Learning One Big Thing at a Time: How Ajit Prabhu Builds Enduring Companies

July 7, 2025

In part two of my conversation with Ajit Prabhu, CEO and Co-Founder of Quest Global, we dig into the thinking behind how he built a company designed to last—not just succeed. (If you missed last week’s blog, click here.)

Ajit isn’t interested in chasing short-term wins. He’s focused on building something that can thrive for 100 years. In this blog, we explore how systems thinking, disciplined learning, and five-year cycles have helped Quest grow from a two-person startup into a billion-dollar global force—without losing its soul.

It’s a powerful reminder that the best leaders don’t just build companies—they build clocks that keep ticking long after they’re gone.

In a world obsessed with speed, Ajit Prabhu is taking the long road—and doing it on purpose.

When we spoke recently, Ajit shared something that stopped me in my tracks. His company, Quest Global, builds its growth in five-year learning cycles. Five years. One major lesson at a time.

“We learn one big thing every five years—and we embed it into the company’s DNA.”

Build the Clock, Don’t Just Tell the Time

Ajit’s approach reminded me of one of my favorite Jim Collins frameworks: clock-building vs. time-telling. Anyone can hustle to hit goals. But building something that lasts? That takes a different mindset.

For Ajit, it’s all about creating a system that outlives the founder. That’s why Quest treats each five-year cycle as a chance to master a specific capability—whether it’s scaling global accounts or integrating acquisitions.

“You can’t rush this stuff. It takes time to bake into the systems.”

It’s a powerful idea. One that most leaders don’t have the patience for—but the best ones do.

Why It Works

Here’s what’s incredible: since adopting this model, Quest has successfully completed 17 acquisitions without losing its culture or momentum. That’s no accident.

Ajit believes that learning—real, deep, systemic learning—requires more than checklists and dashboards. It has to become muscle memory. And for that, you need time, discipline, and a culture that values curiosity over quick wins.

That’s what the “5 Years to mastering acquisitions” mindset is all about. It’s not just a time horizon—it’s a commitment to embedding a capability into the company’s DNA. Rather than chasing the next deal, Quest took five full years to truly understand how to integrate new teams, preserve culture, and scale with purpose. And once that muscle was built? They moved to the next challenge.

Long-Term Thinking Is a Strategic Advantage

In a market where so many leaders are reactive, Ajit is designing for the long haul. Not because it’s easier—but because it works. His calm, steady approach has helped Quest grow from 2 people to over 21,000 worldwide.

It’s a good reminder for all of us:
If you want to scale something meaningful, slow down and ask—what’s the one big thing we need to learn (and ideally master) next? And how do we make it part of how we work every day?

That’s how you build a company that lasts.

Watch the full interview below:

Challenge

- What’s one capability your organization could master in the next 5 years—something so valuable, it’s worth every ounce of time, focus, and effort?

Resources

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