Mamta Nitturkar

Mamta Nitturkar Founder of The Connections, building a people-first Operations Partner focused on CX and business operations.

I write about leadership, ownership, operations, people and what it takes to build a company differently.

A 95% customer retention rate is a milestone. But the number itself isn't the most interesting part. The more important ...
22/08/2026

A 95% customer retention rate is a milestone. But the number itself isn't the most interesting part. The more important question is: why do clients choose to stay?

For me, long-term relationships are built through consistent performance, understanding the client's business, and being dependable when it matters.

A contract may define a relationship. Performance is what sustains it.

Take care of your team. They take care of your business.I've seen what happens when companies get this backwards, when t...
21/08/2026

Take care of your team. They take care of your business.

I've seen what happens when companies get this backwards, when the team is treated as a cost to manage down instead of the reason the business works at all. Service quality drifts. Good people leave. Clients notice the gaps before leadership does.

Every outcome we've delivered at The Connections has come from someone who chose to care about it, not just execute the task. That comes from people who feel genuinely invested in, not just employed.

45-60% of BPO contracts now have some AI or automation clause built in. That number doesn't surprise me. My honest react...
20/08/2026

45-60% of BPO contracts now have some AI or automation clause built in. That number doesn't surprise me. My honest reaction is a mild disagreement with what it's being used to prove.

A contract having an AI clause tells you almost nothing about whether the automation is any good. It tells you a box got checked during procurement. The question that actually matters is who bears the consequence when the automated decision is wrong.
If the answer is "the client, immediately," that decision should still involve a person, automating around it, not through it. If the answer is "we catch it downstream anyway," that's a legitimate candidate for automation.

My prediction: that 45-60% figure keeps climbing for another year or two, purely because it's now a sales requirement, not because the automation is getting smarter.

It doesn't matter what you make for a living, or how much. What matters is whether you're creating a path for the next g...
19/08/2026

It doesn't matter what you make for a living, or how much. What matters is whether you're creating a path for the next generation of women and girls.
I've spent years being the only woman in rooms that should have had more of us. That gap doesn't close by accident. It closes because the women who make it through decide to build the path behind them, not just walk their own further.
That's the standard I hold myself to, at The Connections and beyond. Not how far I've come. Whether the door stays open for the next person.

She didn't let limitations define her.For the last four years, she has shown up every day with discipline, confidence an...
19/08/2026

She didn't let limitations define her.

For the last four years, she has shown up every day with discipline, confidence and remarkable consistency.

She is visually impaired.

But that isn't the story.

The story is her determination to work, contribute and keep moving forward, without allowing a limitation to decide what she is capable of.

Sometimes, inclusion isn't about doing something extraordinary.

It's about giving someone an opportunity.

A chance to work.
A chance to learn.
A chance to prove themselves.

Because when we stop looking at what someone cannot do and start looking at what they can, we may discover talent we would otherwise have missed.

Some people don't need someone to change the path for them.

They just need the opportunity to walk it.

I spent years in this industry watching what it actually rewards: fast headcount, quick renewals, nobody really accounta...
17/08/2026

I spent years in this industry watching what it actually rewards: fast headcount, quick renewals, nobody really accountable when things slip. I didn't want to build another version of that.

So The Connections turns down work that's only about filling seats. We'd rather have the harder conversation up front about what's actually broken, even if it costs us the deal.

That's not a tagline. It's the decision I make every time a client asks for headcount before they've told me what they're trying to fix.

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