EXECUTIVE INSIGHT
Q . HOW HAVE THE LAST FOUR YEARS BEEN SINCE WE LAST SPOKE TO YOU ?
» I left HCL after six years , feeling I had done what I could , learned what I could and that it had run its course . I ’ m a transformation guy . I like to be challenged and in learning mode . I felt ready for a new chapter when the opportunity at DXC came along .
DXC , though parts of it have been around for 50 years , is relatively new as a merged entity of EDS , HP Enterprise Services and CSC in 2017 . The opportunity excited me because of the scope of the job and the people I ’ d work with . It was much bigger than my HCL role – about three times larger in terms of spending – and included two key functions : contracting and accounts payable .
In contracting , I built a team to remove reliance on legal for routine work . By the time I left , we had eight or nine people globally , streamlining contract execution . This helped alleviate bottlenecks , ensuring quicker turnaround times and more control over resources .
Accounts payable , often a source of frustration for procurement teams , was another focus area . By integrating this function more closely with procurement , I worked to improve throughput , streamline communication and address challenges efficiently . These changes allowed my team to focus on delivering value without unnecessary delays .
80 %
of time Eric ’ s legal team was spending on contracts
Q . HOW DO YOU APPROACH LEADERSHIP AND PEOPLE MANAGEMENT ?
» I ’ ve developed a management system over the years . I meet with direct reports weekly , although frequency depends on the situation – some might need 15-minute sessions three times a week , others a half-hour weekly . These meetings allow them to seek help and provide early warnings about potential issues that could escalate or draw executive attention .
I avoid dictating priorities during oneon-ones . Instead , I focus on enabling them to manage their workload effectively , ensuring they feel supported without adding unnecessary tasks . It ’ s important that they feel ownership over their areas of responsibility rather than being micromanaged .
My leadership philosophy is rooted in Ken Blanchard ’ s “ inverted pyramid ” idea : I work for my team , not the other way around . My role is to remove roadblocks , make phone calls , provide advice , adjust budgets or provide approvals where needed . I also strive to stay accessible , encouraging informal communication through Teams
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