expand our presence in two key regions: the Americas and Germany.

Having more than 3000 employees with a strong expertise in different domain industries, such as telco, banking, automotive industry and managed services. What strategic value does partnering with Qinshift bring to a company?

We operate in a business built on trust. The foundation of this trust lies in our technical capabilities, which enable us to support our clients effectively. When problems and issues arise, we are committed to providing prompt and professional support and solutions. Trust also means that we can challenge our clients, engaging them in constructive discussions. Our partner-based relationship allows us to guide them in transforming the way they work, drawing upon our accumulated experience. We can suggest when it is time to shift and provide support throughout the transformation process.

So, at the core of our strategy to build trust with clients are two key elements. First, we emphasize the development of expertise. This is why we organize Qinshift around industry verticals and service offerings, encouraging every member of our organization to delve deeper and gain a thorough understanding of specific industries and offerings. The second element is intimacy, where we seek to connect with our clients on a human level, earning their trust not only as professionals doing our job but as individuals genuinely committed to their success, willing to go above and beyond. Our long-term partnerships with clients such as Sunrise, BNY Mellon, Erste Bank, and Thyssen Krupp have yielded significant benefits, including digital transformation, service upgrades, and enhanced customer experiences. These collaborations also contribute to cost-effective operations, thus improving profitability, and they prioritize increased security measures.

Sunrise's CIO transforms telecommunications technology

What is your vision for leading the company, and how do you plan to navigate the integration of different entities and streamline the portfolio?

My perspective on leading the company is rooted in a deep understanding of our business and direct engagement with our customers. My priorities include ensuring the well-being and motivation of our workforce, optimizing our enterprise partnerships to enhance operational efficiency, and transforming existing business processes. Moreover, our commitment to a robust ESG policy will remain unwavering, reflecting our dedication to sustainability and its positive impact on society, the environment, and everyday life.

In that sense, the integration of our company is advancing. For instance, in the area of people and culture, we have made a concerted effort to transparently select the best individuals for their roles. We have aimed for a balanced mix of internally grown talent and the external experience and expertise that we need. The same approach applies to our internal tools and systems, where we are enhancing existing solutions and sourcing the best and most cost-efficient options from outside. The integration is guided in a most transparent way, and we will maintain this commitment as we acquire new companies. Moreover, the diversity that we foster is something that we are comitted to develop further. You can witness this commitment through the diversity of our leadership team, which includes people from diverse backgrounds, age, gender, and experiences. This diversity contributes to our unique integrat.

Could you outline the winning strategy for Qinshift in terms of tangible next steps?

We will be granting considerable freedom, and freedom comes with responsibility. We have created a framework allowing business strategy to be articulated by the teams that oversee various areas. Our organizational structure revolves around industry verticals and offerings, with the expectation that each team member within these units will immerse themseleves in their roles and craft their own business strategy. The strategies for telecom, banking, and managed services may vary. At the corporate level, we are here to facilitate and foster connections among these diverse initiatives. I believe this is the most effective path forward.

How about technology and innovation? Any specific technology investments, research, and development initiatives, and how the company plans to stay at the forefront of technological advancements in its industry?

Obviously, AI. Staying at the forefront of innovation is crucial for us. We actively explore emerging technologies, including AI, machine learning, automation, and data analytics. As a component of our AI strategy, we strive to help our clients generate their own data rather than relying solely on third-party sources. Furthermore, we aim to assist our clients in becoming proficient in using AI as a complimentary tool. AI is a widely discussed trend, and we must approach it in a safe and controlled manner. 

Recent reports indicate that according to market trends, a significant percentage of companies using tech services plan to increase their IT budgets (51%), while only 12% plan to decrease it. The rest will stay steady. ITDMs seek technology and innovation, cost effectiveness, excellent customer services aligned with their interest and high security standards. How does Qinshift plan to leverage technology to drive digital growth and innovation, and which technologies are you embracing for this purpose?

In preparation for the upcoming wave of growth, we must complete our integration. The budget will see an increase in areas critical to our clients, and AI is just one example. To embrace these new technologies and be ready to respond, we need to foster continuous learning and a deep understanding of market trends and developments. 
This is how we are preparing to gear up for growth.