The way companies approach digital transformation is undergoing a profound shift, and behind the scenes, senior consultants at Ernst & Young are guiding some of the world’s most influential enterprises through it.
Devang Joshi plays a pivotal role in this process. As a highly sought-after data strategist and AI consultant, he is redefining how artificial intelligence is implemented across traditional industries at the company: “I love being in a position to shape artificial intelligence advisory services,” he says.
“It gives me the chance to redefine how global organizations leverage artificial intelligence and analytics.
In his role as Senior Consultant, Joshi works directly with clients to build data systems that solve real problems and support lasting operational improvements.
A key member of Ernst & Young’s highly specialized four-person artificial intelligence strategy team, Joshi helps Fortune 50 companies extract meaningful value from their data environments.
Joshi has a deep expertise in analytics, data strategy, and change management which has made him one of the firm’s most highly regarded specialists in this field: “Being in an emerging field is exhilarating—it’s a rare opportunity to contribute to best practices. Every project feels like new ground, and that gives me the chance to shape how organizations think about AI—not just in theory, but in ways that work on the ground.”
A Global Journey to AI Leadership
Joshi’s interest in emerging technology took hold in Manipal, India, sparked by a moment that left a lasting impression—Satya Nadella’s rise to CEO at Microsoft. “His journey inspired me to dive into tech and business,” Joshi recalls.
“During my undergraduate years, I engaged in Microsoft initiatives and training focused on cloud platforms and specialized AI techniques like sentiment analysis,” he says.
“These experiences sparked my curiosity about how data can drive smarter decisions and unlock real-world impact.”
During his time at the Manipal Institute of Technology, where he studied Electrical and Electronics Engineering, Joshi participated in Microsoft-led workshops focused on cloud computing and early AI techniques, such as sentiment analysis.
“Those sessions really opened my eyes,” he says. “They sparked my passion for analytics and artificial intelligence, and made me realize I wanted to use data to solve real-world problems.”
He later earned a Master’s in Business Analytics from the University of Cincinnati, where he deepened his skills in applied statistics, SQL, and ML algorithms—tools that would become central to his work in data and AI.
Early projects in India, Indonesia, and Dubai introduced Joshi to a wide range of business problems, from logistics in food delivery to operational gaps in manufacturing. The variety gave him a practical understanding of how to adapt data and AI strategies to fit the needs of different regions: “Localization matters in artificial intelligence: what works in one market might completely fail in another,” Joshi says. “My international experience taught me how to navigate that.”
As a highly sought-after member of Ernst & Young’s artificial intelligence strategy team, Joshi has a huge impact on defining the firm’s AI advisory playbook: “Being in an emerging field means I get to define best practices,” he says.
His focus lies in ensuring clients are artificial intelligence–ready through aligning data strategy, operational models, and talent. At a leading U.S. HVAC manufacturer, Joshi played a critical role in a $5 million digital transformation focused on data governance.
He built the company’s first data catalog using Databricks and MS Purview and created automated dashboards for real-time quality checks: “It’s about making data actionable so artificial intelligence can deliver real results,” he explains.
This program improved data quality across 1,200 attributes by roughly 8% and helped the company avoid $800,000 in potential supply chain penalties. The impact went beyond systems—he facilitated executive workshops to align leadership and operational teams. “Facilitating those sessions taught me how to bridge technical and business perspectives,” Joshi says.
“It wasn’t just about getting buy-in, we were also helping leadership understand how data could serve their specific goals and showing teams on the ground that these tools could support their day-to-day operations.”
Bridging Technical and Business Worlds
Joshi thrives at the intersection of deep technical capability and real-world business problem-solving: “I love getting the best of both—solving technical problems and understanding their business value,” he says.
His work with a Fortune 50 pharmaceutical and medical manufacturer demonstrates that balance. Tasked with helping split off a major consumer goods division, Joshi designed an AI-ready data organization from the ground up: “There was only one data lead on the client’s side. I stepped in to help figure out what the team needed—who to hire, what skills to focus on, and how to set them up with a clear path forward over the next few years,” he says.
He has worked hands-on with Python, Pandas, SQL, and Tableau, which enables him to collaborate effectively with technical teams while also making complex ideas clear to executive stakeholders: “Having been hands-on helps me guide teams effectively,” Joshi shares. He ensures every engagement delivers not just insights but real-world improvements.
Working with legacy sectors often means overcoming organizational inertia. Joshi excels in bringing cultural transformation alongside technical change. In the HVAC project, factory managers initially saw data tools as disruptive.
An example of this work is when Joshi integrated video-based training into onboarding workflows to show how analytics could improve—not replace—their daily operations: “Seeing that cultural shift was incredibly satisfying,” he says. “At first, factory managers were hesitant—they thought digital tools might complicate their workflow. But after the training sessions and real-world examples, they began to see how analytics could make their jobs easier and more efficient.”
The results were substantial and the work a significant example of the impact of Joshi’s expertise— he improved order processing for major clients like Home Depot during pandemic-related disruptions: “When artificial intelligence makes processes more efficient, it changes lives,” he adds.
“I’ve seen it firsthand—during COVID, one of our clients avoided major production line disruptions because we had the right systems in place. That kind of impact is what drives me.”
His cross-sector success continued at Nestlé, where he streamlined supply chain logistics by reducing warehouse delays for truck drivers: “Analytics greased the gears of their supply chain,” Joshi says.
“By pinpointing where delays were happening for delivery drivers, we helped ensure smoother handoffs and faster turnaround times. It made a measurable difference in day-to-day operations.”
Advocating for Agile AI Solutions
Joshi’s advisory approach hinges on agility: “We can’t plan 20 years ahead—technologies change too fast,” Joshi says.
“That’s why I focus on building modular, adaptable systems that let organizations pivot quickly as new tools and priorities emerge,” he adds.
He promotes modular data architectures that allow companies to pivot quickly and adjust priorities as new use cases emerge. For Ernst & Young clients—ranging from energy utilities to global manufacturers—this philosophy ensures long-term competitiveness: “Agility is rewarded in this space,” Joshi says.
“The organizations that succeed aren’t necessarily the ones with the most advanced tools—they’re the ones that know how to adapt quickly, reprioritize, and respond to change with confidence.”
His current client engagements focus on identifying high-return use cases for artificial intelligence based on readiness and operational alignment: “With my current client, we’ve built strong capabilities, but now we’re identifying real-world applications to maximize their value,” he says.
“This ensures their investments translate into tangible outcomes—not just another tool or dashboard.”
Joshi’s consulting style is anchored in clarity, accessibility, and business value—an essential skill set in AI transformation: “I’ve worked with C-suite and VP-level executives who appreciate my ability to prioritize efficiency and impact over purely technical solutions,” he says.
Joshi has vast experience in mentoring and teaching–he has led in-person workshops for groups of 20–30 senior leaders, helping socialize artificial intelligence and data management strategies.
His recorded content is embedded in client onboarding programs, helping to build institutional resilience.
“Initially, some managers were skeptical,” Joshi says. “But through tailored content, we helped them see how analytics could complement their expertise.”
Internally, Joshi also supports the hiring strategy by evaluating candidates’ case studies and helping align recruiting with Ernst & Young’s long-term data vision.
He mentors junior consultants and builds inclusive team cultures: “In a remote work environment, I ensure my team stays connected across geographies, fostering strong relationships,” he says.
“Attention to detail is especially critical when clients are unfamiliar with modern technologies. I want clients to feel that they gained time, insight, and clarity after working with us: not just another dashboard or tool.”
Joshi regularly shares knowledge across sectors, helping apply proven models in new contexts: “Many problems overlap across sectors,” he says.
“Solutions from consumer goods often work in manufacturing too. The core challenge—turning raw data into real decisions—is the same. What changes is the context, and adapting solutions across industries is where real innovation happens.”
Prithviraj Nag, is Joshi’s senior manager at Ernst & Young and highlights a project where Joshi’s strategies made a unique and positive impact for the company: “A particularly striking example that highlighted Devang’s superior technical abilities and his substantial influence on Ernst & Young was his essential involvement in the design and rollout of Ernst & Youngs ‘AI Factory’, he recalls.
“This extended beyond simple task completion; it stemmed from his profound knowledge of data analytics and AI fundamentals, allowing him to deliver vital contributions in constructing the core system aimed at expanding AI applications throughout the organization.
Devang’s input was foundational in launching Ernst & Young’s top-tier AI strategy team. Devang wasn’t merely involved; he was a primary motivator, applying his technical knowledge to assess intricate demand indicators for AI strategy and convert them into practical recommendations for executives.”
Nag concludes: “This skill in transforming advanced technical information into strategic guidance, combined with his key role in crafting new AI services (such as the AI Value Accelerator and Responsible AI), directly enhanced EY’s market standing.”
Pioneering a Data-Driven Future
Joshi’s career is characterized by continuous capability development. At university, he held informal sessions summarizing Microsoft’s AI training modules for peers.
Today, his efforts are embedded in onboarding pipelines at multinational firms. His accolades include being the fastest promoted in his group and earning multiple project highlights.
“What motivates me is pretty simple,” Joshi says.
“I like helping strong companies work smarter. If I’ve done my job right, teams feel like their day got a little easier—and the systems they rely on make more sense.”
He has helped organizations fine-tune their supply chain systems, build effective onboarding programs, and rethink their recruitment and training strategies. With his unique expertise in AI and data strategy, Joshi has become a highly sought-after advisor for companies navigating change.