The journey so far
Chief Information Officer · India · Global perspective
Connecting technology investment to enterprise outcomes.
I connect enterprise technology decisions with the way an organisation serves customers, manages risk and gets work done.
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
The compass
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.
The route
Waypoint 01 · 2006 — 2011
Westmoor Housing Finance
Delivered a core-banking replacement with zero customer-facing outages, and learned how to sequence risk.
Waypoint 02 · 2011 — 2016
Meridian Consolidated
Designed the target architecture that let the group consolidate acquisitions in months rather than years.
Waypoint 03 · 2016 — 2020
Fairhaven Holdings
Led enterprise systems and technology delivery teams through application change and service integration.
Waypoint 04 · 2020 — Present
Aldermoor Group
Accountable for enterprise technology strategy, information governance and service resilience.
Expeditions
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.
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.
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.
Terrain
Languages
Harbours
Independent Director
IT Strategy (Chair) · Risk
2022 — Present
Advisory Board Member
Cyber Resilience Working Group
2020 — Present
Fellow travellers
Made technology a boardroom conversation about outcomes, not acronyms.
Modernised the core while the business kept running at full speed. A rare combination of courage and care.
Dispatches
An application replacement is easier to describe than the business change it is meant to enable.
Read the essayA recovery plan is incomplete if the people who must make decisions have never worked through it together.
Read the essayA system can be available without becoming the organisation's way of working.
Read the essayRecognition
Coverage
The Technology Leaders Review · 2025
“Retiring 600 applications without breaking the business”
The Boardroom Review · 2024
“What boards should ask about cyber resilience”
The Leadership Ledger podcast · 2023
“Episode 98 — Technology debt is a strategy decision”
An invitation
For board, advisory and leadership conversations where digital transformation matters.
office@aparnachandra.example