Rosetta's sale to Publicis for $575m is the biggest Princeton exit I know about. Please join us to hear about Rosetta's rise and exit and Hari's diverse career.
Hari was one of three core executives at Rosetta, a Princeton-based agency acquired by Publicis for $575 million in 2011 and has been involved in PE deals from both sides of the table.
Hari's "crazily diverse" professional endeavors range from entrepreneurial business building to research to education, and focus-wise from business strategy to biotechnology to rocket science.
For an invited lecture on what I termed my “meandering career”, I was asked to synthesize my professional approach/achievements. After reflecting across the decades and the environs I’ve been fortunate to engage in, I noted that the common thread was a continual search for “TRUTH”. Which, in turn, was enabled by:
(1) An ever-present delight in creative problem solving, whether in science (Academia, Merck, Celgene) or business (McKinsey, Rosetta, Wharton, today)
(2) An ever-growing passion for impact, manifested in always seeking to move from “admiring the problem” to “discovering and implementing answers”
(3) A fervor for continual learning and development
(4) A craving to pass it on, to train, to mentor. A good friend labeled this as “your teaching gene”
Today, IMPACT has become my defining word. While I’ve always been enthusiastic about leading as a highly-involved team member, these days it’s increasingly about advising other leaders to achieve profitable enterprise growth while also mentoring/developing senior executives. Essentially I try to persuade CEO’s/executives to, at the highest level, do 3 things:
(1) Focus obsessively on identifying, clearly communicating, and executing their growth strategy while effectively measuring what is working/not working across the organization. I've been told I serve as an organizational "conscience" (took me a while to decide I like that term!)
(2) Understand/mold their organizational culture and find ways to develop themselves and lead the organization toward the desired outcomes
(3) Insist on uncovering, understanding, and pursuing differentiation levers across all organizational functions and levels