Aarohi Sen

Aarohi Sen advises chief executives, corporate boards, and founders at moments of strategic inflection, combining board-grade decision guidance with high-stakes executive communications.

Over a two-decade international career, he spent eighteen years at Accenture, rising to Senior Principal (VP-equivalent) and Global Research Lead. In that role, he led the global research and thought leadership function for Accenture Operations, where his work shaped executive strategy, commercial positioning, and go-to-market narratives for the firm's US$10B+ managed services business. He governed a US$2M annual research budget, directed international vendor consortia, and led a distributed team of more than fifteen specialists across EMEA, North America, and Asia-Pacific.

His work operates at the intersection of boardroom decision-making and strategic communications. He has directed executive positioning across international forums including the World Economic Forum and Mobile World Congress, and authored the World Economic Forum India Economic Summit Briefing Paper across five consecutive cycles for government ministers, international policymakers, and board chairs. Trained in corporate governance and non-executive oversight through the Financial Times Board Director Programme (FT Non-Executive Director Diploma, UK Level 7), he brings a director's fiduciary lens to capital allocation, cross-border M&A, AI governance, and operating model restructuring.

His perspectives on enterprise transformation, decision architecture, and technology strategy have been published in Harvard Business Review, Fortune, and The European Business Review. He is the author of two books: India Emerging: From Policy Paralysis to Hyper Economics (Bloomsbury) and Innovative Technologies for Future Living (Taylor & Francis). His recent work on Priority Debt, The Clearing, The Accidental CXO, and The Mechanics of AI Workslop examines why well-funded strategies stall after boardroom approval and how senior leaders restore decision velocity.

Across boardrooms and continents, he observed the same structural reality: enterprises rarely fail from a shortage of data or slides. They stall when executive alignment masks unreconciled incentives, and when strategic pivots lack a narrative resilient enough to travel across directors, investors, and operating teams. He founded Itúy to give leaders a private counsel where strategic decisions and the communications that carry them are forged together.