Trending December 2023 # Ryan Lynch: Introducing Modern Sales Intelligence Solutions Through Strategic Business Planning # Suggested January 2024 # Top 14 Popular

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Business leaders know data is at the heart of enterprise development and growth. But how they use that data is what distinguishes companies from their competitors. That’s where sales and marketing intelligence come in. The data generated from these areas translates to lead generation and stronger connections with target audiences. By anchoring the needs of businesses in data-backed sales strategies, Kforce provides business leaders with the right solutions to meet their goals and make an impact on the global economy.

Kforce is an award-winning solutions firm that specializes in technology and other professional staffing services. The company’s customer-centric solutions enable world-class, outcome-driven results. Kforce’s team is comprised of experts who understand the intricacies, challenges, and pain points that business leaders encounter daily. The company delivers the best possible results so that leaders can deploy development and growth strategies throughout their organizations. This team approach in tackling the largest challenges for the world’s most prominent companies is just one reason Kforce’s solutions group has become the go-to team for innovation.

A People-First Leader Simplifying Technical Problem Solving 

Ryan executes his job with a people-first approach and always keeps client value at the forefront. In his 10 years with Kforce, Ryan has earned the firm’s annual top performer award seven times. He is also a 2023 Dick Maddock award recipient. The Dick Maddock award is the highest honor an individual can receive at Kforce.

A Paradigm Shift in Client Engagement Platform 

Ryan describes Sales Intelligence Strategy as bringing together seemingly disconnected data sources to provide targeted, client-specific solutions. This takes the best parts of staffing and consulting services and packages them in a way that accelerates a business’ ability to address change. In addition to keeping his eye on an ever-evolving approach to the market, Ryan established a client engagement platform to track, manage and grow Kforce’s partnerships with each successful project. He also refined the sales pipeline and management process. These are just a few of the reasons Ryan has been tapped to explore how this innovation can make a difference across all aspects of Kforce. 

Kforce’s Evolution as a World Class Solutions Firm

Growth and innovation are key elements in the staffing and solutions industry.  Kforce relies on its people’s unique ability to identify and shape next-generation solutions. This is an unsurpassed differentiator in the eyes of its customers, resulting in more than double the number of solutions team members over the last two years. The COVID-19 pandemic and sweeping technology upgrades are just two examples of how the industry is constantly changing. Ryan’s leadership and innovative nature helps the firm better serve its clients. This industry-leading approach identifies more effective workflow opportunities and helps clients quickly adapt to change.

Technology as a Backbone Across Business Operations 

The first step of Sales Intelligence Strategy is to evaluate the opportunity. Working with clients during upfront discovery shortens the delivery timeline while increasing quality. This process is counter to standard industry practices but has proven highly effective. Ryan and the solutions team have been able to help clients reduce hiring times by up to 85% and execute their most challenging technology initiatives, including moving to the cloud, rebuilding enterprise data warehouses, and reimagining customer interactions and experiences. The Sales Intelligence Strategy helps clients maximize their spend, decrease their time to market and mitigate risk while obtaining world-class outcomes aligned to their organizational objectives.

A New Beginning for Limitless Changes  Soaring High with Innovation 

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Three Strategic Planning Tools To Shape Your Multichannel Marketing Strategy

A review of different frameworks covering the customer journey, brand and content

Today, consumers do not search, engage and consume information within individual channels while making purchase decisions. Their journeys are fluid and choices are influenced by multiple channels, devices and screens, and a vast array of content, both online and offline. Therefore the challenge for businesses today is to understand how their customers behave and to establish a multichannel marketing strategy to effectively communicate with prospects in the right channel, at the right time. The frameworks and digital marketing models I review in this post can help build communications around the consumer rather than a product.

Business challenges in a hyper-connected world

Businesses face many challenges today, all of which impact the scope and effectiveness of marketing strategy. Some of the stand-out challenges include:

Device proliferation 

Smartphones, 4G coverage and social media has redefined how we consume media.


The average UK household today has on average 7.4 connected devices.

With so much distraction, consumers’ attention is at a premium and therefore marketers must put the right mechanisms in place to understand how people and devices can be targeted, e.g. 2nd/ 3rd screening

Consumer expectations

Despite the hullabaloo surrounding Millennials and how businesses should market to them, there’s a good reason for this concern. The Millennial cohort is an example of a demographic that is always connected, always on and always looking for control, and a reminder of the changing face of the media consumer.


Hype around new technologies and innovations can be distracting and unless this is tempered can result in ‘Shiny New Object Syndrome’

Businesses must always align innovation with relevance and value, for both consumer behaviour and the business itself.

Resources such as Gartner’s Hype Cycle can provide very useful insights


Perhaps the biggest barrier to innovation for many businesses is structure and culture:

Marketing ecosystem

Other barriers include education, leadership and ideation:

Innovation Index

Developing a culture where digital is embraced and integrated rather than siloed gives marketers a much better opportunity to understand and appeal to consumers.


“Customers expect a consistent experience across all of their touch points with companies and product” – Dwight Griesman, CMO, Forrester

Customers do not differentiate between channels, regardless of how a business is structured internally, e.g. brand, marcomms, digital, ecommerce etc.

Three key tools for multichannel marketing planning

The process of crafting a multichannel marketing strategy is not straightforward and takes time to implement. There are a number of very useful guides on how to take this step-by-step and Smart Insights’ Multichannel Marketing Growth Wheel provides an excellent overview:

In light of the challenges outlined above, I’m going to focus on section three of the Multichannel Marketing Growth Wheel (‘How we get there?’) and highlight three tools and frameworks that marketers can use to shape their thinking to form an approach to strategy and the development of a proposition:

The three frameworks cover the following areas:

Customer journey



Defining the customer journey using ZMOT

Considering the world we live in today, what is a typical customer journey?

The truth is that there isn’t a typical journey and our influence as marketers is often limited. Journeys vary by industry, brand and category and can be extremely simple or complex, as illustrated by these two contrasting examples:

Booking a holiday:

In this example of booking a holiday, over a 28 day period and lots of shopping around (aggregators, tour operators, review sites), First Choice gets the business in the end following a search once again for “corfu holidays” (which was the query that began their journey). Booking a holiday is an important purchase for many people and therefore consumers take their time to ensure they make the right choice.

Car insurance: 

Buying insurance is shorter and more direct and is often considered to be a ‘hygiene’ activity that we need, rather than want, to do. In addition to price, consumers also tend to stick with brands they believe to have delivered trust and consistency in the past. If the experience was positive before, people continue to buy.

So how can we approach analysing and planning for different customer journeys?

A US study by Carat and Microsoft revealed three basic patterns in shoppers’ paths to purchase, suggesting that it’s often better to think about journeys from the consumer mindset rather than as touchpoints:

With this insight in mind, and despite many different types of customer journey frameworks available, Google’s Zero Moment of Truth (ZMOT) provides a very useful model that combines both consumer mindset and touchpoints to evaluate the customer journey:

When originally published in 2011, ZMOT suggested that whilst the first moment of truth was in front of the shelf and that the second moment of truth occurred through product trial and experience, the zero moment of truth happened largely online, using multiple journeys and multiple devices.

The useful aspect of ZMOT is that rather than replacing the traditional sales funnel, it adds another layer of context. Different channels play different roles at different stages of the journey:

The ZMOT model has evolved over the last five years which can be seen in Google’s publication of micro moments. However, I still believe it provides a useful frame of reference and a valuable tool for marketers.

Understanding brand purpose using the Golden Circle

What is your brand values and purpose? What do you stand for? How do you differentiate versus the competition?

Your brand and business identity is an integral part of how you communicate with customers so it’s therefore essential to have a clear understanding of the purpose that both drives you as a business and inspires consumers to buy from you. One of the tools that I have found to be particularly useful in articulating brand purpose and why you do what you do is Simon Sinek’s Golden Circle marketing model:

Whilst every company knows what they do (e.g. we make widgets), only some clearly know how they do it (the differentiating value proposition or USP). However, it’s sometimes surprising to learn that very few clearly know why they do what they do. The ‘why’ is the fundamental belief and reason for our existence and should be at the very heart of everything we do.

Simon Sinek argues that when you communicate from the outside-in you are simply competing on features, price and add-ons. This is not inspiring and doesn’t give people a reason to believe in your product, service or cause.

In contrast, good leaders and brands act and communicate from the inside-out. They explain why they do what they do before talking about what they do and how they do it. For example, Apple don’t start by saying they make great computers. Instead, the foundation of much of their communication revolves around their beliefs in thinking differently which sets a tone and inspires loyalty.

The Golden Circle is a simple but effective framework that enables you to define:

Establishing a clear understanding of your purpose and raison d’être will give you confidence and clarity regarding the multichannel marketing options that align best with your brand.

Establishing content excellence using the Content Marketing Matrix

Content forms the bedrock of everything we do as marketers and therefore the format, structure and type of content we choose to produce to engage consumers must be consistent with our strategy and objectives.

Smart Insights’ Content Marketing Matrix is an excellent framework for generating ideas and identifying the most engaging content types for different audiences:

As Danyl Bosomworth explains in his blog post introducing the framework:

“Our matrix is structured to help you think through the dimensions of different content based on how your audience might think and what you’re trying to achieve as a business. What will work where your audience are more or less impulsive or rational? What does that mean for content creation and marketing goals? Depending on the quadrant(s) that you feel drawn to for your audience, it offers a starting point for your ideas generation”.

If we think about the multichannel approach, we can see how the Content Marketing Matrix can be applied to different channel options to give our strategy or campaign depth:

And another benefit of the Content Marketing Matrix is that different content types can be used alongside customer journey models, such as ZMOT, to understand where content can entertain, inspire, educate and convince consumers are different stages of the decision-making process:


Marketing today is a complex process which has made the marketer’s role much more complicated than it once was previously in a predominantly broadcast media landscape.

Today’s media landscape is much more fragmented, consumers’ attention is harder to obtain and technology is constant influence on consumer decision-making. To stand-out and be relevant in such a noisy environment requires precision and flexibility.

However, with careful planning and the use of models such as those we’ve looked at in this post, we can begin to analyse different customer journeys, understand where our brand plays a role in the communication process and assess the content needed to make an impact and drive action.

Succession Planning Vs Replacement Planning

Succession Planning vs Replacement Planning

Ask the CEO of a company to define succession planning, and there’s a good chance that he/she will confuse it with replacement planning. But the fact is, they are different from each other.

Replacement planning assumes that the organization chart will remain unchanged over time and focuses on identifying “backups” for top positions within the company. The organization chart lists the backups for each top-level position, indicating their readiness to take over the role of the current incumbent. Typically, the organization identifies three individuals as backups for each top-level position.

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Head-to-Head Comparison Between Succession Planning vs Replacement Planning (Infographics)

Following are some of the comparisons between Succession Planning vs Replacement Planning.

Replacement Planning

All replacement planning activities are tactical in nature. But they are crucial for all organizations, regardless of their size. A replacement plan ensures continuity in operations and focuses on how vital positions can be filled quickly.

All companies must have a replacement plan for all key positions and other single contributor roles to reduce talent risks.

Create a replacement plan with one to three identified individuals for key positions in case of emergencies. It must indicate each personnel’s readiness for assuming the role.

Include appropriate support measures for the person assuming the key role in the replacement plan.

In most companies, replacements are generally perceived as a temporary measure. A replacement candidate may or may not be considered a permanent final contender for the position unless he/she meets all the requirements. While a replacement system is crucial for ensuring organizational continuity, it primarily focuses on short-term needs.

Indications of Succession Planning

Several symptoms indicate the time has arrived to initiate a succession planning system in the organization. Succession planning is a more systematic approach that can be carried out through all verticals in a company.

Some of the common symptoms are as follows.

The organization conducted a retention risk analysis to estimate the projected departure dates for each person in the workforce or workgroup. This analysis helps identify potential reasons for departure, such as retirement or other factors.

If the organization experiences a sudden loss of key talent due to death, resignation, or disability, it may take a long time to find an appropriate replacement. The organization cannot respond promptly to such surprises.

Senior managers may lack awareness or perceive the time taken to fill vacant positions, known as the time-to-fill metric, as lengthy.

Managers at various levels may complain about finding people ready for promotion or willing to accept a promotion when a vacancy arises.

Staff members often express concerns that promotion decisions are made in an arbitrary or unfair manner.

The company may not adequately represent women employees, minorities, and other groups protected by law across all organizational levels and functions.

Critical turnover refers to the number of high-potential workers leaving the organization, which is higher than average workers.


There are three reasons to devise a succession plan in an organization. Identifying the replacement for a CEO or other top managers is only a part of the reasons. The reasons are as under.

Replacement of key employees

Supporting anticipated growth

Addressing and dealing with a talent shortage

Unfortunately, many organizations see succession planning as a task to be checked off and set aside, relegating it to other responsibilities. They see it as a means to an end and often perceive it as solely the responsibility of human resources. However, this is the wrong mindset to have. Succession planning should be seen as a talent and organizational improvement initiative that enables a business to thrive and grow. No matter what industry or sector a company operates in, it cannot grow or succeed without strong management talent. Developing, nurturing, and grooming the talent pipeline is not a simple task but essential for any organization’s long-term success and sustainability.

Whether bad or good economic situation, proper talent is hard to get because talent is a combination of behaviors, skills, organizational fit, motivation, and passion. That’s especially difficult to find if you have to hire fast.

Replacement of Key Employees

Most companies tend to believe that the only reason to implement a succession plan is to pick a replacement for the departing CEO or perhaps a couple of top-level executives. This is a major reason for a succession plan. But a complete reason is to identify proper replacements and, in the process, prepare to fill all major positions in the company and not just the CEO or top executives. This is often called “planning many levels deep”, i.e., mid-level executives to section managers and division. Succession planning includes all necessary roles to keep the business moving, even if unobvious. Keep in mind that while executives set the strategy, managers implement them. A company must have strength in both areas to succeed.

Managers and executives will leave a company. They may take up another job in a different organization or be axed. They may retire, become terminally ill, or leave town because of a spouse’s relocation. Whenever a company anticipates a vacancy of a manager or executive, a seamless transition can be possible simply because there’s time for taking care of the transition. It’s when the vacancy is unexpected that the challenge crops up. Maintaining continuity is important because it reduces service disruptions and costs. As the economy improves, growth will take place. A company can support and sustain growth only when it has a talent for managing growth.

Supporting Anticipated Growth

This strategy differs from a replacement strategy as it involves creating new positions to support growth initiatives. These positions may be required to expand current products and services into new markets, develop and introduce new products and services, and devise innovative selling methods such as viral marketing.

While identifying growth areas, identify the internal talent and set up and maintain a talent database comprising candidates currently working for other companies.

Addressing and Dealing with a Talent Shortage

In all organizations, succession planning is not an event but a process. Succession planning is a process that’s critical for all organizations, whether they are expecting vacancies and turnover, working to cope with a talent shortage, or planning for growth.

Assign the responsibility of succession planning to executive team members. Make the activity a part of their evaluation process.

Identify critical needs and key roles for the present and future, several layers deep.

Come up with and use tools, techniques, and methods to identify employee aspirations and competencies.

Put in place a structure to develop potential successors.

Implement a structure to transition the successors to and in the new roles.

Identify an interim or emergency process to fill up a vacant position if, for whatever reason, the identified successor doesn’t work out.

Align recruitment initiatives for succession planning by predicting the core needs and interviewing for adaptability and growth orientation.

Evaluate all plan effectiveness and update plans as required, at least annually.

Succession Planning vs Replacement Planning- Talent pools

One approach to resolving staff-filling problems could be to develop a talent pool. It’s a group of people prepared to take up more challenging responsibilities.

People in a talent pool can be drafted in several ways. One popular approach is to ask managers to assess and nominate people from their teams. A second approach could be to apply an objective assessment method, like multi-rater full-circle tests, for identifying personnel who could be worthwhile to take up future responsibilities.

A talent pool dramatizes the difference between succession and replacement planning. Personnel is identified as “backups” to specific positions in the latter.

Replacement planning encourages promotions only in a field of specialization. On the other hand, succession planning encourages managers across all verticals to consider talent, irrespective of the department, as a possible successor to all positions immediately above them. Talent pools, thus, can be identified beneath every “level” of the organization chart. However, they aren’t tied to any specific position at the immediately following level.

If the talent pool implementation succeeds, the company will have multiple internal candidates ready and equipped to take up new challenges and responsibilities.


Both replacement and succession planning are important for any company. But while succession planning is a more systematic way to fill open positions, replacement planning addresses the more ad-hoc needs. Building up a talent pool is the most important part of replacement planning, where there are many to choose from. But at the same time, a temporary or non-permanent filling up can be of a long-term nature. However, that happens only by chance. A company is unlikely to ask a person to vacate the position after he/she has been appointed to it.

Companies, irrespective of their size, are slowly shifting to succession planning from replacement planning. The former involves envisioning all the vacancies that may arise in the future and over the long term. It pays for a company to have such a system where the internal pool can be kept ready for promotions.

Recommended Articles

This has been a guide to Succession Planning vs Replacement Planning. Here we have discussed the basic concept, head-to-head comparison, and infographics. You may look at the following articles to learn more –

How Enterprise Search + Business Intelligence Reveal Market Pulse

Last year was one of rapid change, and 2023 shows no sign of this trend slowing down.

Economies and markets have changed, how consumers behave has shifted, search algorithms are being updated, the SERP results are evolving, and the scope of what we do as Enterprise SEO professionals is growing.

As organizations focus on aligning operations with a laser focus on the customer experience, understanding how consumers behave at both the macro and micro levels has become an enterprise SEO imperative.

For many, it always has been. However, the unpreceded shift and challenges brought about by the global pandemic mean that the monthly historical snapshot has given way to a pressing need to keep a daily pulse on trends in real-time.

Using data, technology, and market trends to their fullest potential will help organizations realize new opportunities.

From real-time insights into market demand volatility through to granular details into how consumers are searching online, there is a wealth of data to be activated.

Marketers can no longer rely on old forecasting models, no matter how complex, detailed, or pretty they look.

Enterprise marketers now need to understand the pulse of the market so they can dynamically adapt to both expected and unexpected events in their vertical.

In doing so, you can bridge the gap between assumptions of what will happen and what the current, real-time reality has proven to be.

Being Aware of What Is Going on in Your Broader Markets

However, working in large enterprises requires a shift in mindset towards understanding not just the business, but the broader market and economic implications that may affect how you tailor your strategy.

Overall market factors shape short, mid, and long-term strategies.

Utilize models such as PEST analysis to understand what is going on in the market from a political, economic, social, and technological perspective:

Political – Brexit, elections, laws, and regulations.

Economic – COVID-19 restrictions, industries that are gaining or losing.

Social – Consumer behaviors, attitudes and culture, fashion and shopping trends.

Technological – Developments and innovations to help better understand the above.

Combining Business & Search Intelligence to Understand the Pulse of the Customer

In many ways, search is the voice of the customer.

Search queries contain intent signals, SERP analysis shows how customers like to consume content, and keyword reports help us produce content that resonates.

Granular search data can tell us much about what consumers are doing, what they care about, and how they think.

Keeping a daily pulse on new insights impacting your market and on what is changing in the SERPS on a daily basis should be of mandatory importance for those who want to benefit from fresh, new opportunities.

For example, a slight ranking change on high search volume-based keywords can impact revenue in a big way in just one day. During important seasons (especially in retail), subtle category-related demand shifts will require granular action.

New product launches require daily monitoring so stakeholders can see the daily impact and make adjustments to the offering.

As market fluctuations and consumer emotions drive new types of demand, marketers are under pressure to develop an even more in-depth understanding of their customers’ preferences while understanding market trends.

More and more marketers need to truly understand their customers and use this understanding to drive new experiences that resonate with consumers.

Utilizing search trends and combining this with business intelligence findings means marketers can find new patterns and opportunities at both a macro level and implement strategies at the most granular level.

This also helps you rapidly respond to dynamic changes in current and upcoming consumer behavior.

With business intelligence powered by search insights, companies can make sound and strategic decisions to achieve their goals, be it understanding what their customers really need or by predicting their future demands.

The relationship between BI and search is symbiotic and can dramatically improve ROI.

Utilizing Business Intelligence to Understand and Visualize the Pulse of the Market

More than ever, organizations are looking for business intelligence (BI) to transform data into insights that can quickly be acted upon. BI enables enterprise SEO professionals to easily analyze insights for larger-than-usual data sets to uncover new opportunities and highlight campaign strategy inefficiencies.

Here is an example from my company:

This type of intelligence can tell you what is happening now and what happened in the past.

Many types of business intelligence can help deliver digestible snapshots of the current state of what is happening in your market, not just for SEO but also for digital, sales, product, and customer service functions.

It can help show what product attributes are most important, price sensitivity fluctuations, brand preferences, and inventory needs, and more.

This can be visualized via daily dashboards, visualizations, and custom-based reports and can be used to:

Analyze industry trends in real-time.

Visualize category demand and inventory in real-time.

Compare historical data to what is happening now.

Create and forecast based on predictive modeling.

Aggregate different sources of data.

Identify new buyer trends.

Find inefficiencies in product or pricing strategy.

Find key correlations between search activity and external market factors.

Plan for seasonality.

Evaluate marketing campaign effectiveness.


Going forward into Q2 of this year, Enterprise SEO success lies with the ability to understand the pulse of their entire industry landscape and being agile enough to quickly change search strategies and tactics based on real-time insights.

Over the last year, Enterprise SEO has become front and center of digital marketing strategies.

To keep ahead, SEO professionals have to become more agile in their approach to understanding market trends and their customers.

Technology can help provide insights with both breadth and depth so you can execute search and inform digital campaigns with speed and high precision.

As a collective community of SEO pros, we all need to keep a close eye on the pulse of the market and be prepared to respond to new conditions in an instant.

Both markets and consumers are giving us clear signals of intent on a far more regular basis.

Those that combine business intelligence and search insights to uncover and act on those opportunities will propel their SEO even further forward this year.

More Resources:

Image Credit

Screenshot taken by author, March 2023

Torry Harris Business Solutions: Inculcating Quintessential Integration, Encouraging Digital Shift

Digital Transformation is a prerequisite for all organizations in today’s dynamic ever-changing ecosystem of technology. This new transformation is changing business models and processes; making them increasingly customer-centric. With the amalgamation of cutting-edge technologies, digital transformation is becoming more efficient and innovative. A company which is enabling digital evolution with its IT strategy consisting of imperative components is Torry Harris Business Solutions.

From Inception to Enabling Transformation

Torry Harris Business Solutions’ mission is “To be the provider of choice to facilitate adoption and use of API driven digital opportunities that make a critical difference to business” The founding members of THBS belonged to a company called Transarc, a Pittsburgh-based Software Company. Transarc was purchased by IBM in 1994. Several former members from Transarc formed Torry Harris. THBS Solutions was founded in 1998 to offer IT services in the middleware and distributed-computing areas. To this day, the focus of the company continues to be in the middleware space through Integration, APIs, and Microservices. THBS is thus able to provide 20 years of focused expertise in enabling digital transformation for customers.  

Integration Leading to Algorithmic Revolution

THBS provides turnkey solutions across strategy consulting, architecture, design & build. The company is considered both “Architects” and “Masons” in this space. THBS’s products and system integration services address the entire digital transformation lifecycle needs of its customers. They are categorized broadly into four blocks: 1) Strategy 2) Access control and Security 3) Governance 4) Legacy Enablement The Strategy tool-kit contains the Digital and API Strategy acceleration tools. The Access Control and Security block contain tools for API Management and Exposure. The Governance block has frameworks, best practices and governing principles for APIs. The Legacy Enablement block has tools to modernize the existing legacy assets of an enterprise. THBS is a pioneer in setting up the API Factory Model. API Factory model is a proven concept to succeed with full life-cycle API delivery and management. This highly refined, the lean model helps churn out large volumes of standardized APIs with predictability in time, cost and quality The industry recognized, version managed, commercially licensed products from Torry Harris include: 1) RAPID API Manager – for full lifecycle API Management 2) RepoPro – A comprehensive repository for your enterprise assets 3) IoT Glue – A glue to integrate & manage disparate IoT devices 4) DigitMarket – Accelerates your Marketplace  

Contribution to the Technology Universe

Torry Harris contributes to the nation by empowering its people with access to the digital technology forces listed above through a platform business model. The company calls this initiative “Democratization of Digital”, and its aim is to provide access to technology to people from the lower economic background through a platform business model, who otherwise have no means to realize the benefits of digital forces. THBS has launched its own startup business “Home Jini” that provides a home services platform for all residential customers. Home Jini is powered by its own technology stack – Digit Market, which fully leverages Big Data Analytics, Cloud, AI, Machine Learning, etc. THBS’s fleet management solution “Fleeto”, powered by IoT Glue, leverages key Digital technology forces such as Big Data Analytics/ AI/ ML/ Cloud/ IoT, etc.  The company’s strategy is to transform Fleeto’s into a Fleet Management platform business for democratizing Digital for Small and Medium Enterprises. THBS aims to contribute to Digital India initiative by allowing all its products to be re-branded and distributed by large enterprises like Nationalized banks, Large Telcos, etc as part of their own Digital Offering to SME segment.  

Regulating with Disruptive Technologies Reformative Solutions Driving Innovation

Torry Harris Business Solutions are unique because: 1) It is a specialist, focused provider of integration solutions as a means of realizing Digital Transformation and Digital Ecosystems. 2) It brings 20 years of experience and expertise in connecting systems, things and people through Integration, APIs, Microservices, and IoT. 3) THBS provides System Integration services and version-managed products under one roof. 4) Torry Harris’ Business Architecture team along with the API Factory team provides the full range of services from consulting to implementation and support. Innovation is encouraged in Torry Harris Business Solutions through multiple channels and collaborations. A key investment made by the company is the THBS Centre of Excellence (CoE). The CoE is an innovation hub that works to create customer-centric products with cutting-edge technology. The CoE Initiatives span across Integration, IoT, API Management, AI and Blockchain to name a few. It collaborates closely with standards bodies like TMForum, CMMI etc. to ensure compliance and quality.  

Recognitions for the Significant Progress

THBS has received very positive feedback from customers, major industry analysts and industry award groups. Most recently, THBS has been nominated as Finalists for 2023, jointly with British Telecom, for the TMForum IT Transformation award. Torry Harris Business Solutions are “Strong Performers” in the Forrester Wave ™: API Management Solution, Q4 2023” authored by Randy Hefner with Christopher Mines, Allison Vizgaitis, and Diane Lynch (October 29, 2023).  

Challenges and Impediments to Growth

The company had a perception challenge in the market about being only the “Do’ers” or “Implementers”. Customers reached out to THBS after the strategy and design phase, only for implementation projects. This has now been addressed through the company’s “business architecture” team, which helps in the early stages of business planning through to strategy, architecture, and design.  

Prospective Paths

10 Companies That Are Hiring Business Intelligence Professionals In India

Companies like Deloitte, Dell, and EA are hiring business intelligence analysts

Business intelligence is an important aspect of digital transformation.

1. Consultant – Business Intelligence

Company – Deloitte Location – Hyderabad Seniority level – Associate Job Summary The Business Intelligence Services practice at Deloitte consists of highly trained investigators with extensive commercial and public sector experience in conducting in-depth investigations in the context of due diligence, fraud, asset searches, litigation support, and other matters. Responsibilities

Conduct background investigations.

Pre-Transaction Due Diligence including background investigations of Executives and their companies.

Access a broad range of open source information and public records.

Obtaining objective and detailed information about the third party.

Asset Searching and Tracing.

Investigating the backgrounds of opposing parties in order to help focus litigation strategy, etc.


Either MBA with 1-2 years of work experience in research or BA LLB or equivalent degree

Exceptional Research, Writing, and Analytic skills.

Professional demeanor and strong communication skills, both written and oral

Ability to effectively summarize legal records, media articles, and Internet websites and/or posts.

Strong grammar skills and command of the English language.

Proficiency with MS Office (Excel, Word, and PowerPoint) & Internet search strategies.

Preferred qualifications

Experience with domestic and international public records, databases, and Internet sources. 1+ years of investigative experience with a private investigative firm or equivalent professional services firm

Fluent in reading, writing, and speaking a foreign language is highly desired (including, but not limited to Spanish, Chinese, or Russian).

Flexibility regarding potential international travel requirements for client service projects.

2. Senior Business Intelligence Analyst

Company: Noon Location: Gurugram Seniority level: Mid-senior level Responsibilities

Identifying the problem, and structuring it to deliver the desired outcomes independently.

Build, develop and maintain data models, reporting systems, dashboards, and performance metrics.

Manage and optimize processes for data intake, validation, mining, and engineering as well as modeling, visualization, and communication outputs.

Interpret and report results for various growth aspects to relevant stakeholders.

Assist the Marketing team in leveraging data for effective decision-making.


Excellent analytical skills and problem-solving capabilities.

Advanced Excel/Google Sheets knowledge.

Knowledge of Programming Languages – R/Python preferred.

Experience in the e-commerce industry is preferred but not mandatory.

Individuals with a strong desire and passion for e-commerce.

A dedicated individual who has the drive to constantly learn and come up with new ideas.

An individual who has strong problem-solving and team skills.

An individual who works collaboratively and is comfortable working in a dynamic and fast-paced environment.

Avid curiosity and passion to take on tough challenges.

Ability to multitask and work on a diverse range of requirements.

3. Senior Data Analyst – Business Intelligence

Company: Grofers Location: Gurugram Seniority level: Mid-senior level Responsibilities

Own top-level company metrics that act as a single source of truth for the core performance of the business.

Collaborate with business teams to understand their requirements and propose holistic solutions.

Take ownership of the development of such solutions, including planning, execution, communication, and adoption of the tools developed.

Guide the development of insightful reports and dashboards that allow the organization to transfer to data-driven governance.

Act as a subject matter expert in all facets of building warehouse models, including architecture, storage, interaction with BI, etc.


4-7 years of experience in creating structured Fact-Dimension based Data Warehouses, including building from the ground up.

Experience working with a variety of data formats (SQL, NoSQL, XML, and JSON) and transforming them into a relational database structure.

Expertise with OLAP SQL Databases like AWS Redshift and knowledge of optimizations best practices etc. Knowledge of Big Data technologies (Hadoop, Hive, Spark, Impala) is a bonus.

Ability to optimize ETL processes by using incremental loading to create fact/summary tables.

Experience with job orchestrators like Airflow, knowledge of best practices.

Knowledge and experience with creating and maintaining visualizations on BI Tools like. Tableau, PowerBI, etc.

The development of Python tools to facilitate data analysis, knowledge of R or Java is a bonus.

Debugging and trouble-shooting expertise.

Passion for solving challenges demonstrated innovative thinking and problem-solving skills.

Strong analytical skills; Understanding of Finance, Economics, or Management Control is a big plus.

Attention to detail with a drive for results.

4. Business Intelligence and Analytics Visualization Analyst

Company: Boston Consulting Group Location: New Delhi Seniority level: Associate Job Summary As a member of the team, you will interact extensively with a diverse range of stakeholders from across the business, both geographically and functionally. The role sits within the overall Global Financial Planning & Analysis team, coordinating and working with the company’s Analysis, Planning, and Reporting teams will play a large part in this role. Responsibilities The Business Intelligence & Analytics Visualization Analyst will work as an integral part of an agile team. You will be responsible for developing, enhancing, and maintaining a suite of dashboard products that will be leveraged globally by BCG’s business leaders and executive teams. Working as part of an agile team, this role will interact with the business to understand use cases, create prototypes, iterate on the design and launch of digital reporting and analytic products. Qualifications

3-5+ years Tableau Development experience required (Tableau certification is preferred as either Qualified Associate or Certified Professional).

Hands-on experience designing, developing, implementing, and supporting dashboard reporting solutions

Experience supporting an analytics transformation including profiling legacy reporting and providing next-generation solutions that simplify the end-user experience while providing greater insights.

Knowledge and understanding of designing and implementing report security solutions both within tableau server and database-level security concepts.

Experience with data preparation tools including Alteryx and Tableau Prep and basic proficiency in SQL language to access and profile data required.

Exposure to additional data visualization tools including PowerBI and Looker.

Basic finance knowledge of financial statements including P&L, Balance Sheet, etc. is preferred.

Experience working with agile development methodologies and ceremonies.

5. Business Intelligence Analyst

Company: Cotiviti Location: Telangana Seniority Level: Associate Responsibilities

Performs ETL functionality in support of reporting.

Performs Data Modeling and develops Data Warehousing solutions.

Performs technical troubleshooting, code debugging, and problem-solving for custom-built data warehousing solutions.

Assists in implementing effective business analytics practices that drive improved decision-making, efficiency, and performance.

Communicate with non-technical business users to determine specific business requirements for reports and business intelligence solutions.

Communicates regularly with technical, applications, and operational staff to ensure database integrity, security, and optimized performance at the application and database level.

Identifies, communicates, and resolves data quality and data reconciliation issues.

Participates in and supports all planning and problem resolutions.

Performs independent audits and reviews and validates databases to ensure data integrity.

Develops and enforces standards and procedures for the storage and retrieval of institutional data.


Strong analytical and troubleshooting skills.

Knowledge of SQL and data warehousing concepts.

Experience with Oracle SQL and PL/SQL.

Strong SQL scripting abilities and understanding of complex stored procedures, views, data aggregation/manipulation through table join/queries, database design, normalization, and denormalization techniques.

Demonstrated detailed knowledge of BI areas including ETL design, analytics, and reporting.

Experience with visualization tools such as Tableau and/or MicroStrategy.

Possesses strong oral and written communication skills, clearly and accurately communicating complex and/or technical information to both technical and non-technical audiences.

Self-motivated; able to work within a project-based environment.

Ability to work in a team and agile environment.

A Bachelor’s degree in a relevant field.

2-3 years in business intelligence and data warehousing environments.

2-3 years of experience with ETL processes and tools.

6. Business Intelligence Analyst

Company: GSK Location: Bengaluru Job Summary Once selected,  you will partner with the VEO Operations group to drive highly efficient and effective reporting and dashboarding across VEO. You will have to take the lead accountability for the development and maintenance of the VEO reporting hub, from concept to delivery, and drive operational excellence in reporting and analytics within VEO. Responsibilities

Develop a good understanding of the VEO business and VEO data model.

Understand the fundamentals of the data sources:

What systems does VEO interface with?

How is the data pulled from these systems?

How can the pull from each system get automated and (eventually) integrated to form the comprehensive baseline data set?

Build VEO reports and dashboards.

Embrace newer BI technologies such as Power BI to bring a modern look and feel to reporting and dashboards.

Take complete accountability for the generation and accuracy of the raw meta-data required for the VEO activity tracker data generation. Ensure the transformed data is then represented accurately using the available tools (Power BI, Excel, etc).

Proactively identify areas of improvement for reporting and analytics within VEO, especially during key business-critical periods such as PIB or year-end summaries.

Understand and resolve data quality issues encountered by VEO and provide highly interactive reporting capabilities to profile and resolve these.

Build Forms to allow end-user request submissions e.g. the NSR template.


Bachelors/Masters degree in Business, Science, Finance.

Highly effective communicator to be able to deliver clear and effective messages orally and in writing to a variety of stakeholders from peers and project teams to senior management.

Ability to work independently and manage large sets of data and find meaningful inferences, collating and analyzing complex or diverse information skillfully, and conceptualizing solutions and alternatives.

Deep understanding of database structure, data connection/joins, and keys.

Flexible thinker

Self-starter is willing to seek out solutions and ask appropriate questions to further their knowledge.

Strong team player and contributor to teamwork and team initiatives

Knowledge of the principles of quality, safety, risk management, and compliance (ICH and GCP).

Ability to understand and appreciate the value of diverse perspectives and drive innovative solutions to complex problems.

Business or study operations experience.

Excellent interpersonal skills, including the ability to establish and maintain good working relationships with peers, colleagues, and management.

Ability to work across boundaries and drive the integration of new ways of working.

Good organizational, time planning, and prioritization skills.

Preferred skills

Power BI (Advanced)

PowerApps and Power Automate



Advanced Excel

7. Business Intelligence Senior Analyst

Company: Dell Technologies Location: Bengaluru Job Summary Responsibilities

Deep dive and correlate data, formulate conclusions and provide summary overviews to business leadership.

Supervise trends and elevate issues accruing due to data variances.

Interact with customers to set expectations regarding report availability and SLAs.

Generate reports and recommendations based on analysis and proactively communicate status to the customer.

Exercise considerable judgment and take initiative in assignments to resolve problems and make recommendations and resolutions.


Expertise and experience using the following tools & technologies:

Intermediate knowledge/experience with warehousing/big data environments: Teradata, Hadoop, GreenPlum etc.,

Intermediate knowledge/experience with relational databases: Microsoft SQL Server (T-SQL, SSIS, SSAS), Oracle, MemSQL etc.,

Intermediate knowledge/experience with Microsoft products: Excel, PowerPoint, PowerBI.

Ability to build reports and perform analytics.

2 to 5 years of related experience in a professional role.

8. Business Intelligence and Analytics Lead

Company: BARC India Location: Mumbai Seniority level: Mid-senior Responsibilities

Work and communicate closely with the partnership team in understanding the insight needs of the organization and its clients.

Work closely with Market Analytics and partnerships by providing understandings, generated through raw level data, of the reason for shifts in viewing for various data queries generated through the BARC membership.

Oversee and manage the development of insight white papers, presentations, and reports generated through raw level data ensuring that BARC continues to provide value added insight to its stakeholders.

Support Vigilance in the analysis of suspected households.

Developing rich and deep understandings of various forms of syndicated and non-syndicated viewership data.

Qualification 7-10 years of experience in the research and Analytics industry  

9. Lead Business Intelligence Analyst

Company: Electronic Arts (EA) Location: Hyderabad Job Summary You will lead a small team of analysts and will be the driving force for analytics in Pogo. You will report to the Live Services Lead and will be part of the product team. You are a sharp , curious person who has a passion for diving into data and building models to understand how players are interacting with our games & features. You will produce insights that will help guide design on games, platform and live services to improve acquisition, retention, and monetization for Pogo. Responsibilities

You will lead and mentor analysts, providing guidance on technical and communication skills for their analyses and projects.

Establish and grow the skills and practices in your team to create an outstanding analytics function.

Blend analytical rigor with product knowledge to accomplish deep dives (as needed) and deliver actionable recommendations for product teams.

Using various analysis techniques, model trends in our data to predict the ways in which new content, features and campaigns will affect the economy, performance, and our player experience.

Develop analysis frameworks to measure and evaluate the impact of features, systems, and promotions.

Use exploratory data analysis techniques to identify meaningful relationships, patterns, or trends from complex data sets and validate your results.

Develops player clusters based on behavioral patterns, which will be used to customize features and content and improve the player experience.

Translate problems into structured analyses or data products that directly create actionable insights that maximize value.

Partner with engineers and feature owners to design and set up robust telemetry for Pogo that enables high-quality analysis and reporting.

Ensure a high degree of rigor and quality in all projects and ensure that processes are adopted and best practices are shared.


BA or BS in Economics, Mathematics, Statistics, or related fields.

5+ years experience in an analytics role using data to help guide decisions, preferably a consumer products-oriented industry – gaming, social networks or entertainment is preferred.

3+ years hands-on experience in data mining, machine learning, or statistical modeling.

2+ years of people management experience.

Experience analyzing very large (web scale), complex, multi-dimensional data sets.

Experience with visualisation and analytics tools such as Tableau and Google Analytics.

SQL skills, including experience querying complex data sets on a platform such as Redshift.

Experience presenting to people at various levels of business and technical expertise, including the ability to simplify difficult technical concepts.

10. Business Intelligence Analyst

Company: Schneider Electric Location: Bengaluru Seniority level: Associate Responsibilities

Lead marketing value report production in order to support marketing teams using Business Intelligence tools.

Lead lifecycle management (PM0, O2, GRT, COS, PIM, ORLM).

Lead digitalization offers data and contributes to offering master data.

Deploy and animate tools and platforms to process data and support marketing and strategy teams.

Manage high quality up-to-date item master data, taking care of all the evolutions of new launches.

Ensure on time and high-quality data extraction from ERP systems to enable management reporting on commercial performance every month.

Be the champion of various transformative processes: annual offer optimization (killing part numbers that don’t sell), vitality index and others.

Formulating presentations for status reporting, and sharing recommendations with Senior Management is a key part of the role.


Engineering, Technology or Business degree with 5+ years of experience in business, marketing or business intelligence.

Digital acumen – able to understand and integrate a variety of digital tools (databases, excel documents) to produce a synthetic analysis.

Expert in the usage of Excel, including the ability to use excel functions and macros and proficient in other digital tools. SQL programming ability is a benefit.

Knowledge of Schneider Electric is a strong benefit.

Data analytics skills as well as synthetical presentation skills (written and verbal). Ability to present to executives within an external to the company.

Structured & organized; able to build realistic and actionable plans to improve and deliver on business reporting.

Team Player – passionate and dynamic leader with the energy and ability to obtain alignment and work effectively across a complex, global matrix organization. Team Builder – able to motivate and gather across key initiatives.

Accustomed to fast-changing, complex and ambiguous environments.

Autonomous & takes initiatives.

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