Vijay Verghis

Chief Marketing Officer

NuSummit

IT Services and IT Consulting

India

⭐ Leaders at a Glance

Leaders at a Glance

Pioneering new frontiers in India’s dynamic IT services and consulting landscape, Vijay Verghis, Chief Marketing Officer of NuSummit, crafts an inspiring paradigm of market intelligence and strategic foresight. Blending transformative brand leadership with high-impact global execution, he elevates modern technology marketing into a catalyst for profound industry evolution, fostering a high-performance ecosystem where exceptional value creation and enduring enterprise growth converge.

Name: Vijay Verghis
Designation: Chief Marketing Officer
Company: NuSummit
Industry: IT Services and IT Consulting
Country: India

Vijay Verghis-Most Influential Business Leaders in India 2026

Careers rarely unfold in straight lines, and often it is the unexpected turns that shape a leader most. For Vijay Verghis, those turns have taken him from starting a venture in college to navigating healthcare operations in India and the US, building digital businesses at scale, returning to entrepreneurship, and moving through strategy before arriving in the C-suite. Each chapter demanded something different, adding operational depth, global exposure, entrepreneurial instinct, and a sharper understanding of people, technology, and growth. Today, as Chief Marketing Officer at NuSummit, he brings those perspectives to a global role spanning brand, customer experience, demand generation and go-to-market strategy. His story is ultimately less about a predetermined career path than the perspective forged along the way. In this conversation, Portfolio Magazine explores the experiences that shaped Vijay and the thinking behind his influence.

Which career experiences most changed how you understand business and leadership?

Looking back, the milestones that stay with me are not necessarily the job titles, but the moments when I was given an opportunity to build something, solve a difficult problem or step into an unfamiliar environment. My corporate career began as a business analyst, with early work around healthcare businesses in India and the US, giving me an early grounding in operations, customers and technology. Moving from Chennai to New York and later working in Dubai added very different markets and cultures to that experience.

Cognizant became another important chapter when I moved from managing digital programmes into building and scaling practices. We built a multi-million-dollar digital marketing practice with global studios, while working with some of the world’s largest organisations. Co-founding Hubra Digital then brought me closer to small businesses, economics and the consequences of every decision, while LTM broadened my perspective into strategy, M&A, transformation and growth. My career has never followed a single functional path, and that breadth has become one of the most valuable parts of my journey.

What has your journey taught you about leading people through constant change?

Entrepreneurship actually came before the corporate world. While still in college, I ran a small experience management business focused on events and direct marketing, and moving into the corporate world gave me an opportunity to learn at a different scale. The lesson that has stayed with me most strongly is that leadership is fundamentally about people. Strategy and technology can be right, but execution depends on whether people understand the goal, trust one another and feel empowered to contribute.

Working across India, the US, the Middle East and global teams also taught me to listen before forming an opinion because there is rarely only one way of looking at a problem. Change has remained equally important. Every move across healthcare, digital, consulting, entrepreneurship, strategy and marketing required learning something new and sometimes letting go of what had worked before. I try to give people room to experiment, learn from setbacks and continuously improve rather than expecting them to have every answer from the beginning.

Where is technology creating the most meaningful difference in your work today?

AI is undoubtedly the technology having the greatest impact on my work today, although its value becomes much greater when it becomes part of the workflow rather than simply another tool. We use it across research, content, customer insights, campaign planning and marketing operations, reducing the time between an idea, an insight and an action.

The biggest difference is the leverage it gives people. AI can process information, identify patterns and accelerate execution at a scale that was difficult before, while people bring the context, creativity and judgement that determine whether the output is actually useful. Having worked through several waves of digital transformation, I have also learnt not to adopt technology simply because it is new. The question I keep coming back to is whether it helps us understand the customer better, make a better decision or create a better business outcome.

What has your work across marketing and customer experience taught you about lasting impact?

Picking one campaign is difficult because some of the work I am most proud of has been built over time and across different organisations. Building digital capabilities, improving customer experiences, scaling marketing teams and strengthening employee advocacy have all been about creating value that continues beyond the initial launch.

The impact has evolved from building digital practices that serve global clients and improve speed to market, to strengthening customer experience and eventually leading global marketing across brand, communications, demand generation, and employee advocacy. Marketing has increasingly become something that influences customer relationships, employee engagement, and business growth rather than simply communication. The strongest brands are built from the inside out. A campaign can create attention, but lasting impact comes when employees understand what the brand stands for, customers experience that promise consistently and the business sees a tangible outcome.

How do you develop future leaders while keeping yourself grounded outside work?

Potential often appears beyond current performance. Curiosity, ownership, thoughtful questions and a willingness to step into situations without having every answer tell me a great deal about someone. Meaningful responsibility matters more than preparing people for leadership in theory, which is why I give emerging leaders stretch opportunities, broader exposure and enough space to make decisions without taking away their ownership.

People grow differently, and some need encouragement while others need candid feedback or an unfamiliar challenge. The most rewarding part is seeing people eventually build teams and develop leaders of their own.

My own reset comes from changing context. Health, family and friends are my three critical points, while travel has always helped me step away from work, explore new places with my family, experience different cuisines and photography, and return with a clearer mind. Those experiences keep me grounded and often bring a new idea or two back to work.

“The most rewarding part is when people you have worked with go on to build teams and develop leaders of their own.”