dk Consulting

Employees say: 
 
&nbsp; 
 
"This company genuinely cares about its employees. I have never worked anywhere that a company has had such investment in its employees, not only professionally but personally as well, which really created a great work environment." 
 
&nbsp; 
 
"DK is more like a professional family. I really couldn’t ask for a better place to work. There are always small bumps along the way, but on the whole we excel together as a team. I truly care about the people I work with, and I believe the people I work with care about me. And because we care about each other, we have a natural tendency to help each other. I also care about my clients, and because I care about my clients, I have a natural tendency to help them as well. I know our longtime repeat clients think of us as an extended professional family too." 
 
&nbsp; 
Read the Great Place to Work review .

Best Small Workplaces

Company Info

Industry

U.S. Employees

HQ Location

Total Revenue

Get insights into dk Consulting including business profile, stock information, news, and rankings from Fortune.

dk Consulting Company Profile, Stock Price, News, Rankings

legacy

dk consulting

Companies

dk Consulting | Fortune

dk Consulting Company Profile, Stock Price, News, Rankings | Fortune

What do the world’s biggest companies get right—and wrong—about AI? Corporate AI whisperer Allie K. Miller shares the most urgent insights from her work consulting across industries, revealing how enterprises and individuals should think about scaling AI responsibly, sustainably, and competitively.

The Fortune 500 AI Forecast

Conferences

Good morning. And amazing to see so many clients out there. Have I told you that you look beautiful today? We are going to be talking about change management, and I want to kind of start it off with a little bit of a hot take. I want to stir the pot. If we could get the slides on, we will be able to kick it off just yet. The hot take that I want to share with you all. Is that AI is not a tool, and I actually think that calling it a tool ends up being a little bit of borderline self-limiting behavior that is holding enterprise all around the world behind and that they're actually stuck. Uh, AI is a weird thing. AI is a little bit closer to like an alien or a beast, and it is actually leaning into that weirdness where leaders can gain an unfair advantage. So why is it weird? Unlike traditional software software 1.0, where you would put in one input, you'd get the exact same output done. AI allows you to reason, adapt and respond. Now that method of working opens up. Four ways of working with it. What are those 4 ways? What are those 4 interaction modes? The first is AI as a microtasker, AI as a companion, AI as a delegate, and the big one AI as a teammate, and I want to show you what each of these looks like. The first is AI as a microtasker. Every single one of you has used it this way, at least where we're asking trivia questions like which came first, Fortune magazine or the FIFA World Cup. We can give it a perfect 18 page prompt for the greatest M&A dashboard of all time. And we can ask it for songs and audio and video and infographics. We get back that trivia question. Fortune magazine came first in case anyone was curious. We get our beautiful dashboard that would make me cry with joy, and 90% of your employees are stuck in this mode, and so many employees think that they are an AI super user when all they are doing is asking AI to write their mean email in a slightly more polite way. And this is holding companies back and actually your annual subscriptions are made worthless because people are stuck in this mode. So let's talk about the others. AI as a companion which Joe talked about is the ability. To work real time with AI side by side where it codes with you, edits with you, talks live with you. I'm kind of obsessed with this one, sees what you see, and this is where AI becomes a lot less transactional, where I am assigning something and a lot more relational that real-time collaborative work. And some people have taken the term companion a little bit too far. Uh, I'm not advocating for work husbands, work wives that are digital, uh, but we'll save that one for like a new TLC show or something. The third interaction mode is AI as a delegate. This is when you are assigning large tasks, maybe they're 40 minutes long, and you're then getting it back. We can see things like inbox management. I know people who have fully offloaded their inbox to AI. They spend 1 cent a month and they don't even touch their own inbox. There are people managing workflows and of course very complex multi-step AI. This is me using an agentic browser and asking Chat CBT to build me an entire AI avatar video with me not even making a single click. This is really where job transformation is moving into real task reallocation, and most companies have not even gotten to this stage. We're going to talk about one more though. That is AI as a teammate. Now, I started in AI almost 20 years ago. And this is one of the most underrepresented, underutilized, and forgotten modes because it kind of only started about a year ago because of AI's performance. Two examples engineers from OpenAI are treating codecs inside of Slack as a teammate, pulling it into trap threads, working all together, and second, maybe AI is sitting in on your meetings, fielding questions, taking action. Now the big difference for AI as a teammate is that AI is lifting up a system or a group and not the individual. This is where AI is helping your entire engineering team or every single person in that meeting and lifting up the system. That is the big difference here. What are you optimizing for? And this is AI as operating infrastructure. We are going to have AI agents and systems that are sitting where we work slack Zoom Teams, what have you and they will be ambient they will be gathering information and importantly we will no longer be prompting AI. I don't know if people have quite come around to this AI will be prompting us because it will be in our systems and helping our team as a whole. So all of this, how do you actually operationalize it and what do I wish more leaders were working on? That is a brand new mental model that every single leader has to curate at a company level. You guys have heard of MVP, minimum viable product. I'm not gonna have you raise your hands, but I assume it's 100% because we're an SS. We are gonna take that methodology and we're gonna apply it to the world of AI agents. Because the capability that everyone has to now build out is carving out safe, minimum viable autonomy. What is that small safe bet that you can work on company wide, and I'm gonna break out how to carve out space for this. I have about, you know, 2 minutes to solve all your world's problems, but we're gonna talk about how you can get it not just with your engineering department but all departments, and I'll give you a template that you can steal as well. So this is kind of the core checklist for MVA or minimum viable autonomy. You are going to scope it tight. You are going to keep a human in the loop. Maybe it's just as a final check. You're going to keep it modular so that as AI changes every week or hour or minute that you can adapt with it. You're going to know your risk thresholds and we're gonna talk about that in a bit. And most importantly is logging and measuring everything and figuring out if AI is good or not, and that last one matters more than you think. Why? Because evals, figuring out whether AI is good or not is the new product requirement. We are no longer giving step by step perfect instructions to these AI systems. We are going to provide goals and boundaries and rules, and AI systems are gonna work from the goal backwards. They are going to check their work against our goals and so instead of defining these perfect 18 page prompts, we are instead giving it the sphere that it is going to work within. This is goal oriented AI. This is a fundamentally different kind of software than we are dealing with today. The capability that everyone should be working toward now until we have AI built into the hardware in our brains, which I'm sure is going to come like tomorrow or something, is agent protocols, and I want to give you some examples. Clawed skills is the ability to teach AI how your org operates in one way and it remembers it forever. I built out a. skills that uses an AI first index assessment. This is over 700 lines of directions, code, templates, resources, examples. I've trained this clawed skill, and I can now run an entire assessment on how AI first a company is in minutes. And this is something that used to take me weeks. Agents. MD, which is much more in the coding space, is from OpenAI. This has been used on over 20,000 GitHub projects, and what I love, one of their best practices as they're giving AI tasks, they group them into always do, please ask first and never do, and I love AI agents with healthy boundaries. My therapist would be so happy. So one template to steal, this is how I'm bringing it to not just engineers. This is a preview of something that I share with clients and as you're going through this template, realize that it actually takes hours or maybe even days to fill this out. This is not a quick one off prompt. This is architecting AI teammates throughout your company. I want you to be thinking about how to document the human process today, how to measure it. What the compliance requirements are that your general counsel becomes your best friend. I want you to be thinking about, uh, checkpoints for AI and what responsibility you can give these AI agents. I know companies that allow AI agents to spend up to $1000 without anyone checking it. I know companies that have an even higher spend limit for AI agents. OK, not only think about that, but when to escalate to a human. This is how you have safer and responsible AI use. And also, until we have self-learning AI, how are we optimizing these AI systems? Now I mentioned risk thresholds before. Importantly, as you're building out your agent protocols across your company and leaning into MVA. I want you to take about 70% of them on low risk tasks, about 20% on complex cross-department tasks, and about 10% on strategic tasks that change the structure of how you work. 70 2010 and this template can be used across all of them. Now, I'm gonna give you some final predictions here. These are 3 bets that I'm making and happy to argue with anyone during lunch as I'm eating some sort of sandwich. OK, 3 predictions. Number 1 is that AI will likely continue to get better. And what would I do about that? I would lean into MBA, build out that autonomy portfolio, and figure out how to move out of the polite email prison and move into AI as a delegate and AI as a teammate and lean into that weirdness. The second prediction is likely in the next several months AI will be able to work autonomously for over 8 hours uninterrupted. In order to take advantage of this, knowing that it's likely coming, I would pull together your employees and start thinking about use cases that take advantage of this and running some sort of MBA hackathon or agent hackathon and require that through that process they write out an agent protocol. You can even come up with your own template. The coming out of this, you are not only going to have an employee workforce that is trained on AI agents that knows how to use your tools and that is excited to be able to work on this, you are also going to walk away with a perfect stack of agent protocols for everything in your business, and that can be used to train new people, to use brand new AI systems immediately without having that start friction. The third is that the cost will likely continue to drop on today's level models as you are thinking about how to take advantage of what is to come, where are you using one query today? Where in the future maybe you instead use 1000 queries or 100,000 queries, and what would that change about businesses today? Maybe you're gonna build out hyper relevance, hyper personalization machines. Maybe you're gonna build out mass simulations for every market launch you do in the future. These are the three changes that I am taking a bet on. Now, of course, we don't exactly know what the future of AI will bring. We don't know how fast it will come, and we don't know what will happen when it does. But the bet that I am taking is that AI is not just a tool. And the organizations who continue to treat it like one are going to wonder over the next decade what happened. Thank you.

When culture meets code, the future gets interesting. Grammy-winning artist and producer Wyclef Jean has long blurred the lines between creativity and technology: from mentoring Haiti’s next generation of roboticists to consulting for Google DeepMind. Jaeson Ma, CEO of OpenWav and a media power player behind ventures like 88rising and TikTok’s early success, is betting on the next big wave of digital storytelling. Together they explore the convergence of AI, entertainment, and the global creative economy, and what it means when artists become architects of the future.

Wyclef Jean
Grammy Award-Winning Artist, Producer, Composer; Chief Creative Officer, OpenWav 

Jaeson Ma
Cofounder and CEO, OpenWav 

Andrew Nusca
Editorial Director, Fortune Brainstorm

Soundwaves and Signals

Accenture CEO Julie Sweet leads one of the world’s largest workforces—and is navigating an era defined by AI disruption, geopolitical volatility, and shifting global markets. In this segment of the Fortune 500: Titans and Disruptors of Industry vodcast, she shares how she advises fellow CEOs to reinvent their companies, reflects on her unconventional leap from law to CEO, and opens up about the lessons that shaped her rise to one of the most powerful roles in business. 

How Accenture’s CEO Took the Leap From Law to Consulting

Alyson Shontell sits down with Accenture CEO Julie Sweet

Leadership

Julie Sweet shares how she her unconventional path from lawyer to CEO—and what it takes to rewire companies in the age of AI disruption.

From law to the corner office: Accenture CEO Julie Sweet reflects on her rise and why today’s leaders must rewire their companies to withstand AI and shifting markets.

You are able to take a lot of noise and just be like this is the path going with conviction. How do you make those decisions? It starts with a great team. We are constantly challenging each other and our assumptions, and that makes me able to make decisions with a lot of confidence. AI is transforming every industry, and it puts even the biggest companies at risk. Top venture capitalists. The Node COSLA predicts that the 2030s will see the demise of more Fortune 500 companies than at any point in history. This transformation is the number one thing on every Fortune 500 CEO's mind, especially for Julie Sweet, who runs one of the largest workforces in the world with more than 770,000 employees. In order to capture the opportunity with AI, you have to be willing to rewire your company. I recently sat down with Julie about how she's advising other CEOs to transform their companies and how she's trying to keep AI from eating Accenture's own lunch. Our conversation was packed full of advice and it was personal. Her journey from a small California town to becoming one of the most powerful people in global business is inspiring, especially as she has battled and beaten cancer now twice. I'm your host, Importance's editor in chief, Allison Chantel. Please enjoy the first episode of my podcast, Fortune 500, Titans and Disruptors of Industry with Accenter CEO Julie Sweet. Julie, it is so nice to be here with you today. Thank you for joining me. It's the inaugural Fortune 500 podcast podcast episode of Titans and Destructors of Industry, and who better to have in you. Well, thank you, Allison, and I'm really honored to be your first, so that's that's really exciting for me. So thank you for having me. Since becoming CEO, Sweet has nearly doubled Accenture's value and grown its workforce to over 770,000 employees across 52 countries. That's more than 20 times the size of a key rival, McKinsey, ranked number 211 on our Fortune Global 500 list. It's also among the mere 5% of Fortune Global 500 companies that's run by a woman. First off, you're on Accenture. You've run it since 2019. It is in the top five largest workforces in the world. On top of that, you generate some of the largest revenue in the world. You're number 211 on our Fortune 50 Global 500 list, right, that ranks companies by revenue. I think it's like $65 billion. In a year or something that a center does and then also just you are incredibly powerful. You rank number 11 on our most powerful people in business lists. So I'd just love to start with an economic snapshot from your vantage point. What are the major things on your radar that are affecting your business, but also the businesses of all the CEOs that seek your counsel and work with the center? Well, there's a lot of trends that are literally affecting the world, right? So one, the obvious one, has been tariffs and trade. And that affects countries differently, but there isn't a country that's not being touched by that, so that's one. Second, there has been an ongoing shift in geopolitics, and you know, sometimes people say to me like, oh, right now it's so volatile and uncertain, and you know, I've been CEO for 6 years and I'm kind of like, that's been the story of the last 6 years and And we'll talk about that later, I'm sure, but you've been seeing a shift in geopolitics for some time, like the role of the Middle East. We look at Southeast Asia as things have changed with China, and so making sure that you understand the opportunities and the challenges. So oftentimes people think about the supply chain, but it's also a huge opportunity and are you positioned to take advantage of where growth may come. In the future, so those are two of the big ones. And of course then you can't go, you know, you can't walk past AI, so you'll notice I didn't start there, the obvious one. When I think about AI, the thing that for me is so exciting is that, you know, the last several years have been a series of what were once black swan events. And now the CEOs around the world have a powerful set of tools that they didn't have for some of those events before. Now those tools are hard and they're complex and they have a lot of different, you know, aspects to consider. But as I look forward, it's, you know, very rare as a CEO that you're handed something that is brand new, wasn't part of the toolkit, and allows you to look at the world and really shape your future, and we talk a lot about You know, how do you set the next performance frontier, and AI is definitely something that allows you to think very differently about your future trajectory. So those are the three of the big ones. There's more demographic changes we can go on and on, but those are 3 that I'm talking to a ton of CEOs about, and of course underlying all of that are the talent implications. Unlike traditional strategy focused consulting firms, Accenture doesn't just advise. It also takes on operations and services on behalf of its clients, and its clients span a wide range of industries from banks like Citi and Barclays to Nestle, Saudi Aramco, and pharmaceutical giants like Pfizer. Since we took the helm in 2019, she's helped boost the company's revenue more than 50% to $65 billion. But Sweet's path to CEO was far from typical. In her years before joining Accenture, Sweet had a high profile legal career, earning a scholarship to Claremont McKenna College, graduating from Columbia Law, and making partner at an elite firm within 8 years. In 2007, she landed on the cover of American Lawyer as dealmaker of the Year. So when you decide to come to the center, by the way, you've already had a tremendous career as a lawyer, a career that I think most people wouldn't have said, Oh, I'm just going to forget this path. You rose to partner at one of the top law firms within 8 years, and I'm curious, why did you make that career change? Why say I'm going to go into this crazy tech consulting firm that I don't really don't know that much about, and I'm going to leave this really cushy setup I've created for myself and go try something totally different. How do you weigh a big career change like that? Well, and Allison, one of the things I look back to and now that's like not many people realized was I made the change when I had a 2 year old and a 3 year old as well. I respect that. I took this job when I had a newborn, exactly, which I'm like it all up at the same time. Exactly. You're like, I'm like, oh my gosh, what was I thinking? Well, you know, it is interesting because I was in my office and I love my law firm, so I love the job and I got a call and my assistant had had stepped away and I, this was like a very You know, like a law firm where you had somebody answer always answers your phone, you know, and we had like iced tea delivered 3 times a day to my office, you know, I had a beautiful office. And so I pick up the phone because she'd stepped away and it was a head hunter talking about like this great opportunity and You know, I look back, I was 42, and my father had actually just passed away recently, and I think that definitely affected me because he died quite young at 68. So I'm like listening to this and I'm like, you know what, I'm going to take a meeting. And when I did that, I said to myself like, I know I'm 42, I'm super successful, and I absolutely know what my future is going to be like at Cravath, right? Like because it's like the deals would change, but I made partner and I was like, OK, I could see my future and Then I went and I interviewed with Accenture, who I knew about because I'd done actually a securities deal for a competitor where, you know, we had to like learn about Accenture as a competitor and so I respected the company. Their CEO Bill Green was incredibly charismatic. He had the best line ever for me. Like I, I just fell for a hook line and sinker in my interview. He said, I'm not looking for a lawyer, which is kind of funny because he was hiring a general counsel. He said, I'm looking for a business leader with legal experience. And I'm like, that's what I want to be. And so I ended up taking, you know, taking the leap, and it was the it was the right time. And you know, when I, you know, think back to it, I'm sure my dad's passing had something to do with it, but also just the possibilities of making an impact and uh you know, I've just, I was so fortunate because I absolutely love Accenture. It's an amazing company. I was very privileged to join and I feel really privileged every day to leave this place. So it sounds like a big new opportunity and challenge, a chance to try something new, but to really expand who you were. So you've said that when you were 42 and you came in as general counsel to Accenture, you didn't have the skill set then to be the. CEO, but you're the CEO. So what happened? What was missing and how did you work on those things and know to work on those things? Well, just to start with, I didn't understand technology when I joined, and Accenture is all about technology, and I figured out pretty quickly that If I wanted to be the business leader with legal experience, I had to deeply understand the business. And so after I'd been here nearly 12 months, probably, I made friends with someone named Bhaskar Ghosh, who was running our India technology practice at the time. He would eventually become our global head of technology and now my chief strategy officer, and I asked him, I said, Will you teach me technology? And it really was because I thought of myself as a business leader and I didn't deeply understand the business that we were in. And so we used to meet every 2 weeks for about 18 months, and he would send me off to meet people to learn things. I still remember the guy that taught me, you know, what cloud was, and and that really set me on a very different path because I think my boss at the time, Pierre Naner, saw me differently too. He saw me showing up differently and so did my colleagues. And so anywhere in do it because sometimes it can feel like, oh, I just want to act like I know this thing, but I really don't know this thing, but You seem pretty fearless about just going in and saying like nope, don't know it, tell me everything. I think one of my superpowers is asking for help, you know, I, and maybe that goes back to humility and the idea of building great teams, and so I've always been that way. I've always, you know, if you focus on how you deliver value, then it becomes very natural that you have to have a team and you have to ask for help because at the level that we operate, no one delivers value alone. And one of the things I I coach a lot of people because the people come to me and say, Well, how do I network, etc. and I'm like, look, don't think about networking. Think about connecting with people that can help you deliver more value or who you can help deliver more value and focus on that as opposed to someone who can get you your next job, because the more value you can contribute to your company, the more likely you're going to get that best next job and I've always thought about that with my clients, right? It's like, what do my clients need? They need me to better understand this. And when I was the general counsel, my, my client was actually the company, and what did they need from me? They needed me to understand the business better, to be a better general counsel. And so that focus on value has really been, I think, a big part of my career trajectory.

The Middle East has some of the highest youth employment rates globally, while nearly 60% of the population is under the age of 30. As a result, expanding education programs  and supercharging job creation is critical for the strength of the region's economies. A  playbook for how the public and private sector can work together to solve for these  challenges and unlock the region’s full potential.  

Unlocking Potential: Workforces For The Future

The Middle East has some of the highest youth employment rates in the world. Nearly 60% of its population is under 30. Uh, with us to share what it takes to build an engaged workforce across generations is managing director and senior partner with Boston Consulting Group Leila Ho. Thank you for having me here. Uh, we live in a region that is packed with potential. More than half of the population is less than 35 years old. When we talk about the future of work, we're often hearing things like job job displacement automation anxiety. AI is going to take over our future roles. But what if we flip the narrative? What if instead of thinking about what we stand to lose, we talk about what we have the power to build? What if this, this is our opportunity to instead of trying to prepare the workforce to be ready for the future, to actually uh give them the confidence to build and shape the future. What we need to do is to ensure that we um that we help the youth achieve their full potential. When we look at the future of work, we see that there's industries that are shaping very quickly, reshaping new industries, industries that are that are disappearing, and in our BCG report titled The Next 50 Years of Work, we we identified some of those future sectors. And Alright So what you see here is regenerative industries. I'm gonna mention a few of those, regenerative industries. So these are industries which are going to reshape whether it is in manufacturing, in the urban infrastructure, in construction, in in agriculture and fishery, they would be completely reshaped using new material, using different processes to ensure that you're not just protecting the environment or protecting the economy or social society from harm, but actually regenerating nature, regenerating the economy, regenerating society. Another sector that is going to be very high on the agenda is the care-based economies, so the human to human interaction, the human to human contact, taking care of children, uh, the senior citizens, people of people of vulnerable groups, but also community at large, mental health and well-being of community at large. Um, we also see everything to do with play and creativity-based sectors, so which blend entertainment with learning, care, and art, including e-sports that are happening in the metaverse. When you think of all of this, you can see that there's so much labor abundance. We talk about labor scarcity and the worry about labor scarcity, but there's an infinity of possibility of what could be shaping the world in the future. And there's many more of these sectors that are going to grow, many more that are going to be shaped in the next few years, and it's our job to prepare our youth to be able to shape these sectors, to be the early adopters, to be the early adopters of the emerging skills. So when we think about these skills, what are these skills? So in the in the same report that I mentioned, we look at some of the key skills that are going to be emerging in the future, um. One of the first ones is existential capabilities. What we mean by that is the ability to have a mindfulness, emotional self-regulation, physical regulation, optimism, decisiveness, and as for all of you parents out there, I can tell you this is probably the these these are probably the most important skills that you can impart your kids in terms of role modeling in front of them. This is what's going to make them able to shape the future. Bionic skills and by bionic skills, we don't mean the ability to code because AI agents are going to be already coding for us. Bionic skills is the confidence to be able to command AI to command technology and robotics. Creativity, so imagination, expression, all of this will be critical in the world of the future for people to be able to contribute to solving. Uh, our biggest challenges again, human to human community and community skills, the communication skills and the influencing skills, the negotiation skills to ensure, to ensure that we can achieve collaborative problem solving together and solve our biggest challenges. And of course entrepreneurial mindset you've heard this, but every one of our youth should should have the courage to build ventures to create new opportunities and to create new jobs. And as we know, these skills are changing constantly. So what you see as a skill, so this is from the uh latest World Economic Forum Future of Jobs report and what this says is the from from today's skills that are identified as important for the future, 40. of them will be completely obsolete in 5 years' time, and that shelf life gets shorter and shorter as time goes by. For the Mina region, the situation is more urgent. 46% of the skills that you see today as important will be completely outdated in 5 years' time. And when we think about Saudi and we interviewed employee employers in Saudi, what they said is over 70% said we need tech literacy now in our youth. We need, we need tech literacy, we need them to know how to work with AI. We need them to know how to work with big data, and we're still far from achieving that. So what is our role? what is our role? At a very high level is two things. One is we need to completely reform our education systems, and the second one is we need to really embrace a lifelong learning mindset. In terms of our education system. I'm not going to go into detail, but just to say we're really still very much stuck in the past, whether it is what we teach the curriculum, or whether it is the approach in which we teach, everything needs to change so that we can. Move away from the passive learning approach that we that we follow to an approach that focuses on critical thinking, collaboration, real world problem solving. We need to prioritize tech literacy even in the earliest of ages. We need our children, our young children to be playing with robots, to be experimenting with AI, to be learning in the metaverse all the while, of course, while protecting them from social media. And we need to shift the mindset in terms of lifelong learning. We need our youth to understand that they will be lifelong learners. They need to embrace that. They need to have the courage to know that every couple of years, all the time, they just need to be learning new skills to be to be able to continue to be relevant and to be able to embrace the future. But we can't do this alone. What we need is we need to see uh No. We can't do this alone. What we need is we need private sector, public sector, and third sector to come together. We need them to come together to identify the future skills and then identify, develop the right education programs whether within school walls, within university walls, or outside of those walls to be able to teach those skills. At scale we need to invest in mentorship. We need to invest in mentorship because we need our children and our youth to have a risk to have a risk taking approach to be able to build new ventures, to be able to go into new industries, and we need to fund and design upskilling and reskilling. programs this is critical in strategic sectors if we need to move forward, we need to create innovation ecosystems where youth-led solutions can be developed in emerging fields and only through this collaboration and shared leadership across all three sectors will we be able to scale opportunities. There's many examples of this in Singapore or in the private sector like AI Alliance, but as a closing remark, what I would like to say is we need much more of these. We need them tailored to our region. We need it with our youth at the center. A population is energetic. It is ambitious. It is. Digitally native, imagine the possibility if every young person was either building a venture or solving one of our toughest problems like water scarcity, where would the world be? And so what we need to do is to ensure that we provide them the space, the skills, and the tools to reach their full potential. Thank you.

dk Consulting

dk Consulting in Fortune Rankings

Videos