Press Coverage

Trained at Accenture (formely Andersen Consulting), thirty-something Jay Desai has carved a niche as consultant to small companies

They're obsessed with the small things in life. That's why in 1994, Jay Desai decided to leave a secure job at Accenture to open a consulting firm, Universal Consulting, catering to small and medium-sized companies.

Three years down the line, after completing 11 projects and touching a turnover of just under Rs 1 crore, he still maintains that small is beautiful. Says Desai, "We cater to the smaller businesses which cannot afford consultants but want them." They have clearly defined their niche: they want to help all those who cannot afford an Accenture (Formerly Andersen Consulting) , McKinsey or BCG but are not satisfied with the thousands of self-proclaimed one-man consultant units. They give the approach of a top consulting firm to the smaller guys and make sure the services are affordable.

But are the small guys interested? Well, if the initial response is anything to go by, the answer is a resounding yes.

Their smallest client to date, was a Rs30 lakh company. Explains Desai, "The person at the top in these small companies is usually quite exposed. Even in family-run companies, the second and third generation has usually had some kind of formal business education and is well-aware of how a consultant can be of help." They do admit, nonetheless, that it takes more effort and a good deal of concept selling with the smaller clients.

But they are convinced that their services are absolutely essential. Says Desai, "The smaller companies have been worst hit by the downturn in the economy. Many will disappear if the downturn continues, so they are looking to improve." They do not see things improving in the immediate future, until there are assured markets for the smaller entrepreneurs.

Having had a taste of working with both corporate bigwigs (in their Accenture days), and now smaller companies, they have firmly decided to stick to the smaller guys.

So they have evolved a system of their own called the UC Advantage which looks at the entire needs of a business. That means everything, beginning from strategy (including vision and value statements), organisational architecture (structure, training , compensation reviews etc), to information technology, processes used (supply chain, distribution process etc) to infrastructure (factory and office layout).

Universal's client list, though, is not exactly devoid of big names; in addition to clients like Personal Search Services, Khandelwal Ferro Alloys, they also have biggies like Global Tele-systems and Sterlite Industries. It also gives them an added kick to watch their clients grow. They are currently on their fifth project for Global Tele Systems. Says Desai, "When we started working with them they were a Rs130 crore company; today the turnover is Rs 350 crore." The USP of Universal Consulting is to deliver "results, not reports." Although it is changing now, earlier consultants were famous for giving advice and not sticking around to implement it. We make sure we are there while our recommendations are implemented and the package we offer includes three implementation audits, even after the project ends." In fact, they have divided their interaction with the client into three distinct phases: proposal, design and implementation.

The empathy for small businesses stems from the entrepreneurial spirit. When he left his job, he had just enough money to buy two laptops. Reminisces Desai, "It was a huge risk. We were working from my bedroom initially. All we had were cold prospects,- people who we thought might want our help." They got lucky when a neighbour in the building, who worked in Sterlite Industries gave them their first project. "He had known us from our Accenture days and so he hired us." Once they started, things followed a natural chain. After the initial period, we started getting a lot of clients through word of mouth.

Today they are visibly happy with the results. "I am among a very few in the history of Accenture in India to quit and start my own firm," says Desai. At 34, Desai has a masters in molecular Biology from the US as well as an MBA. "I  wanted to take the risk while I was young enough to".

Now they have ten others working in the firm. They intend to structure the firm in line with international trends by making employees partners in the firm. The profile of the type of people hired by the firm is also interesting. Most firms would not deign to even look at anyone without an MBA; Desai has even hired plain graduates. The high salaries that MBAs demand, may perhaps be a factor, but listen to what Desai has to say: "Today our people are getting offers from big firms, so our selection has obviously been good." Touche.

Being young, they insist on having their share of fun. Says Desai, "Our office is always in a party mood. We make sure work is fun and have a strict policy of no office politics."