Oct 6, 2026 · 36 min · 14 segments
In this episode of the Hidden Currents Podcast, Paraic Mac Donnchadha speaks with Rohan Khanna, Head of Operations at AM Best, about the importance of relationships, communication, and understanding…
Padraig Mac DonnchaHostUm, well, you know, I, I think, um, that, that there's so many, um, idioms and phrases we can find across different cultures, you know.
One that sort of comes to mind immediately is sort of, uh, you know, family being everything and the importance of relationship.
It, it, it, it, it wouldn't be, um, a stretch to say that, you know, clearly behind what I do or success or, um, achievements, you know, it, it is a great deal of other people, not, not, you know, uh, not just withstanding my family, but also the work situations, mentors, managers, uh, leaders, uh, who've inspired me.
So, um, clearly a lot, a lot to mention, but, um, I, I do fully agree with the, the, the statement that, that you laid out in that, uh, you know, trusted relationships is where, um, it really sort of boils down to success.
Success boils down to sort of trusted relationships and being able to be yourself and, uh, um, you know, build on something.
It's, you know, trust and ha- and having good people and, uh, good relationships.
Uh, so you, you're head of operations for a very significant operation of maybe 1,000 people, I think, uh, worldwide? Um-
That's, that's, that's I think the total number of people in the firm, although not, not the number of people that I manage personally, but yes.
... um, what takes up more of your time than somebody outside your role would expect?
So, um, you know, I th- I think i- in, in any role, especially a management role, um, I say half of your time is, is really spent on, on the people and, and the management side of things.
And, um, i- it's really hard to sort of, uh, categorize that because everyone's different and, um, it takes time and, and, and effort, uh, and patience to obviously, um, understand the various people who are working for you or interacting with you.
And I think as a manager, um, it's rather essential that, that, that you do that because, um, say if you, you aren't managing a team and you're just working for yourself, you could s- you know, get away with it even though I still would, would suggest that it's a foundational skill to have because you'd still be interacting with, say, clients or customers or shareholders or, you know, other people.
Um, well, you know, I, I think, um, that, that there's so many, um, idioms and phrases we can find across different cultures, you know.
One that sort of comes to mind immediately is sort of, uh, you know, family being everything and the importance of relationship.
It, it, it, it, it wouldn't be, um, a stretch to say that, you know, clearly behind what I do or success or, um, achievements, you know, it, it is a great deal of other people, not, not, you know, uh, not just withstanding my family, but also the work situations, mentors, managers, uh, leaders, uh, who've inspired me.
So, um, clearly a lot, a lot to mention, but, um, I, I do fully agree with the, the, the statement that, that you laid out in that, uh, you know, trusted relationships is where, um, it really sort of boils down to success.
Success boils down to sort of trusted relationships and being able to be yourself and, uh, um, you know, build on something.
It's, you know, trust and ha- and having good people and, uh, good relationships.
Uh, so you, you're head of operations for a very significant operation of maybe 1,000 people, I think, uh, worldwide? Um-
That's, that's, that's I think the total number of people in the firm, although not, not the number of people that I manage personally, but yes.
... um, what takes up more of your time than somebody outside your role would expect?
So, um, you know, I th- I think i- in, in any role, especially a management role, um, I say half of your time is, is really spent on, on the people and, and the management side of things.
And, um, i- it's really hard to sort of, uh, categorize that because everyone's different and, um, it takes time and, and, and effort, uh, and patience to obviously, um, understand the various people who are working for you or interacting with you.
And I think as a manager, um, it's rather essential that, that, that you do that because, um, say if you, you aren't managing a team and you're just working for yourself, you could s- you know, get away with it even though I still would, would suggest that it's a foundational skill to have because you'd still be interacting with, say, clients or customers or shareholders or, you know, other people.
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