Farhan Qureshi

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Tauber alumnus Farhan Qureshi (MSE-Mfg '13) came to the University of Michigan from Australia, and quickly distinguished himself as a global team player at the Tauber Institute, becoming president of the Student Advisory Board, and winning first place with his case competition team at the annual Global Operations Conference.

After graduation, Farhan launched his career in consulting at A.T. Kearney, working in Washington D.C. and later in Jakarta, and now is the Founder/Managing Partner of Qureshi Enterprises Indonesia.

Q. What are you working on currently?

Bringing high-quality products and services to one of the world’s largest and challenging growth economies. My bread and butter is top-tier consulting, and I support with IT and media/production services. In the company-branded pipeline is a dream to one day build an iconic mass-customized motorcycle factory to serve the massive global two-wheel market.

Q: What is the most challenging aspect of your work life today?

I’ve moved to four countries and four continents in my 29 years. I’ve had to adapt to a new way of doing business and cultural norms several times over. One of the most challenging aspects today is adapting the pace of disruptive technology to one of the fastest growing global economies, Indonesia.

Q: When you think back on your time with the Tauber Institute, what stands out?

Global Diversity. I think one would be hard-pressed to find an elite program with so many ethnicities, cultures and nationalities in one-classroom.

Q: In what ways did your Tauber experience shape the professional that you are now?

Tauber provides a key lesson on self-perspective which is hard to find in one particular employer or industry. In addition, industry benchmarking and career planning. All of which add up to finding the next big thing for your career progression.

Q: What recurring principles have you encountered in your career?

Initial expectations and final results will always be different, although we always aim to better the former with the latter. The key is to set expectations based on your experience and not on what your customer (boss, colleagues or client) might be wishfully hoping is the end-outcome. Furthermore, we need to maintain transparency and open-lines of communication so we are more agile and able to adjust rather than just lean or good at one particular skill or focus.

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Farhan Qureshi, Tauber Institute Alumnus
2012 Global Operation Conference case competition winners, team Innova Cube.