From BCG to Building Her Own: Tanu Himatsingka on Launching Zaryth Ventures
After nearly two decades shaping strategy at some of the world's most respected institutions - BCG, Temasek, CapitaLand and NTT DATA - Tanu Himatsingka has built a career on turning ambiguity into action for leadership teams. That instinct now powers her own venture, Zaryth Ventures, an advisory platform sitting at the intersection of strategy, transformation and technology.
Rather than following the traditional consulting playbook, Tanu set out to work more directly and flexibly with corporates, investors and growth-stage businesses, bringing the rigour of her corporate background to the problems that live between strategy and execution. It's a shift she describes as both professional and personal: applying hard-won discipline to something she is building on her own terms.
In this Q&A, Tanu shares what inspired the leap into entrepreneurship, walks through a real transformation project that captures her approach, and outlines her vision for where Zaryth Ventures goes next, including her growing focus on how AI is reshaping not just technology, but the way organizations make decisions.
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Q: What inspired you to start Zaryth Ventures, and how did your 18+ years in global strategy and transformation shape that decision?
Across almost two decades - from structured problem-solving at BCG, to an investor lens at Temasek, to building new platforms at CapitaLand, to working alongside the CEO on enterprise transformation at NTT DATA, I kept coming back to the part of the work I enjoy most: taking an ambiguous business problem and turning it into something actionable for leadership teams.
Zaryth Ventures came from wanting to bring those perspectives together more flexibly. Working directly with corporates, investors and growth-stage businesses on the problems that sit between strategy and execution, without the constraints of a traditional consulting model. It's also a new chapter for me: combining the rigour I've built over my career with the energy of building something of my own.
Q: Can you share a specific example of a business transformation you've led through Zaryth that speaks to your approach?
I worked with a global financial institution on AI-enabled process redesign. The real challenge wasn't the technology; it was rethinking how work got done. We started by identifying where time and effort were being lost to friction and manual work, then assessed where AI could genuinely change outcomes.
The bigger lesson: technology was only part of the answer. Sustainable change also required shifts in process, decision rights and governance. That's core to how I work: getting close enough to an organisation to challenge assumptions and help translate ambition into something that actually gets implemented.
Q: What's next for Zaryth Ventures?
I see Zaryth growing as a focused advisory platform at the intersection of growth, transformation and technology. Helping corporates and investors bridge strategy and execution, while selectively supporting growth-stage companies that need help turning strong products into scalable, investor-ready businesses.
I'm especially drawn to the organisational side of AI: not the technology itself, but how it reshapes processes, decisions and operating models. Longer term, I want Zaryth to stay deliberately focused rather than scale into a traditional consultancy, a place where experienced people tackle interesting problems with real impact.
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