MattsenKumar’s demonstrated history of assisting bigger organizations with back-office operations and customer experience management is inspiring. Mike & Aarati together form a magnificent duo; together they have devised business strategies, oversaw the implementation, and gave life to non-viable plans.
The hard work is now bearing fruits, after being recognized as a Clutch Leader for three successive years, the MattsenKumar story is gaining popularity. Recently, Mike Mattsen (CEO) & Aarati Kumar (COO) were interviewed by GlobalTechOutlook.
The interview covers the tale of MK’s inception, growth, and stability. Mike & Aarati put forward their experience as a leader and all the challenges they have overcome in their exquisite journey of 15 years.
Here’s an excerpt from the Interview:
Take us through your background and your role as a leader.
Mike Mattsen: I’m the CEO of MattsenKumar. I’ve been privileged to have great mentors throughout my professional career, including during my 25+ years at the global BPO space. I’ve held executive leadership roles (C-level) in three successful global start-ups and had the honor of working with talented people from across the globe.
Aarati Kumar: I’m the Co-Founder and COO of MattsenKumar. I don’t have quite a long story like Mike (I’m not as old). But I have over 20 years of experience in leadership roles within the BPO space, including being one of the first women in India at a BPO Country Head position. I grew up in a family with a military background. The relocation and the travel throughout India helped me prepare for the diversity, which is our strength!
How do you think you are the ‘out of the box’ person for a leadership role?
Mike: Building and managing service delivery operations in North America, South America, and Asia has taught me that while there are cultural differences, people are people, and given the opportunity, they want to learn more and work hard. That’s how I approach leadership. I work to ensure a culture of learning and ask questions (there is no such thing as a dumb question). I try to lead by example—-putting in the effort. Our culture as a leadership team is to not ask anyone to do something we wouldn’t, or haven’t, done ourselves.
Aarati: Creating an employee-centric culture that encourages ideas from all have been a foundational aspect of not only MK, but it represents my leadership style too. Fifteen years ago, initially establishing employee committees to drive much of our culture, it has snowballed into a distinct MK differentiator. We ensure transparency so that everybody can see the path, especially, challenges.
Read the full Interview on GlobalTechOutlook