Alykhan Vira, who joined BSG in April as a partner and capability lead for data and AI, is responsible for growing the team and supporting clients as they move AI initiatives from strategy into production. In comments to ITWeb Africa, he said building specialist talent is an immediate priority.
“We are trusted advisers and execution partners to several of South Africa's leading banks, insurers and telcos, all of which have ambitious plans for AI,” he says.
Vira’s role covers hiring and developing specialists, growing the data and AI capability, shaping its go-to-market strategy and helping clients progress from planning to deployment. He also reports to the BSG board, chaired by executive chairman Mteto Nyati.
“As a partner, I am accountable to the BSG board, chaired by our executive chairman Mteto Nyati.”
The expansion comes as companies move beyond early AI experimentation and face shortages in data engineering, machine learning and AI engineering skills.
“These skills are scarce globally and especially scarce in South Africa,” he says.
Vira has more than 15 years of experience across strategy consulting, healthcare analytics and enterprise data. Before joining BSG, he was country head of a global data science and AI consultancy and previously served as a principal at The Boston Consulting Group. He has also advised C-suite executives in healthcare, financial services, energy and mining across Africa, and served in an advisory capacity as a chief data officer at one of South Africa’s largest banks. Vira holds a PhD in clinical research and immunology from the University of Cape Town.
Moving AI into production
BSG is using AI internally as well as in client projects. Its employees have access to a range of AI tools, with safeguards covering client data and confidentiality.
“The goal is genuine fluency: our people work more effectively, and they bring that first-hand experience to clients,” he says.
For clients, Vira says the focus is shifting AI projects from pilots into operational use. BSG is working with banks and insurers on applications such as automated underwriting, digitised retirement pathways, AI-supported investment advice, personalised customer communications and faster resolution of customer queries.
“What these have in common is moving AI out of the pilot phase and into production, where it delivers measurable value,” says Vira.
Governance takes a central role
As companies expand their use of AI, governance is becoming a key consideration, particularly in regulated industries and customer-facing services. Vira argues that organisations can maintain the pace of deployment while applying controls around how models are tested and used.
“Every model goes through robust testing and validation before it reaches production. Every use case must clear a value threshold: a better customer experience, a lower cost to serve, or both.”
He says governance can help companies scale AI without having to address trust issues later.
“That makes us deliberate rather than slow. In our experience, organisations that get AI governance right early end up scaling faster, because they don't have to stop later and repair broken trust.”
Vira says his background across strategy, data and execution informs his work at BSG.
“My career has sat where strategy, data and execution meet,” he says, adding that his scientific training has reinforced the importance of evidence and rigour.
His work at BSG combines those areas as the company builds its data and AI capability and works with organisations moving AI initiatives into production.
“For South African organisations, AI is not only a technology question. It's a talent and trust question.
“The winners will be the ones that invest in local skills and earn customers' confidence in how AI is used.”
