After leading Propeller as CEO for eleven years, Co-Founder Amy Weeden has stepped into a new role as Chief Strategy Officer. Sunil Kasturi, a long-time leader within Propeller and former Chief Growth Officer, has taken the helm as CEO.
As Propeller realigns for its next chapter of growth, we sat down with Amy to reflect on Propeller’s decade of growth and achievements, the recent leadership transition, the future of Propeller under Sunil’s guidance, and her strategic focus for the year ahead.
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# Amy, when you co-founded Propeller with Jeff Foley, your intention was to build a consulting firm that was different from the traditional model. After eleven years, Propeller has achieved some impressive milestones. When you reflect, what achievements are you most proud of?
“Two things come to mind for me. First, our ability to deliver value to clients on their most pressing business problems. We've successfully tackled complex issues and provided innovative and effective solutions that have positively impacted our clients' businesses. The trust our clients place in us to navigate their challenges speaks to the expertise and dedication of our team.
Second, I’m really proud of the team we've assembled at Propeller. We've built a creative, talented, and dedicated group of individuals who share a common goal of making a positive impact on the companies we work with and the communities we live in. Witnessing the rapid career and skill growth of folks within our firm is particularly rewarding. It reflects our strong learning culture and our overall dedication to excellence.
The expertise that our team brings to the table allows us to provide clients with strategic guidance. It's this collective knowledge and our strong culture of collaboration that sets Propeller apart and enables us to be an employer of choice and a strong partner for our clients.”
The expertise that our team brings to the table allows us to provide clients with strategic guidance. It's this collective knowledge and our strong culture of collaboration that sets Propeller apart and enables us to be an employer of choice and a strong partner for our clients.
# When you think about what’s next for Propeller and the consulting industry, what qualities does Sunil have that make him well-suited to lead Propeller into the future?
“This succession plan has been in the works for several years to ensure not only a seamless transition, but a strong foundation for Propeller’s future. Welcoming Propeller’s second CEO is a pivotal moment in this growth journey, and Sunil is the ideal leader to steer us.
Sunil’s experience within Propeller has spanned a decade and really reflects his profound understanding of the organization and its commitment to growth. He is a people-focused leader with an extremely high dedication to client service, which positions him perfectly for the role of CEO.
As an exceptional business professional, Sunil possesses a unique talent for synthesizing diverse inputs and strategies to chart successful and sustainable paths forward. He’s also a great judge of people and their character. Sunil has been instrumental in assembling high-performing teams, placing individuals in roles that align with their strengths, and fostering mutual success. His ability to connect with clients and colleagues is a driving force behind his success at the firm.
As I transition into the role of Chief Strategy Officer, I’m confident in Sunil’s ability to lead Propeller into its next phase of advancement and innovation.”
# You’re a few months into your new role as Chief Strategy Officer; what are you focusing on?
“In my role as Chief Strategy Officer, I am focusing on two main aspects. First, I’m working closely with Sunil to carve our path to becoming a $100+ million firm. This involves the evolution of our brand, service offerings, operating model, and go-to-market strategies. Second, to support this vision, I am taking the lead in accelerating key strategic initiatives within the firm, in particular, advancing our service offerings in AI.
As the AI revolution continues to develop, my strategic focus is helping businesses navigate the evolving landscape effectively. It’s vital for companies to differentiate practical applications from the surrounding hype. While AI offers significant potential for boosting productivity, it's important to recognize that individual efficiency doesn't automatically equate to organizational value. Effective business fundamentals still need to be applied. Business value is harnessed through a comprehensive strategy grounded in customer needs, a strong learning culture, and the implementation of effective governance to evaluate investments. These fundamentals ensure that AI initiatives align with the overarching goals of the organization.”
As the AI revolution continues to develop, my strategic focus is helping businesses navigate the evolving landscape effectively. It’s vital for companies to differentiate practical applications from the surrounding hype. While AI offers significant potential for boosting productivity, it's important to recognize that individual efficiency doesn't automatically equate to organizational value.
# How would you advise businesses on navigating the pursuit of innovation and the need for risk mitigation with AI? What strategies or best practices should businesses be applying?
“When balancing innovation and risk, my advice is for companies to analyze and plan for how AI can impact different aspects of the business, including workflows, roles, customer touchpoints, and data. This proactive planning helps in anticipating potential challenges and opportunities associated with AI adoption. Incremental implementation is key to managing risk effectively. Rather than adopting a broad, all-encompassing approach, companies should embark on AI initiatives in stages. By breaking down the impact into manageable components, businesses can build a roadmap for implementation that aligns with their overall strategic objectives.
Cross-functional teams should support AI projects to foster a holistic understanding of AI's impact on various functions and ensure organizational alignment, organizational learning, and effective governance.
In many cases, partnerships will play a key role in managing the near-term challenges associated with AI adoption. Collaborating with external experts can bring valuable insights, resources, and support to help navigate the complexities of AI effectively.”
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