Areas of practice · 2026
The domains in which I have carried accountability, and the judgement I bring to each.
How I lead
Enterprise technology must support change while keeping essential work dependable. I begin with business capabilities, make dependencies visible and agree ownership of the transition with operating leaders. Resilience and adoption belong in the investment case from the start.
At scale
62%
Applications retired
Simplified estate in three years
99.98%
Core platform availability
Through a full modernisation
₹740 Cr
Run-cost released
Reinvested in digital products
14
Countries on one ERP
From nine legacy systems
In practice
Case 01
A fragmented application estate was making business change harder to coordinate. I established an enterprise roadmap grounded in business capabilities, mapped critical dependencies and agreed a staged transition with the operating teams. The work gave sponsors a clear view of what each phase enabled and prevented local projects from creating new enterprise constraints.
Case 02
Resilience had been discussed as a technical topic detached from business continuity. We mapped critical services to their technology dependencies, clarified recovery responsibilities and rehearsed decision-making across teams. The programme made ownership visible and turned resilience into an operating conversation involving the people who would make decisions during disruption.
Case 03
Different business units used the same terms for different measures. I convened business owners and technology leaders to establish shared definitions, ownership and practical controls around important data. We began with specific decisions that needed better information, allowing the value of governance to be demonstrated through everyday use.