Vinit Deshpande on growing his career and finding success at Conduent

Vinit Deshpande was recently named General manager of our Road Usage Charging business, a well-deserved appointment coming up through the leadership ranks at Conduent. A true Transportation industry expert, Vinit’s career trajectory speaks to the power of seizing opportunities, building relationships, and most importantly hard work and continuous learning. We recently sat down with Vinit for a one-on-one about his professional growth at Conduent.

Q: Tell us a little bit about your background and what led you to Conduent?

I’m a civil engineer by training, and I pursued my Master’s in Transportation Systems at Virginia Tech. I graduated in 2002 and spent the first eight or nine years of my career in consulting for CDM Smith, which is where I got connected with people who used to work at ACS at the time (Xerox purchased ACS prior to spinning it off as Conduent). I started at Conduent back in 2011 in the Technology organization (now Enterprise Technology Services’ (ETS)), responsible for the end-to-end systems and solutions / technical delivery for some of our large U.S. Tolling programs.

Q: What has your journey been like as the company has evolved?

I started with ACS, and then about a year into my tenure, we transitioned to Xerox, and then eventually to Conduent. During this time, I stayed on the technology side; one of my first major projects was working on the Los Angeles Metro lanes program, and from there, I worked on a variety of projects in New York, as well as a few other cities. My role involved a lot of interaction with clients, where I built a good rapport with many of them. This was noticed by our leaders who encouraged me to learn more about operations, contract management, and overall business management. After four and a half years in technology, the opportunity arose for me to move to the business.

Q: Taking on new roles in new areas of the company can be challenging. How was your transition?

Admittedly, it was quite a shift but a turning point for my career trajectory. I spent a couple of years as a delivery manager and in 2019 when we centralized the delivery practice, I was given responsibility for all Tolling delivery, which is essentially the backbone of our implementations. Over the last five years, our Tolling team has implemented many high-profile programs under my leadership including Highways England, BATA AET, Ohio Toll System, Virginia DOT, Florida CCSS and Lanes, and New York Congestion pricing. Chris Malley (COO, Government Solutions) currently oversees that, but it was a huge step for me professionally.

Q: Having risen through the ranks, what do you think helped you stand out and get the right opportunities?

I’ve always been excited about learning the business. Conduent has so many opportunities, especially for those willing to raise their hands. I always sought to understand different aspects of the business—whether that was technology, operations, or pricing. Whenever I saw an opportunity to learn something new, I took it. And I think that mindset of being proactive and curious helped me get noticed.

Q: What’s your view on building relationships and networking? Have they played a role in your career?

Building the right relationships has been key. I firmly believe in the collective success model—helping others and ensuring that the work we do benefits the broader team. Even before Adam Appleby, now our Group President for Public Sector, took on Transportation, he had already heard about me through other leaders. Having strong relationships across departments is critical, especially in a matrixed organization like ours. You never know when opportunities might come from unexpected sources, so it's important to be well-connected.

Q: Have you had mentors or sponsors at Conduent, and have they helped you grow here?

Absolutely, both. I’ve always sought mentorship from leadership—whether that was scheduling regular check-ins with key leaders in my space or reaching out to people outside the company. Even now, as I transition into a GM role, I’ve been reaching out to former general managers in the industry for advice. For example, Bill Nicholson, even though he was in our Commercial delivery business at the time, took the time to guide me during my transition into Delivery. Other leaders and HR business partners have been invaluable. Recently, I was able to set up some time with our CHRO Chris Kujawa to get to know each other and talk about leadership. All of these relationships and conversations have really helped shape my career path.

Q: What would you say are the most important qualities of a good leader?

I think empathy is at the top of the list. Good leaders understand their people—clients, associates, and everyone they work with. It’s all about building those human connections. Clients choose us because of the relationships we build with them, and the same goes for internal teams. Leaders also need a "find a way" attitude. We often face obstacles, but a leader’s ability to find solutions and get things done is what sets them apart. Lastly, quality—good work speaks for itself. People remember quality, and it always pays off in the long run.

Q: You’ve touched on building relationships with clients, which seems especially important in the public sector. How do you navigate that side of things?

The public sector is a relationship-driven business. Being able to connect with clients, understand their needs, and work closely with them is key. But that same principle applies to internal clients too. Whether external or internal, client success is what drives our success. I’ve always made sure to invest time in building strong relationships with our clients, and I think that’s one of the main reasons I’ve been able to advance.

Q: Has being a minority in the workforce shaped your experience at all?

It certainly plays a role. But I’ve always believed that I can only focus on the things I can control—my effort, my work ethic, and my commitment. I’ve made sure to focus on those things and not let challenges hold me back. I am grateful to tolling industry clients and our Conduent leadership for the faith and trust they have shown in me.

Q: If you were to offer advice to others, what would it be?

Don’t be afraid to raise your hand and get involved in new initiatives. Often, we think in transactional terms when we’re early in our careers (what will I gain immediately in return for investing my time in something), but over time, you realize that while investing in something today might not bring immediate rewards, it could pay off years down the line. And always prioritize client success—our clients' success is directly tied to ours. I hope others can see that there are many opportunities here if you're willing to put in the effort, raise your hand to learn and take some chances, and build the right relationships. At the end of the day, there are simply no short cuts and no substitute for hard work. That said, I hope others can find some inspiration in my story… and I am always open to taking on a mentee!