KUALA LUMPUR: Charanjit Kaur was earning RM3,000 a month as an 18-year-old in 1998. It was huge money at the time – enough to sway many young people’s decisions about their future – but not hers.
Despite the financial independence she had achieved through part-time work, Charanjit understood that income alone was no substitute for a strong foundation. She chose to invest in her education, specifically at Politeknik Ungku Omar – a decision that would ultimately shape the trajectory of her career.
Charanjit had obtained a Grade 1 in her SPM examination, but university placements were highly competitive. Coming from a modest background in Taiping, she did not have the option of studying overseas and had two choices – train as a teacher or enrol in a polytechnic.
“Back then, it was extremely hard to get into a local university, so I applied to be a teacher and also for a place in polytechnics,” said Charanjit, the chief executive officer of Daythree Business Services.
“While waiting for an answer, I was lucky to get a six-month course offer from the Star Education Fund to study for the London Chamber of Commerce and Industry qualifications in Kuala Lumpur.
“Although I hated to leave Taiping, I was determined to better myself. It was while studying in Kuala Lumpur that I started working part-time.”
Even as a student, she understood the importance of financial independence.
She began by cold-calling customers for the then Legends Worldwide Hotel and later managed registrations to track her commissions. It was demanding work, but it sharpened her discipline and gave her early exposure to performance-driven environments.
Despite the income, Charanjit returned to Taiping to complete her diploma.
“Despite the ‘riches’, I knew I needed a foundation. While a degree was not as critical back then, having a diploma gave me credibility – a kind of passport into the professional world,” said Charanjit, who received offers to become a teacher and from Politeknik Ungku Omar in Ipoh.
“I was delighted to get into Politeknik Ungku Omar as it was only a 45-minute drive to my hometown. It meant I could go home every weekend.”
Travelling between campus and home, she remained closely connected to her roots while learning to navigate responsibility at a young age.
Charanjit enrolled in a Diploma in Business Studies course.
What distinguished the polytechnic experience was its emphasis on applied learning. Students were not confined to theory, but were sent for practical training, gaining real exposure to the working world.
For Charanjit, this proved invaluable. It allowed her to understand how businesses function in reality. That early immersion in hands-on work instilled a mindset she still carries today – one centred on execution, adaptability and relevance.
After graduating in 2002, she entered the contact centre industry at a time of rapid growth. Her early roles involved inbound customer service before moving into a support function that broadened her exposure to operations, reporting and client management.
There, she began to understand the mechanics of running a business – from profit and loss management to performance tracking – under the guidance of mentors such as Jenny Chin, who laid a strong foundation.
“When I reflect on my journey, I realise it was never built alone. It was shaped by leaders who came into my life at the right moments, each leaving a lasting imprint on how I think, lead and grow.
“When everything felt new and uncertain, Jenny instilled discipline, structure and high standards. More importantly, she believed in me before I believed in myself, teaching me that getting the basics right matters.
“My next mentor, Cliff Lee, expanded my thinking. He pushed me beyond my comfort zone and encouraged a broader perspective. His advice – ‘don’t react, always respond’ – continues to guide how I handle challenges and make decisions.”
Then there is Raymond Davadass, who emphasises ownership, resilience and consistency, reminding Charanjit that leadership is about responsibility, not position.
“He has sharpened my thinking and strengthened my resolve,” said Charanjit.
“Each came at the right time – one built my foundation, one expanded my perspective, and one refined my leadership. Together, they shaped not only my career but the person I am today. I am deeply grateful for their guidance.”
These formative experiences now underpin how she leads at Daythree.
In simple terms, Daythree is what many would call a BPO – Business Process Outsourcing company – also commonly known as a BPS, Business Process Services provider.
Established following a management buyout in 2016 and listed on Bursa Malaysia in 2023, the company operates under Daythree Digital Berhad, with Daythree Business Services as its operating subsidiary company, focusing on customer experience (CX) management.
The organisation manages customer experience operations for various brands. In most cases, clients fully outsource their operations – including people, process, and technology.
Beyond CX, the company is expanding into shared services – supporting functions such as HR, finance and IT for organisations that prefer to outsource these capabilities. This reflects a shift in the market, where companies focus on their core business while relying on specialised partners to manage operational complexities.
“Service levels today are often differentiated. If you call a general banking line, you might wait quite a while. But if you are a preferred customer, your call is answered almost immediately,” said Charanjit.
“I have experienced this myself. What used to take ages now happens in seconds.”
It is within this evolving landscape that Daythree operates, helping organisations manage and optimise these interactions.
The company is also adapting to a fast-paced, digital environment. With AI and data playing a growing role, Daythree positions itself as a technology-driven BPS provider.
The launch of Daythree AI Labs reflects this shift, focusing on AI and digital solutions that complement its CX capabilities.
“We operate in a fast-paced environment, with AI and digitalisation playing a major role. So, we position ourselves not just as a traditional Business Process Services provider but as a technology-driven one,” she said.
Typically, the company engages clients in different ways – some seek full transformation, combining CX with digital optimisation; others require only CX support; and others look for both technology solutions and customer experience services. In each case, the approach begins with understanding business processes before introducing improvements through data and digital tools.
This emphasis on adaptability is central to Charanjit’s leadership philosophy.
“If there is one thing that matters most today, it is adaptability,” she said.
“Our industry is constantly evolving – whether it is technology, customer expectations or the workforce itself. What worked even a year ago may no longer be relevant today.”
At the same time, she highlights the importance of execution – the ability to translate ideas into tangible outcomes.
“Innovation is important, but what really makes a difference is how it is applied in a way that delivers value,” she said.
These principles are deeply rooted in her own journey, particularly her polytechnic experience, where learning was always tied to application.
She also places strong emphasis on people development, reflecting how experiential learning shaped her own growth.
“What I am particularly proud of is seeing people grow and step into roles they did not think they were ready for,” she said.
“A lot of it comes down to recognising potential early and giving people the push to take on more.”
That belief extends into how she views learning and career progression more broadly.
She encourages young people to embrace both education and early work exposure, noting that real-world experience provides perspectives that cannot be taught in classrooms alone.
At the same time, she acknowledges the role of guidance – from parents, mentors and industry networks – in shaping that journey.
Her own approach to staying relevant reflects this mindset. Through industry associations, conferences and day-to-day client interactions, she remains closely connected to emerging trends.
“For me, it is less about trying to keep up with everything and more about staying close to what is actually happening and understanding what makes sense to apply and adopt.”
Looking back, it becomes clear that her time in polytechnic was not simply an academic phase.
It was where she developed the habits and perspectives that would define her career. The balance between theory and practice, the discipline of working while studying, and the exposure to real-world environments all contributed to a leadership style grounded in practicality and continuous learning.
Her advice to young women today reflects those same principles.
“You do not need to have everything figured out before you take the next step,” she said.
“Be open to learning and take feedback positively. A lot of growth comes from stepping into situations before you feel fully confident.”
Ultimately, Charanjit’s journey is a testament to the power of applied education and steady progression. Polytechnic equipped her with the mindset to navigate change, execute effectively and lead with clarity and empathy in an increasingly complex business landscape.
