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umbrella , and appointed me and another colleague in charge , in a two-in-a-box model . Alongside a consultancy firm , we established our key markets , as the US , Europe and Japan , our key verticals as automotive , hightech , and aerospace , and settled on the size that we needed to attain to achieve our mission . This involved us expanding beyond our mechanical engineering capabilities , into electronics and software as well .”
Six key areas
As of 2016 , LTTS was nearing $ 500 million in size as it went public , however , that same year it lost a major customer , which lead to Amit and his team re-strategizing somewhat . “ We figured that for one the world was going to move a lot more towards software , so we needed to start getting deeper into technology , and we also needed to focus on building more relationships and accounts ; all of which we ran with until the pandemic broke out , by which point we touched around $ 800 million . In 2020 , we were exercising an internal succession plan when I became Deputy CEO , and the lockdown actually gave me a chance to sit and think . In speaking with over 150 people , I asked them , what do you see in us today ? What do you want us to be as we grow ? What do you think we should improve ? And what do you think are our best assets ? “ What came out was very clear ,” he continues , “ people wanted us to be a lot more technology oriented , and to actually build on it , and to become ‘ Glocal .’ There has to be a greater purpose when you want to grow and scale , and the customer is a key asset that cannot be ignored . We devised
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