Australian business leaders are under immense pressure to keep up with rapid digital changes while wrestling with complex legacy systems and decision paralysis. In the latest edition of Qantas magazine, Probe Group’s CEO Sanj Ahuja cuts through the noise.
The CEO’s Confidant
The past year has been a masterclass in volatility for our clients in all sectors. At Probe Group, we’re going back to basics in terms of our relationships, culture, personal touch, trust and integrity. We can’t operationalise great innovations for our clients if we don’t have the right foundations so right now we’re strengthening our social capital.
As Al and digital transformation accelerate, executives seek the expertise of Probe Group CEO Sanj Ahuja for strategic clarity amid complex legacy technology and deep decision paralysis. "The narrative has shifted from, 'Are we missing out on Al?' to a direct question from boards, 'Where is the tangible return on investment?'" he says.
The demand for commercial realism
Ahuja's decade as Probe Group's CFO gives him a clear view of shifting sentiments and anxieties. "When I sit across from board-facing executives, they are seeking commercial realism," he says. "Viewing initiatives through a strict capital allocation lens, focusing on ROI, paybacks and cost-to-serve ensures we are always speaking the language of value."
Backed by a 45-plus-year legacy, Probe Group partners with over 100 Australian retail, government and enterprise clients. The organisation has three specialised arms: Probe CX, a leader in CX and BPO services; Convai, a proprietary Al platform (Oration) and intelligent interaction layer; and Innovior, for outcomes-led consulting across Al, automation, advanced analytics and Salesforce solutions.
De-risking the investment curve
"Leaders are caught between urgent pressure to innovate and the cyber and privacy risks," says Ahuja. And it's all playing out in tandem with squeezed margins. "They're anxious about large, capital-intensive IT road maps that yield no near-term wins. Leaders want it fast and they want it incremental, with new efficiencies paying off straightaway.
"It's about de-risking the investment curve and ensuring every Al, CX or transformation project maps back directly to growth, customer retention or margin expansion."
Workwear Group success
This strategy is demonstrated by Probe Group's recent success with Workwear Group (WWG), which achieved ROI in just four weeks. The initiative converted a legacy cost centre into a data-rich CX engine across five of its brands. "Customer experience is central to how we want to compete, and this partnership has moved us further and faster than we thought possible," says WWG's Hayley Pallini.
AI for friction, humans for emotion
Another critical challenge facing leaders is rising customer hardship amid a global cost-of-living crisis. Managing customer support requires balancing digital efficiency with human empathy. For Ahuja, guiding leaders through this landscape is a privilege. By providing a scalable model, Probe Group delivers an experienced, human-centred approach to hardship. He describes it as "Al for friction, humans for emotion", understanding when to apply digital solutions without losing the empathy at the centre.
Ready to elevate your CX? Meet Sanj and our exceptional team today.
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