---
title: Perspectives of Large, Medium & Small Corporations - Research Report 2018/19
description: "Read 'Perspectives of Large, Medium & Small Corporations' an extract of 'The Global State of Operational Excellence: Critical Challenges & Future Trends' of the Research Report 2018/19 by Vijay Bajaj. Download the full report now!"
---

[Business Transformation & Operational Excellence Insights](https://insights.btoes.com)

# [Perspectives of Large, Medium & Small Corporations - Research Report 2018/19](https://insights.btoes.com/research-report-2018/19-perspectives-of-large-medium-small-corporations)

 Written by [Vijay Bajaj](https://insights.btoes.com/author/vijay-bajaj) | Jan 5, 2019, 2:00:00 PM

 

**Perspectives from Large Organizations**

Below is a selection of the responses that were derived from all the open ended questions sorted by industry sector. a small number of responses have been selected from each industry sector to ensure they add new impactful context to the question, which in this section has been included as part of the response to give it context. Responses have also been selected to give the unique perspectives each industry is facing. [Click here to learn more.](https://insights.btoes.com/download-research-report-2018/19-the-global-state-of-operational-excellence-critical-challenges-future-trends)

 

**Most Critical Challenges**

*"Lack of support from employees, because everyone is heads-down to support their client engagements to absorb the philosophy of process-based organizational excellence."*

Manager, Performance Improvement Advisory Practice  
Pharmaceuticals

*"Failure to innovate: this leads to lack of ability to develop new solutions for our changing customer needs, and inability to sustain our competitive advantage."*

Risk Management Officer  
Securities

*"Department relationships. We keep reorganizing and the resulting fallout is a tendency to protect your own turf and not work as closely with others as you could."*

Process Line Manager - Mineral Processing   
Mining, Crude-Oil Production

*"Lack of Understanding and/or buy in. Leaders know we need it but don't understand what "it" is and how to execute "it"."*

Director Business Process: Marketing   
Internet Services and Retailing

*"At this point keeping up with new technologies and implementing them quickly has been a problem that prevented us from capturing the benefits of external innovation."*

Business Integration - Associate Services  
Food & Beverage Consumer Products

*"Need for end to end transformation. We are on the way to doing this but it is painfully slow. We are integrating agile and Data science where needed to help accelerate."*

Six Sigma Master Black Belt  
Computer Software

*"End to end Business transformation. serving our customers is a team sport. Everyone in the value chain needs to understand their impact our ability to win."*

VP - Ops/Supply Chain  
Household and Personal Products

*"Execution and sustaining OPEX projects. There is a strong tendency to start OPEX project and then in 1-2 months decrease it down to several to-dos without serious OPEX  effect. Managers prefer to show off the activity and then neutralise whatever is external to their function even cross-functional projects."*

Head of Performance Improvement Back Office  
Commercial Banks

*"Improving culture as it holds us back and prevents new thinking."*

Org design specialist  
Chemicals

 

**Primary measure of success of Operational Excellence programs**

*"This is a greenfield program and hence the short term objective is to build DNA to cater to project executions in the future."*

Sr Project Manager  
Electronics, Electrical Equipment

*"Quality, cost and Delivery...better care of our guests, faster execution of systems & process and doing things cheaper by eliminating redundancies."*

Owner and Co-Founder  
Hotels, Casinos, Resorts

*"Quality of healthcare provided, access to critical services, and patient satisfaction. If we get these three right, the financial benefit will follow."*

Director of Operational Excellence  
Health Care: Medical Facilities

*"Efficiency, effectiveness, external Benchmarking."*

Global P2P Manager  
Household and Personal Products

*"Everything is measured by sales results and time to sale."*

Director, Operational Excellence   
Financial Data Services

*"Revenue, Cash Flow, Customer Loyalty, cost savings."*

EGM- Operational Excellence  
Automotive Retailing, Services

"Harmonized Key process Indicators (KPIs) metrics analytics shared across the regions - global metrics."

Regional Q&C - Americas  
Miscellaneous

*"Ability to attract and retain the best employees, leaders, and executives."*

CEO & Founder  
Health Care: Medical Facilities

*"New value to the business - impact on margin, employee experience, employee agility and productivity."*

Director of Operations - Workplace Services   
Food & Beverage Consumer Products

"Meeting / anticipating customer needs and relentlessly delivering customer value."

Director-Lean Enterprise  
Electronics, Electrical Equipment

"Customer satisfaction and organic growth."

SVP, Operational Excellence  
Information Technology Services

[Back to top](https://insights.btoes.com/research-report-2018/19-perspectives-of-large-medium-small-corporations?hs_amp=true#BTT)

**Information you most want to hear about from an expert**

*"Strategic drivers of a comprehensive operational excellence ecosystem."*

Manager, Performance Improvement Advisory Practice  
Pharmaceuticals

*"Enterprise-wide OPEX transformation training Within Industry in healthcare."*

Medical Office Chief  
Health Care: Pharmacy and Other Services

*"Pushing operational excellence through large, lean organizations."*

Project Consultant  
Financial Data Services

*"The path to drive a customer centric organization through the use of technology."*

Dir. of Business Transformation   
Wholesalers: Electronics and Office Equipment

*"Best practices, actionable programs, success stories."*

Senior Director, Corporate Communications   
Information Technology Services

*"How to apply what they learned in their transformation leadership journey and how it specifically it may be leveraged for my company? How to eliminate the perception of the incrementalism delivered by OPEX?"*

Chief Transformation Officer  
Miscellaneous

*"How to drive sustainable improvement actions & results as a leader?"*

Regional Enterprise Lean Sigma Lead   
Packaging, Containers

*"Approaches to innovate quickly, simplify and improve processes and experiences."*

Business Integration - Associate Services   
Food & Beverage Consumer Products

*"How to implement the best in class processes without much of impact to end users, but make a significant different in the process?"*

Global P2P Manager  
Household and Personal Products

*"Measuring goals and addressing accountability."*

Senior Director, Strategy & Innovation  
Financial Data Services

*"How do they sustain their program? How do they manage cultural change?"*

SVP BIGS  
Food Services

*"Sustainability in a changing world of healthcare."*

Director Business Operations  
Health Care: Medical Facilities

*"Sustaining transformation and cultural change."*

Enterprise Principal Leader - Mgf. Excellence Transformation   
Industrial Machinery

*"Innovation initiatives and how they are keeping those flowing."*

Regional Q&C - Americas  
Miscellaneous

*"Driving Innovative thinking, Future of operational excellence."*

Assistant Vice President - Operational Excellence  
Diversified Outsourcing Services

*"How AI can be leveraged to improve our process?"*

Head of Technical Solutions, Global Payments Services  
Commercial Banks

*"Applying OPEX concepts to non manufacturing companies?"*

SVP, Operational Excellence  
Information Technology Services

*"Advanced tools for OPEX, incorporation of Design thinking approach in OPEX."*

EGM- Operational Excellence   
Automotive Retailing, Services

*"New tools that support operational excellence, building new skills and capabilities in operational excellence & new innovations."*

Director of Operations - Workplace Services   
Food & Beverage Consumer Products

*"How health care operational excellence will position the delivery of NA health care services to dramatically advance health care services quality, safety, effective resource use & manage cost to deliver VALUE?"*

CEO & Founder  
Health Care: Medical Facilities

*"Making operational excellence relevant & actionable to all teams."*

Director, Global Strategic Pricing  
Metals

*"Steps to begin the OPEX journey. Not THEORY."*

Director, Operational Excellence   
Transportation Equipment

*"Launching a corporate wide operational excellence program."*

VP Procurement / Real Estate   
Electronics, Electrical Equipment

*"Being world class Being the best globally excellence in everything we do... each and every employee can see the flow of value to the customer, and fix that flow before it breaks down."*

Chief Engineer  
Engineering, Construction

*"Mindset & Behavioral change as well as Driving excellence from the Boardroom (Leadership)."*

Owner and Co-Founder  
Hotels, Casinos, Resorts

*"How to optimise operational excellence in spite of rapidly changing business environment?"*

Risk Management Officer  
Securities

 [Back to top](https://insights.btoes.com/research-report-2018/19-perspectives-of-large-medium-small-corporations?hs_amp=true#BTT)

**The greatest development for Operational Excellence in the past 5 years**

*"Understanding the business operations better. Doing more and better with less."*

VP of Operations/Site Lead, Analytical Instruments BU  
Electronics, Electrical Equipment

*"Understanding of the end-to-end NEED."*

Head of Business Transformation  
Energy

"The wider focus of deployment. Moving past purely operational processes to view the whole organisation."

Principal Consultant  
Miscellaneous

*"The integration of digitalized and real time information for speed of decision making and changes."*

Owner and Co-Founder  
Hotels, Casinos, Resorts

*"The realisation that leveraging employee skills and talent is at the heart of any opex effort."*

Group Manufacturing Excellence Director   
Chemicals

*"The cloud has forced an "on Demand" mentality and I believe that is driving a lot of this."*

Dir. of Business Transformation   
Wholesalers: Electronics and Office Equipment

*"Process performance, process outcomes and value generated through company knowledge; organizational structure, technologies, process execution and people in the organization."*

Chief Engineer  
Engineering, Construction

"Integration of AI / continued predictive analytics / Data science."

Director, Performance Improvement   
Health Care: Medical Facilities

*"Enterprise wide recognition that in a currently unpredictable healthcare environment, OPEX is the way to survive future market fluctuations."*

Medical Office Chief  
Health Care: Pharmacy and Other Services

*"Acceptance of the philosophy and the fact that change management is required at very short intervals of time."*

Sr Project Manager  
Electronics, Electrical Equipment

 

**Operational Excellence focus over the next 12-18 months**

*"Integration into a new merger company and aligning standards."*

OpEx Regional Director  
Aerospace and Defense

*"Automation and Digitization, associate experience Improvements and operations productivity improvements."*

Business Integration - Associate Services   
Food & Beverage Consumer Products

*"Lean/cost management supplier innovation smart buildings collaboration tools."*

Director of Operations - Workplace Services   
Food & Beverage Consumer Products

*"Launch a gamification approach to accelerate the implementation."*

SVP BIGS  
Food Services

"Alignment and standardization."

Head of Business Transformation  
Energy

"End to end business transformation."

Director, Global Strategic Pricing  
Metals

*"Fully integrate the cI methodology into quality."*

CI & Quality Director AWS EMEA - SFC  
Electronics, Electrical Equipment

*"Building culture of change, Lean and six sigma by imparting trainings and promoting ideation ."*

Sr Project Manager  
Electronics, Electrical Equipment

*"Developing a lean culture. We are rolling out a training program for all employees, and will have dedicated lean leaders to facilitate projects."*

Director of Operational Excellence  
Health Care: Medical Facilities

*"Culture - building up capability and application of Lean."*

Managing Director of the Lean Management Office  
Miscellaneous

*"Enterprise wide agile and change management."*

Director-Lean Enterprise  
Electronics, Electrical Equipment

*"Standardize Front Line operations to deliver consistent high quality care across every clinic and department with decreased variability."*

Medical Office Chief  
Health Care: Pharmacy and Other Services

*"Improving customer experience, creating consistent and measurable benchmarks and replicating results."*

Head of Technical Solutions, Global Payments Services  
Commercial Banks

*"Improving culture and leveraging technology."*

Group Manufacturing Excellence Director  
Chemicals

"Consolidation of back office support processes."

Manager, Performance Improvement Advisory Practice  
Pharmaceuticals

 [Back to top](https://insights.btoes.com/research-report-2018/19-perspectives-of-large-medium-small-corporations?hs_amp=true#BTT)

**The key drivers pushing change in the Operational Excellence Ecosystem**

*"Rapid improvements that sometimes basic tools like six sigma may be too slow to capture."*

Business Integration - Associate Services   
Food & Beverage Consumer Products

"Nee*d more agility, need more data intelligence, customer focus, pressure on results."*

SVP BIGS  
Food Services

*"Faster delivery of returns. the drive for robotics."*

LCI Director  
Toys, Sporting Goods

*"Customer demands are more sophisticated. competitors are adopting and using OPEX to meet customer demands. It's not efficient to conduct op ex activities in a disjointed, inconsistent manner."*

sr Director, Change Leadership  
Insurance: Property and Casualty (Stock)

*"Leadership buy in and focus on long term gains through a change in the organization culture rather and strategic tie up with It for innovative solutions."*

Sr Project Manager  
Electronics, Electrical Equipment

"Business pressures - cost, competitive advantage, war on talent."

Director of Operations - Workplace Services   
Food & Beverage Consumer Products

*"Digitisation and the need for robotics."*

Head of Process & Change Management  
Financial Data Services

*"Further competitive pressures, disruptions, new product/service development... increased focus on innovation and agile development - e.g. Lean startup."*

Director, Sales Transformation & Operations  
Telecommunications

"Global growth of organizations. Increase in competition globally forcing a need for cost reductions or containment. employees gaining more voice in workplace."

Senior Lean Operations Manager  
Medical Devices

"Customers are demanding it. We have partners that will fine us if we don't meet certain metrics."

Dir. of Business Transformation   
Wholesalers: Electronics and Office Equipment

[Back to top](https://insights.btoes.com/research-report-2018/19-perspectives-of-large-medium-small-corporations?hs_amp=true#BTT)  

 

 

**Perspectives from Medium Sized Organizations**

Below is a selection of the responses that were derived from all the open ended questions but for this section, the responses have been filtered to only include responses from medium sized companies, classified as organizations with an employee size less than 5000. Responses have been selected to ensure they add new impactful context to the question and give a unique perspective of medium sized companies. Responses have been grouped into key themes. [Click here to learn more.](https://insights.btoes.com/download-research-report-2018/19-the-global-state-of-operational-excellence-critical-challenges-future-trends)

 

**Most Critical Challenges**

*"Ever-changing headcount and personnel continuously changes the dynamics of how our OPEX works effectively. Continuous retraining, and refreshers are necessary to bring new personnel up to pace, and encourage senior personnel to maintain."*

Sr. Technical Specialist, Municipal Market Development  
Industrial Machinery

*"Changing demand of customers dictates the way we deliver our services, everything else follows."*

Partner  
Information Technology Services

*"Adapting to business trend: the software team is very slow to respond to innovation which has ripple effect on the operations at all levels."*

Chief Operating Officer  
Information Technology Services

*"Maintaining key priorities - we constantly shift our focus from one "flavour of the month" to the next!"*

Opex Manager  
Pharmaceuticals

*"Need for Leadership Understanding & Buy-In. this is really about making an investment in operational excellence with a consistent vision. We are constantly changing plans."*

Program Manager  
Computer Software

*"End-to-end transformation. Having our commercial team not on the same journey creates challenges on the ways of working and the priorities."*

VP Opex  
Food & Beverage Consumer Products

*"End to end business transformation. We've locked value into how we do business via inefficiencies in our systems. Extracting that value is critical, and operational excellence is an element in the strategy to do this."*

TES Director USGC and Maintenance Expertise Center  
Chemicals

*"Sustaining OPEX programs. how to live a culture of consequence management with clear KPIs and empowerment?"*

Wepa  
Financial Data Services

*"This company's culture would fit nicely about a decade ago. We cannot continue to ask for improvements in technology and support processes and allow for the rest of the company (HR and executive teams) to work under an old power model."*

Associate Director - Video Operations  
Information Technology Services

 

**Primary measure of success of Operational Excellence programs**

*"Silo reduction, productive collaboration within and across business unit locations."*

Vice President Operational Excellence   
Medical Devices

*"Improved customer and employee satisfaction through global consistency of services, processes and systems and operational efficiencies."*

Head of Supply Chain Operations  
Education

*"Return on Investment - tangible and Intangible; also measured through 2 yearly employee survey across a number of dimensions."*

Head of Business Assurance & Improvement  
Aerospace and Defense

*"Self healing: Full empowerment of the areas in continuous improvement."*

Director of Quality and Organizational Excellence  
Financial Data Services

*"Increase in customer satisfaction index Reduction in cost of quality Reduction in operating cost and working capital.'*

Senior Vice President - Operations   
Food Production

 

[Back to top](https://insights.btoes.com/research-report-2018/19-perspectives-of-large-medium-small-corporations?hs_amp=true#BTT)  

 

**The greatest development for Operational Excellence in the past 5 years**

*"Incorporating the internal customer into the picture and not just the external customer. There has been more realization that operational excellence deals with both."*

Continuous Improvement Lead   
Aerospace and Defense

*"Focusing on delivering business results vs LSS tools."*

Director Process reengineering and optimization  
Financial Data Services

*"Focus on behaviours and embedding change; RPA."*

Head of Business Assurance & Improvement  
Aerospace and Defense

*"Alignment of lean thinking and focus on business deliverables augmented by software."*

Director process transformation and optimization  
Financial Data Services

 

**Operational Excellence focus over the next 12-18 months**

*"R&D, implementing OPEX in all Group facilities."*

Global Industrial and Operations Director COO  
Apparel

*"Establishing new OPEX department, Ramping up RPA program, Driving cultural change, setting up reporting and data analytics."*

Senior Development Manager  
Securities

*"Robotics process automation and improvement in customer experience and big data."*

Opex consultant  
Financial Data Services

*"Integrate transformation technology into resource behavior."*

Principal  
Information Technology Services

*"End to end transformation. Deploy BPM."*

Director business transformation and optimization  
Financial Data Services

*"Establishing cost curves of major assets, identifying root causes of limitations and countermeasures, optimizing assets and reducing variation."*

Continuous Improvement Manager  
Forest and Paper Products

*"Client journey excellence - focus on client ease of use."*

Director Process reengineering and optimization  
Financial Data Services

*"Reorganizing and developing the engineering function and processes to be more integrated with the rest of the business."*

Vice President Operational Excellence   
Medical Devices

 

**The key drivers pushing change in the Operational Excellence Ecosystem**

*"To meet the changing needs of customers and to stay ahead of increasing competitions."*

Senior Vice President - Operations  
Food Production

*"RPA, BPM, real focus on the business drivers for success, client journey as primary focus."*

Director Process reengineering and optimization  
Financial Data Services

*"Changing environment that requires our business to stay competitive, agile and flexible."*

VP Opex  
Food & Beverage Consumer Products

*"Market (end consumers) behaviour change."*

Global Industrial and Operations Director COO  
Apparel

 

**Information you most want to hear about from an expert**

*"Cultural transformation and change management Lean and six sigma Developing people."*

Senior Vice President - Operations  
Food Production

*"How OE supports digital transformation?"*

Black Belt  
Insurance: Property and Casualty (Mutual)

*"Integrating operational governance and decision-making at an organizational level - best practices."*

Vice President, Science Operations   
Miscellaneous

*"How to deploy a sustainable program in a related industry?"*

Supervisor  
Insurance: Life, Health (Mutual)

*"How to demand cultural change from your leaders/executives? How to combat "say one thing do another" culture?"*

Associate Director - Video Operations Information   
Technology Services

*"Aligning strategy and operations through process excellence to drive big change."*

Quality Manager  
Aerospace and Defense

*"Integration of innovation, VR and IoT in OPEX."*

Global Industrial and Operations Director COO  
Apparel

*"Application of machine learning."*

CEO  
Chemicals

"Advanced monitoring tools, setting benchmark for sales/marketing, operational excellence mechanisms."

Director  
Health Care: Pharmacy and Other Services

[Back to top](https://insights.btoes.com/research-report-2018/19-perspectives-of-large-medium-small-corporations?hs_amp=true#BTT)  

**Perspectives from Small Organizations**

Below is a selection of the responses that were derived from all the open ended questions but for this section, the responses have been filtered to only include responses from small companies, classified as organizations with an employee size less than 200. Responses have been selected to ensure they add new impactful context to the question and give a unique perspective of small companies. Responses have been grouped into key themes. [Click here to learn more.](https://insights.btoes.com/download-research-report-2018/19-the-global-state-of-operational-excellence-critical-challenges-future-trends)

 

**Most Critical Challenges**

*"Sustainable top line growth, while Maintaining customer satisfaction, Improving employee engagement and reducing waste."*

CEO  
Diversified Outsourcing Services

*"Are we aligned with mid and long terms trends in our sector? Are we fit for competition?"*

CEO  
Computer Software

*"RESULTS. "Better, faster, cheaper". Increased profits. Reduced operating costs. Reduced waste. Increased quality. Increased customer satisfaction."*

President  
Health Care: Medical Facilities

*"Improved efficiencies leading to higher profits all round."*

Managing Director  
Education

*"Embedding cI methodologies in the day to day work and ensuring continual improvement across the organisation."*

Consultant Business Excellence  
Airlines

 

**Information you most want to hear about from an expert**

"Re-engineered metrics to avoid disastrous decisions."

MD  
Mining, Crude-Oil Production

*"1. How to motivate and monitor Leadership Behavior change? 2. Adefinition of What is Lean (not hoW to Do LeaN). 3. Systemic thinking."*

Owner/Senior Transformation Expert  
Miscellaneous

*"How to solve the robotic process automation adoption, avoiding social crisis?"*

CEO  
Education

*"Challenges associated with moving from an early state to a highly effective initiative."*

Owner  
Education

*"OPEX Leadership Learning from Failure Reaching for the stars with your feet firmly on the ground."*

Principal  
Medical Devices

*"What made them realize the need for operational excellence and how did they the whole organization to follow them? Successes and mistakes along the way and plans for the future?"*

President  
Miscellaneous

*"Operational excellence across all functions. (How to take it beyond operations?)"*

Vice President of Global Operations   
Medical Devices

*"Balancing transition from the "old way" to operational excellence without losing the team."*

VP of Operations  
Motor Vehicles and Parts

 

**The greatest development for Operational Excellence in the past 5 years**

 *"The recognition that successful transformation requires successful leadership behavior change."*

Owner/Senior Transformation Expert   
Miscellaneous

*"That companies became aware of its importance of the concept not only for maximizing the value of the asset, but for its own survival."*

Director  
Computer Software

*"Internet of Things (IoT) and Artificial Intelligence (AI)."*

Quality Analyst  
Forest and Paper Products

*"Cloud collaboration and innovation tools improving feedback cycles, everything is more agile and more immediate now."*

CEO  
Diversified Outsourcing Services

*"Adoption outside of manufacturing - investment in OPEX by insurance and health care industries."*

Founder & Lead Consultant  
Education

*"A shift to recognise the importance of leadership in making things happen - rather than simply tools and techniques."*

Managing Director  
Education

[Back to top](https://insights.btoes.com/research-report-2018/19-perspectives-of-large-medium-small-corporations?hs_amp=true#BTT) 

**Operational Excellence focus over the next 12-18 months**

*"To improve our production capacity and reliability in terms of quality and delivery."*

Production manager  
Building Materials, Glass

*"Continue to work with financial services companies to optimize operations excellence through the develop of intelligent digitization."*

President  
Financial Data Services

*"Training, systems, process improvements, Understanding customer needs."*

Director and Chief Strategy Officer   
Miscellaneous

*"Creating standard processes and systems that everyone follows."*

President  
Miscellaneous

*"Establishing and consolidating critical operational systems."*

Supply Operations Head  
Food & Beverage Consumer Products

 

**The key drivers pushing change in the Operational Excellence Ecosystem**

*"Global competition and need for more efficient operations and more agile teams."*

Owner  
Chemicals

*"Digital transformation, accelerating pace and intensity of competition."*

Client Partner  
Pharmaceuticals

*"Today's "short-term engagement" employees who prefer to change companies rather than climbing the corporate ladder, causing companies to need to invest more time & effort in ensuring their clients/customers are happy interacting with them in their purchasing decisions."*

Founder/Owner-Operator  
Education

*"Company's understanding that they must look at processes from end to end."*

Managing Partner  
Diversified Financials

*"Primarily, the ecosystem of faster business innovation."*

Founder/CEO  
Advertising, Marketing

*"Change of customer behaviour in an ubiquitous world."*

Innovation Director  
Electronics, Electrical Equipment

 

[Back to top](https://insights.btoes.com/research-report-2018/19-perspectives-of-large-medium-small-corporations?hs_amp=true#BTT)

 

**Want to learn more? Download the full Report.**

**About the Author**

***Vijay Bajaj,** Founder and CEO of BTOES has founded, built and sold two successful market-leading businesses. The first in London, UK in the office equipment distribution sector, which he launched in 1991 and sold to Ingram Micro in 1999, after which he took a year off and traveled around India with his wife. The second headquartered out of Chicago, IL, in the large-scale commercial B2B conference sector, which was launched in 2001 and sold in 2012.*

*In 2012 he retired to spend time with family and focus on meditation.*

*In 2015 he was looking for the next challenge and founded and is currently CEO of the Business Transformation & Operational Excellence World Summit & Industry Awards (BTOES), which has become the largest senior-level cross-industry event within the sector, BTOES.com, and BTOESInsights.com a professional online content platform for senior-level executives involved in continuous improvement, which has grown to over 188,000 subscribers.*

*He is also an angel investor, mentor, and board advisor.*

*Vijay lives in Stanmore, Middlesex, UK, with his wife Reshma, son Armaan, and labrador Archie.*

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