Rakshith M Sangamesh, Senior Manager, India
Rakshith comes from a family of founders, so it was almost inevitable that he would possess the same entrepreneurial tendencies. Soon after completing his studies at university in the UK, Rakshith spent the first few years of his career running his own company. This was followed with roles at some of the leading tech talent providers in the region before he eventually found the opportunity to join emagine in 2025.
Today, Rakshith is based in the heart of India’s tech industry in Bangalore - home to 1,100 Global Capability Centres and a population that has more than doubled in 10 years. So, what made Rakshith opt to work for emagine when there are so many other rapidly growing tech consultancies on his doorstep?
Embracing the entrepreneurial spirit
Rakshith actively sought a position with an organisation whose ambitions could match his own. It was important for him that he join a company that allows consultants to challenge themselves – and others. That is what he has found at emagine.
Indeed, Rakshith credits Søren Rode who sits on the Board of emagine with encouraging him to “take risks without fear of failure.” This is precisely what he has been able to do since joining the company and it has paid dividends both for him and the business. Having been given early leadership responsibility, backed by mentoring and hands‑on guidance, Rakshith is already set to hire six new people for his team in the next year. This is several months ahead of schedule and forms a key part of emagine’s strategic plan to increase its Indian market presence and capability. It is also a reflection on the culture of the organisation that Rakshith sees as coming from the very top.
People first approach to attracting and retaining top talent
In a recent magazine article, emagine COO Martin Hartley said: “Leaders who invest in their people, communicate clearly and lead with empathy will be best placed to succeed.” This has certainly been Rakshith’s experience working at emagine.
He says that the relationship between consultants and emagine’s most senior figures has been a critical factor in how his role has progressed since joining the company. Rakshith feels that having members of the leadership team directly engage and support the ongoing development of consultants through coaching and training, for example, has resulted in a workplace where he and other consultants feel trusted, supported, confident, and empowered to grow.
Rakshith also points to the degree of transparency at emagine that is typically only associated with publicly owned companies. This, he says, creates a sense of ‘ownership’ as a consultant which in turn sustains motivation. As he puts it: “Everyone in the organisation knows key financials and business status… leadership is always available, and there’s freedom to fail and learn.”
Consulting with a conscience, not a quota
emagine’s recruitment model is another core strength, says Rakshith. Rather than scaling headcount for the sake of it, the India team focuses on capability and efficiency: “A small recruitment team produces double the output compared to larger teams… the focus is on quality, not volume-driven growth.”
This, Rakshith, explains, sees emagine stand apart from the competition. ‘Responsible’ is one of emagine’s core values and he sees this played out every day. As an example of this is when Rakshith was advising clients on a technical solution that was less profitable for emagine but more cost-effective for the client. He said: “This decision led to delivering the project three months ahead of schedule - emagine sells value and trust, not just services.” The result is a brand built on trust.
What emagine means as an employer
When asked to describe emagine as an employer, Rakshith focused on emagine’s transparency and approachability of the senior team. Culture plays an important role for him – specifically the sense of how he and others are made to feel that no one’s voice goes unheard, regardless of level of seniority.
Emagine’s constant learning culture and ongoing support are also key. He is fully onboard with the company’s vision and sees how he can play a role in enabling it to fulfil its ambitions as well as his own.
Case Study: Building a Capability Centre for a Global Chemical Manufacturing Client
Rakshith’s proudest achievement at emagine to date is a project that perfectly illustrates the company’s value‑driven, expert‑led approach. Over eight months, the team partnered with a global chemical manufacturing organisation to build and scale a new capability centre - adding 44 specialised professionals across critical business functions.
The success of the project rested on several pillars:
- Deep discovery and alignment: The team invested time in understanding the client’s operational processes, business lines, and long‑term talent needs.
- Consultative workforce planning: Regular stakeholder engagement ensured hiring strategies matched evolving priorities.
- Aggressive but achievable timelines: emagine delivered high‑quality talent at speed, without compromising cultural or technical fit.
- Evolving from vendor to strategic partner: By demonstrating market expertise, responsiveness, and delivery excellence, emagine became one of the client’s most trusted talent acquisition partners.
This project is now a flagship example of how emagine supports clients through transformation - not just by filling roles, but by building capability, strengthening culture, and enabling sustained growth.