Kshitij Jain is Senior Vice President of Analytics and AI Services at EXL and a founding member of the firm’s analytics practice. His career in data and AI began in 2006, following an early start in M&A banking at Bank of America. With a background in chemical engineering from IIT Delhi and an MBA from the University of Cambridge, he brought a strong analytical and commercial lens to solving complex business problems through data.
Over nearly two decades, Kshitij has played a central role in scaling EXL’s analytics capability from its inception into a global organisation of more than 7,000 professionals. His work has spanned strategy, delivery, and growth, helping organisations across banking, insurance and retail use data, analytics, and AI to drive measurable business outcomes.
In his current role as Global Chief Strategy Officer for Analytics and AI Services, Kshitij leads a portfolio focused on supporting enterprises as they move along the data and AI maturity curve, from legacy modernisation through to advanced, agentic AI frameworks. He is known for helping clients navigate the trade-offs between innovation, cost, and risk, particularly in highly regulated environments.
Kshitij’s leadership philosophy centres on demystifying technology and grounding data and AI initiatives in clear commercial objectives. He believes effective data leadership is not about the sophistication of tools, but about connecting analytics and AI to real decisions, ensuring adoption, and delivering sustainable value at scale.
As a data and AI leader, which traits and skills do you think matter most, and which of those have been most influential for you in your current position?
“The most essential trait for effective data and AI leadership is the ability to be ‘bilingual’, which is to possess the capacity to bridge the gap between technical complexity and business strategy. Success requires cutting through technical jargon to articulate clear business outcomes, while maintaining the technical flair to appreciate both the potential and limitations of technology. This bridging skill is fundamental for transforming rapid innovation into measurable value.
“At EXL, this bridging capability is fuelled by our relentless inquisitiveness and a drive for creative problem-solving. By focusing on demystifying data first, we link foundational technical health directly to commercial success. This approach keeps our AI journey focused on people and results, turning rapid technological shifts into sustainable competitive advantages for our global clients.”
Reflecting on your career, what is one non-traditional piece of advice (outside of technical skills) you would give to an aspiring data or AI leader aiming for the C-suite?
“Aspiring leaders should prioritise intellectual curiosity over the safety of being a static expert. In a field where technology evolves in months, holding onto your status as an authority can blind you to the next transformation.
“I have thrived by seeing my role as a mechanism for knowledge sharing, learning as much from failure as from success. Don’t just lead a function; nurture the intellectual experience of the climb. When you stop trying to sound like a traditional data leader and start acting like a curious explorer, the technology naturally follows the path of real-world value.”