“Client centricity will be our differentiator.”
Steven Medeiros, CEO of Vega Global, recently visited India to spend quality time with his team, clients, and partners. A dynamic and visionary leader, Medeiros has been instrumental in leading Vega, a global leader in audiovisual, collaboration, and dynamic display solutions, into a new era of AV technology since joining
AV Today had the opportunity to chat with him at Vega’s new office in Bangalore.
Excerpts from the interview:
“An Overview of Vega Global and Its Specialized Industry Verticals”
We’ve been in the industry for nearly 40 years, operating in 30 cities across 19 countries. Laurie Chow, our founder, had a vision, and Vega Global originated in Hong Kong. With a focus on client-centricity, we continued to grow, and the big push was about 13 years ago when we expanded into different geographies to support our hightech customers and major banks. We took on local government projects in some countries, especially in Hong Kong, our home base.
We focus on banking, FSI, high-tech clients, education, and hospitality. We are dominant among the multinationals in Asia, and our goal is to work with more local businesses. Every geography has a specialization; the common thread is how we deliver through the one Vega platform. Our client-centricity will be our differentiator. We believe in starting from the client and working backward. We have a three-year growth strategy to double our business, which relies heavily on our ability to deliver and expand in India as China becomes more and more China for China.
Exploring India: Unique Market Dynamics and Cultural Insights
I have been here many times and love coming to India. I spent ten years with SAP and worked for Hyderabad-based Kony, which exposed me to the local business landscape in India.
I believe India stands out because of its work ethic. The level of urgency and the quality of work delivered are world-class. Earlier, India was perceived to reach 80% of the quality level, but now we’re seeing 105%; I am speaking from my experience and client feedback in the industry. We see pride in the execution, and the quality is beyond world class; this is where India will absolutely dominate. The beauty is that India is friends with everybody and knows how to operate with the rest of the world. India is accepted in other geographies, and that’s its strategic advantage. India will continue its leadership position as the center of excellence, pushing outwards to the rest of the world.
We want to get the word out and share the Vega story with clients, showcase our excellent portfolio of work, and highlight what sets us apart and how we can help them. Our largest market is Hong Kong, but I see India surpassing it soon.
Vega Global’s Culture and Expansion Strategies for Team Growth in India
We have been in India for 13 years and have about 150 employees across our main offices in Bangalore and Mumbai, with a smaller presence in Chennai, Hyderabad, Pune, and Delhi.
Culture is my focus, and it’s what’s unique about Vega Global. When you create an environment where people feel comfortable and confident, knowing that they have a place where they can grow and be recognized for their value to our clients and other employees, when you get that – the wood behind the arrow, and you can’t stop it. Blessing Joseph (Managing Director and Head of India & MEA) has done an amazing job building this culture here while continuing to deliver and not giving in. He has built a great sales engine and brought in some great, talented individuals. The energy our people bring to a project and the prioritization of the client experience is number one. That’s what’s making us grow the way we are. If you give a great employee experience, the client experience will be 10x better.
Global mobility for employees is a big change at Vega. We encourage global mobility to accelerate our team and culture and have a highly mobile workforce, especially in India. In the past, it was siloed within the countries, but within India specifically, it’s fluid. We go where the demand is. We’re already talking about where our next offices should be.
Future Prospects: Vega India’s Shift Towards Managed Services
From a global perspective, why wouldn’t we focus on what India does best? Our clients say you’ve done an amazing job from an installation perspective; can you do more for us? So, we’re seeing more and more clients asking for Megacare, so we can offer post-level support, whether on-site or remote. I see the vision and strategy for all that to be managed and operated out of India. We’re also discussing how Vega’s back-office operations, HR, finance, project management, and even design could be managed out of here.
When I talk about the center of excellence coming out of India, I’m referring to the increasing influence and power base here. Yesterday, I met a large tech client who asked, “Where’s the gravity now?” Sometimes, it could be North America or Singapore, but you only find out once you get to know your client. At Vega, we go deep, understand client requirements, and provide value. That’s what makes us unique.
Vega Global’s Vision for AI Adoption
AI is a hot topic; I think the software industry will drive these advancements. We can already see AI being used for tasks such as transcribing, auto-scheduling, and powering down things automatically. This is extremely helpful, especially as people need to report their carbon impacts. Manufacturers are also starting to incorporate AI technology, but AI is not a standard conversation today, except for real estate professionals looking five or ten years into the future.
Before I heard about AI, I heard about ESG (Environmental, Social, and Governance), analytics, and dashboards. ESG components are becoming increasingly important. At Vega, we start client discussions by asking what they want to do with their old products. Can we donate them or find a second life for them? Clients ask about minimizing packaging for new products. Manufacturers now exclude power supply cables due to differing standards, such as UK versus US plugs. Clients appreciate this approach, and those will be the next discussions on how we work collaboratively.
As an SI, we should be the first to spot the demands and work with the clients, manufacturers, and governments to ensure supportive policies. We need to be here another thousand years, so we must do our part now, pass it on to generations, and set the expectation. This needs to be at the front and center of discussions, and Vegas is driving that.
Navigating Competition: New Brands Entering the Indian Market
When it comes to competition, our local touch makes us unique. We bring local culture and execution, and we are differentiated by our people and the outcomes we deliver. Competition is good and an opportunity for us to be better and more proactive, hire the right people, and invest in them. When I hear from the country teams about a competitor opening an office, I see it as validation that we are in the right place.
