Dipesh Shah has never had a job. Well, technically, he’s never had any other job. He joined Grant Thornton Kenya in 1997, as an audit trainee and underdog, and, cliché permitting, climbed the proverbial career ladder rung by rung to become its top dog.
So, patience then must be one of the sharper blades in his Swiss army knife? Not quite, he says. “It’s all about consistency, relentlessness, and resilience.”
All these years later, he is still proving himself, a man on a mission. He is a numbers guy. He speaks softly. He gestures a lot. Your typical clean-cut executive who gets the job done, and likes to be seen getting the job done. It is a misleading façade.
He uses the preconceptions and stereotypes as the cloak to wield the mischievous persona that lurks underneath: a ferocious competitor and astute hiker.
At Avocado Towers on Nairobi's Westlands, he dissolves into a family man, making a calculated risk with how much information he is willing to share—or not.
Tell me about your vitiligo (a condition that causes your skin to lose its pigment)...
This developed 12 years back, I don’t know from what. It’s not genetic. Unfortunately, my father developed the same condition but he got it later than me. It affects me because I can’t stay out in the sun for a long time.
How was the adjustment?
Personal appearance is a big confidence driver, but you have to adapt and accept this is here to stay. (As if on cue, Charles, an employee with vitiligo walks in, serving us coffee). Charles, one of our long-serving employees here also got the condition late on in life.
Despite the condition, would say you’ve had a good life?
I definitely would say that, but of course with humble beginnings. I consider myself to have worked myself up with a lot of support from family, friends, and mentors, cognisant of my ifs and buts of regrets, but overall consider myself happy and growing.
What’s your favourite part about being you?
I am a quiet thinking person but when it comes to action, I get into the frame of a go-getter and push hard for results. Consistency is the best word to ascribe me—not in a thrust, but a consistent effort to achieve stuff.
You joined the company in 1997, what has been your favourite part of your career so far?
When I was a teenager, I wanted to be an engineer but my mentor directed me to an accounting firm. Numbers drew my passion and I can’t recall a single moment I regretted this decision. It’s been a growth journey.
What habit has best served you in your life?
Consistency, relentlessness, and resilience. I come from a humble background so I push myself to achieve. There is an inner strength that comes from that.
People who come from humble beginnings tend to want to prove themselves. Has this been the case for you?
I can relate to that, especially at the start of my career. But but over the years results have spoken louder than what I can say. We have grown from 18 people when I started working here to 330 presently.
When I strip away the CEO title what remains?
A father, and husband—I have two children. My son is 14 and my daughter is 12. It is a challenge to spend quality time with them, but I try over the weekend. I love immersing myself in nature and hiking—I can’t do enough of it.
It’s been a passion since my school days, but I had a long break in between. Since 2018, I have been consistent.
I remember we had organised a charity drive in the firm, climbing Mt Kenya, 40 of us, I was the captain and we raised $100,000 (Sh12.9 million), with $5,000 (Sh646,850) going to charity and the rest to build some infrastructure in one of the leading schools. It was a gruelling 16-hour trek, initially meant to be seven hours, but I had to ensure everyone reached the peak.
What pushed you to hiking?
I draw energy from nature. I have done Mt Kenya, and summited Mt Kilimanjaro twice. Recently, I did the valley track in Nepal. That was one of the toughest but finest trips I have had.
When you are climbing that mountain what are you thinking about?
I love the emptiness and how it makes me feel that compared to nature, I am but a speck in this world. If I keep an open mind, breathe, and refresh myself, it fills me with energy. I also get time to think about my family.
Has any of your children picked the habit?
I am pleased to report that both of them have. I hiked Mt Kenya in 2020 with them as well as Nepal, and we are planning to summit Point Lenana on Mt Kenya with them. My son is better—and fitter—than me, haha!
What question do you have about fatherhood?
How much time is enough and how much bonding is enough so when we set them free, to pick their careers and settle into their lives, they remain grounded and humble?
Did you grow up like that?
My dad was quite busy growing his business but I had a lot of father figures, especially my uncle who is no longer with us. My father was around, and he took care of us, but I would like to do more with my children.
What would you teach your father about fatherhood?
Wow! I feel my time with the children is more important than what I provide—necessities or luxuries. The time and bonding are more important.
What do you remember most from your childhood?
Getting out and playing without fear of getting mugged or getting lost in Nairobi. I remember the family times and going to Accra Road, it was an amazing and simpler time. We did a lot of camping trips with my uncle; my dad would take us picnicking; there was a safari rally over Easter and we would go watch the cars.
How are you remaining childlike in your life now?
It’s a bit difficult with all these responsibilities. Children are quite spontaneous and innocent, they speak their minds, and I think it is important to have such an environment around you—at home and at work. People should feel safe to express their ideas.
What’s your guilty pleasure?
I love a good glass of whisky with my friends. But it is an expensive pleasure.
What does your whisky say about you?
As long as your whisky is under control, that says a lot.
Tell me a story from your childhood that is a good representation of your life now.
I am the second and last born so I was quite protected. I was kept away from the harsh realities of life, and growing up in that way brought about a lot of resilience from our humble beginnings. There is a lot of adaptiveness and agility required from you to deal with situations life throws your way.
What’s one thing you wish people understood about you more?
I appear emotionless but I care about the people in my firm as a family.
Haha! I believe relationships start with friendliness. Sometimes it just takes me longer to bond. Slow but sure.
Does bonding get easier with age?
It is much easier when younger. It gets lonely on this seat but you try and consciously approach people and speak to them. Internally it is much easier, out there is much harder with more effort required.
Can one have it all?
I don’t believe that. We are not perfect; we make mistakes but we retrospect and analyse and improve. I strongly believe that it is not me at the apex alone trying to run this firm. It is all of us, the 330 and the leadership group that drives the firm and ideas that come through all our interactions.
You mentioned loneliness. First, you are lonely as a CEO, then lonely as a man. How do you deal with your particular kind of loneliness?
I am fortunate that I interact with the leadership and engage them, our leadership transition has been solid—there is not much movement in and out. I have a large family and I try to keep the connections hot by meeting regularly.
How are you defining success now?
For the firm, success is we want other people to settle in this merger we are currently doing. Growing from here is a journey, not a destination and the sky is the limit.
We measure ourselves in terms of growth, numbers, revenue, and number of people; every three or four years rather than year-on-year.
These are the elements of success: financial progress, how the people are feeling progress and growth for them, and how our clients and market are feeling.
What matters more than you thought it would?
We used to feel financial growth and that when you are client-focused you will achieve your goals but you have to be quality and people-focused, and by that, I mean our team. If the balance shifts and is not consistent across, you will see some unsettlement.
And personally?
I have to invest more time in my learning and keeping up the younger generation, the Gen Zs. They are exciting and we need more effort to understand them better and be adaptive and disciplined to poise them for sustainable success.
And what matters less?
Personal prejudices.
What’s the soundtrack of your life now?
I love chilled-out music, sometimes Bollywood. I am not very picky about particular songs.
What’s your insecurity now?
Wow. I feel safe and I focus more on positives than negatives. I haven’t thought about that for long. Perhaps my children are growing up fast and becoming more independent—you can let them go, but lose them simultaneously.
Is it hard to let go?
Yes. I believe I have transitioned to this role by only letting go of other leaders so they can also grow. Growth below you cannot happen if you do not let go. I am not very possessive of the seat—I believe in doing what is best for the organisation, not the individual.
Is there a possession you’ve not been able to let go of?
Perhaps my family but are they really my possession?
Maybe not. What is one question you wish more people would ask you often?
How are you doing and is there anything we can do to help the growth journey?
How are you doing?
Haha! They perceive that you are okay. But the question is just a way to start connecting with people and understand what they are going through. I too should start asking it more often.
Where do you still dream of going?
South America, especially Brazil and Argentina. I am also attracted to Asia and Australia where I have some family. Travel is a reason for being for me.
When you think of the weekend, what comes to mind?
Relaxation so that you can re-energise. Family and their activities take a huge portion, too. Finally, friends.
What’s your guilty pleasure?
I love a good glass of whisky with my friends. But it is an expensive pleasure.
What does your whisky say about you?
I have never thought about it that way. But as long as your whisky is under control, that says a lot.
Who do you know that I should know?
My leadership team, my children especially give me a lot of energy and reason to work hard and make sure they are settled. And of course, my parents are the simplest form of inspiration, and that drives me.
What’s your superpower?
Resilience and adaptivity. That is what has brought consistent and sustainable growth throughout my journey.
What do you hope your legacy is?
Build and grow the organisation to a large player in this market in accountancy, audit, and consulting. To leave a sustainable business that grows consistently beyond me or the leadership team.
Man to man, what lesson would you tell me that every man should know?
Be humble and open-minded. Don’t have your judgements ready—listen more and try and understand people more.
