Directing the playing book that was tested in the battle, Flex CEO when it entered a new industry

Advaithi, who interacted with Flex only as a resource, was not stepping into the familiar terrain, but she did not think about it. “It was a quantitative problem,” she says. “I thought I could double the stocks. If this hasn’t succeeded in two years, I will go to do something else.”

This type of pragmatism on Earth has identified its leadership philosophy for decades. Regardless of the role, it begins with a simple, deceitful frame: determining the portfolio, clarifying the value to customers, and understanding the reason for their willingness to pay for its price. “The strategy does not need to be cheerful,” she says. “Every job I have, I just focused on these two things.”

She spent her first year in Flex put it into effect. I told the Board of Directors not to sign the decisions until it completed a full strategy review. Upon completion, the diagnosis was clear: the company needed to get out of the excessive parts of the commodities, such as smartphones and laptops, as the pricing power was weak and the fluctuations were high. Instead, Flex will double the complex manufacturing of sectors such as health care, industries and cars – as you can follow implementation and margins.

But even a disciplined plan was quickly tested. Two months after ADVAITHI, the United States government has placed Huawei – then one of the largest clients of Flex –In the list of entitiesForced a quick response via supply chains and customer relationships. Then came the global logistical epidemic and crisis. Through all this, Advaithi says that the basic play book has not changed. “Get your wallet properly. Make sure you can win customers. Implementation.”

This consistency extended to how Flex itself introduces to investors. The company took a conscious shift from chasing growth for its interest and began to emphasize capital discipline, margins and long -term flexibility.

Advaithi came to Flex after a moment of functional turn. During the North America administration for Etone in 2015, she was asked to take over its global electrical business after the rotation of the driving. She accepted, but she was open with the incoming CEO that he should hesitate to choose his team. He said to her: “If the role of the great CEO is on your way, you will not stop you.” She rejected another offer in the industrial sector before accepting Flex – a less organized and more fragmented industry as it saw space to impose the operating system.

One of her most famous bets was the early decision to invest in the intersection of account and power, before the current mutation of artificial intelligence. “Long before the launch of NVIDIA and GPUS, I thought Compute would become thirsty for power,” she says. Flex began to obtain energy infrastructure capabilities for data centers.

Today, it supports nearly a quarter of her business infrastructure for Amnesty International, which puts it in a different position among contracts manufacturers.

Ruth Omoh
[email protected]

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