18 years of professional experience drive me a to strategic and visionary IT leadership role with over

driving digital transformation across diverse sectors including healthcare, manufacturing,

chemicals, and pharmaceuticals. Currently, I serve as the IT Head at Sahyadri Group of Hospitals,
where I lead a team of 45+ professionals and oversee the entire IT function, from infrastructure and
cybersecurity to ERP implementations and digital innovation.
My core strength lies in aligning IT strategy with business goals to drive operational excellence and
competitive advantage. I’ve successfully led multiple greenfield ERP implementations—7 SAP
projects and several Oracle-based systems—along with CRM, BI, and mobile solutions that have
significantly improved business processes and customer engagement.
I’m deeply involved in cloud migration, cybersecurity enablement, and IT governance, having
implemented solutions like SD-WAN, SOC, and VAPT assessments. I also play a key role in strategic
planning, budgeting, and vendor management, ensuring cost-effective and scalable technology
1 About self
adoption.
My leadership style emphasizes collaboration, innovation, and continuous improvement. I’ve been
recognized with several industry awards, including the “Emerging CIO Award” and “Cyber Security
Leader Award” in 2025, which reflect my commitment to excellence and forward-thinking
leadership.
Academically, I’m pursuing a PhD in Information Technology and a postgraduate program in Digital
Transformation Strategy from IIM Visakhapatnam, which complements my MBA in Operations and
background in Pharmacy and Supply Chain.
In essence, I bring a blend of technical expertise, strategic vision, and people leadership to create
impactful IT ecosystems that support business growth and resilience.
 Certainly. I have over 15 years of hands-on experience with SAP, having led 7 full-cycle SAP ERP
implementations across industries like healthcare, manufacturing, chemicals, and
pharmaceuticals. My SAP journey spans both technical execution and strategic leadership,
covering greenfield implementations, rollouts, and post-merger integrations.
Key Highlights of My SAP Experience:✅ 1. Full-Cycle ImplementationsLed greenfield SAP
implementations at organizations like Embio Ltd., SAVA Group, and Agio Pharmaceuticals, covering
modules such as FI/CO, MM, PP, SD, and QM.At Deepak Fertilisers, I led the SAP S/4HANA and ECC
6.0 implementations across multiple group companies, ensuring alignment with business
processes and compliance frameworks.✅ 2. Strategic SAP LeadershipDeveloped and managed
SAP ERP strategy, including system design, customization, integration with third-party tools, and
optimization.Oversaw SAP BIBO (Business Intelligence) implementation for real-time MIS and
analytics across SCM, finance, and sales.✅ 3. Integration with Business Planning ToolsIntegrated
SAP with Anaplan and PlanVisage for advanced Sales & Operations Planning (S&OP), improving
2 SAP experience forecasting accuracy and production planning.✅ 4. SAP in Healthcare ContextAt Sahyadri
Hospitals, I’m currently leading discussions around SAP RISE implementation to modernize the
hospital’s digital backbone and integrate it with Oracle HMIS and CRM systems.✅ 5. Governance
& ComplianceImplemented project governance frameworks (GRC) to ensure SAP projects met
compliance standards and audit requirements.Ensured data integrity, access control, and
cybersecurity during SAP rollouts, especially in regulated environments like pharma and
healthcare.✅ 6. Team Leadership & Vendor ManagementLed cross-functional teams of internal
staff and external SAP consultants, managing timelines, budgets, and stakeholder
expectations.Negotiated with SAP partners and vendors to ensure cost-effective and scalable
solutions.✅ 7. Post-Go-Live Support & OptimizationManaged hypercare support, user training,
and continuous improvement cycles post-implementation.Focused on process automation and
analytics to maximize ROI from SAP investments.In summary, my SAP experience is both deep and
broad—from hands-on implementation to strategic alignment with business goals. I’ve consistently
delivered SAP projects that drive efficiency, compliance, and digital maturity.
 1. Smart Factory – Industry 4.0 (Deepak Fertilisers)At Deepak Fertilisers, I spearheaded the Industry
4.0 transformation, integrating IoT, AI, and analytics into manufacturing operations. This
included:Real-time data acquisition from shop floor equipment.Predictive maintenance using
sensor data and machine learning.Digital dashboards using Power BI for production, quality, and
energy metrics.Result: Improved operational efficiency, reduced downtime, and enhanced
decision-making.
2. ERP Transformation – SAP S/4HANA & Oracle HMISAcross multiple roles, I’ve led 7 SAP ERP
implementations and Oracle-based HMIS systems:At Sahyadri Hospitals, I’m currently leading the
transition to SAP RISE and managing Oracle HMIS for hospital operations.At Embio Ltd., I executed
a greenfield SAP ECC 6.0 implementation, revamping IT infrastructure and aligning systems with
business needs.These projects streamlined finance, SCM, and clinical workflows, improving data
integrity and process automation.
3. Cloud & Infrastructure ModernizationMigrated critical workloads to Oracle Cloud Infrastructure
(OCI), including DC and DR environments.Implemented HP GreenLake for hybrid cloud capabilities,
3 Digital Transformation
optimizing compute and storage for business applications.Enabled SD-WAN and FortiGate firewalls
for secure, scalable connectivity across sites.
4. Customer-Centric Digital ToolsDeployed Zoho CRM and mobile apps to empower sales teams
with real-time data and improve customer engagement.Integrated complaint management systems
and mobile-first interfaces to enhance patient and customer experience.
5. Business Intelligence & AnalyticsRolled out Power BI and SAP BIBO dashboards for SCM, finance,
and sales.Enabled data-driven decision-making by automating MIS and KPI reporting across
departments.
6. Cybersecurity & ComplianceLed cybersecurity transformation with SOC, VAPT, MFA, SSO, and
ISO 27001 readiness.Implemented IT governance frameworks and compliance with DPDPA-23,
ensuring data privacy and business continuity.
These initiatives were not just about technology upgrades—they were about cultural change,
process reengineering, and strategic alignment. I ensured stakeholder buy-in, built cross-functional
teams, and maintained a strong focus on ROI and user adoption.
 Change management has been a critical part of my leadership journey, especially in roles involving
digital transformation, ERP implementations, and IT modernization across diverse industries.
My approach to change management is structured around three pillars: strategic alignment,
stakeholder engagement, and continuous communication.
Strategic Alignment:I begin by ensuring that the change initiative is clearly aligned with the
organization’s strategic goals. For example, during the SAP S/4HANA implementation at Deepak
Fertilisers, I worked closely with business leaders to define the transformation roadmap, ensuring
that every IT change supported business scalability and efficiency.
Stakeholder Engagement:I actively involve cross-functional teams early in the process. At
Sahyadri Hospitals, while leading digital transformation initiatives like Smart Factory (Industry 4.0)
and clinical solutions, I collaborated with department heads, clinicians, and operations teams to
gather input, address concerns, and build ownership.
4 Change Mgmt Communication & Training:Transparent and consistent communication is key. I conduct regular
town halls, project updates, and feedback sessions. I also invest in training programs to upskill
teams and reduce resistance. For instance, during the rollout of CRM and mobile apps, we
conducted hands-on workshops to ensure smooth adoption.
Governance & Feedback Loops:I establish governance frameworks with clear KPIs and feedback
mechanisms. This helps in monitoring progress, addressing roadblocks early, and adapting the
change strategy as needed.
Celebrating Wins:Recognizing milestones and celebrating small wins helps in maintaining
momentum and reinforcing positive behavior during transitions.
Ultimately, I view change not as a disruption but as an opportunity to innovate and grow. My role is
to make that journey structured, inclusive, and value-driven.
 That’s a great question. After spending over 8 years at Deepak Fertilisers leading large-scale digital
transformation initiatives—including Industry 4.0, SAP S/4HANA implementations, and AI-driven
process automation—I was looking for a new challenge where I could apply my experience in a
mission-driven environment.
The opportunity at Sahyadri Hospitals was compelling for several reasons:
Purpose-Driven Sector: Healthcare is a sector where technology can directly impact lives. The
chance to lead digital transformation in a hospital network serving thousands of patients aligned
with my desire to contribute to a more meaningful cause.
Complex IT Ecosystem: The healthcare industry presents unique challenges—integrating clinical
systems, ensuring data privacy, and enabling real-time decision-making. My background in ERP,
Why went to SHPL from analytics, and cybersecurity positioned me well to take on these challenges.
5
DFPCL Leadership Opportunity: The role at Sahyadri offered a broader leadership mandate—as IT Head
and Interim CIO—allowing me to shape the entire IT strategy, lead a large team, and work directly
with the executive board on digital innovation.
Global Exposure: Sahyadri is backed by the Ontario Teachers' Pension Plan (OTPP), which added
an international dimension to the role, including governance, compliance, and global best
practices.

So, the move was a strategic step forward—both professionally and personally—allowing me to
apply my skills in a high-impact, fast-evolving industry.

your strategic alignment, transformation leadership, and operational maturity:

Strategic & Business-Aligned Questions

 I ensure IT is seen as a strategic partner by focusing on value creation, measurable outcomes, and
business alignment. Here’s how:
1. Align IT Strategy with Business GoalsAt Sahyadri Hospitals, I worked closely with the executive
team to align IT initiatives—like Oracle HMIS, CRM, and mobile apps—with core business
objectives such as patient experience, operational efficiency, and clinical outcomes. This ensured
IT was directly contributing to revenue growth and service quality.
2. Deliver Tangible Business ValueI prioritize projects that have clear ROI. For example,
implementing Power BI dashboards for SCM and finance helped reduce reporting time by over 60%,
enabling faster decision-making. Similarly, Industry 4.0 initiatives at Deepak Fertilisers improved
production efficiency and reduced downtime—clear business wins.
3. Speak the Language of BusinessI regularly present IT performance and project outcomes in
business terms—cost savings, revenue impact, risk mitigation—rather than just technical metrics.
1. How do you ensure IT is
8 seen as a business enabler This builds credibility and trust with non-technical stakeholders.
rather than a cost center? 4. Foster Cross-Functional CollaborationI embed IT teams within business units to co-create
solutions. For instance, while deploying CRM and mobile apps, we involved sales and service teams
from day one, ensuring the tools addressed real pain points and drove adoption.
5. Promote Innovation & AgilityBy introducing agile practices and cloud-first strategies, I’ve helped
organizations respond faster to market changes. At Sahyadri, we’re exploring SAP RISE and HP
GreenLake to scale infrastructure dynamically and reduce CapEx.
6. Track and Communicate SuccessI establish KPIs that link IT performance to business
outcomes—like uptime, lead conversion, patient satisfaction, or cost per transaction—and share
these regularly with leadership.
In summary, I position IT not just as a support function, but as a growth catalyst—one that enables
innovation, enhances customer experience, and drives operational excellence.
 Absolutely. Aligning IT KPIs with business outcomes has been a key focus in my leadership roles. I
believe that IT metrics should not exist in isolation—they must reflect how technology contributes
to business performance.
Here’s how I’ve done that in practice:
1. Understanding Business PrioritiesAt Sahyadri Hospitals, I began by engaging with CXOs and
department heads to understand their strategic goals—such as improving patient experience,
reducing operational costs, and ensuring compliance. This helped me define IT KPIs that directly
supported those outcomes.
2. Translating Business Goals into IT MetricsFor example:Business Goal: Improve patient
turnaround time→ IT KPI: Uptime and response time of Oracle HMIS and LIMS systemsBusiness
Goal: Enhance decision-making→ IT KPI: BI dashboard adoption rate, report generation time (Power
2. Can you walk me through BI, SAP BIBO)Business Goal: Ensure regulatory compliance→ IT KPI: Number of successful VAPT
how you’ve aligned IT KPIs cycles, ISO 27001 readiness, DPDPA compliance milestones
9
with business outcomes in 3. Real-Time Monitoring & ReportingWe implemented dashboards that tracked these KPIs in real
your previous roles? time. For instance, I used ManageEngine and custom BI tools to monitor system health, ticket
resolution times, and user satisfaction scores—then mapped these to business SLAs.
4. Regular Reviews with Business UnitsI institutionalized monthly IT-business review meetings
where we didn’t just talk about uptime or tickets—we discussed how IT was enabling revenue,
reducing risk, or improving service delivery. This helped reposition IT as a strategic partner.
5. Continuous Feedback LoopWe also gathered feedback from end-users—doctors, sales teams,
finance heads—to refine KPIs and ensure they remained relevant. This agile approach helped us
stay aligned with evolving business needs.
In summary, I ensure IT KPIs are measurable, business-relevant, and continuously reviewed—so
that IT is always seen as a driver of value, not just a support function.
 Building a 3–5 year IT roadmap requires a balance of strategic foresight, business alignment, and
technological agility.
My approach is structured, collaborative, and outcome-driven.
Here’s how I typically go about it:
1. Understand Business Vision & Strategic GoalsI start by engaging with the executive leadership
to understand the organization’s long-term vision—whether it’s growth, diversification, operational
efficiency, or customer experience. For example, at Sahyadri Hospitals, the focus was on digital
patient engagement, clinical excellence, and compliance—so the IT roadmap was built around
those pillars.
2. Assess Current IT LandscapeI conduct a comprehensive IT maturity assessment—covering
infrastructure, applications, cybersecurity, data management, and team capabilities. This helps
identify gaps, risks, and opportunities. At Deepak Fertilisers, this assessment led to initiatives like
cloud migration, Industry 4.0, and SAP S/4HANA upgrades.
3. Define Strategic IT ThemesI categorize the roadmap into strategic themes such as:Digital
3. What’s your approach to Transformation (e.g., ERP, CRM, mobile apps)Data & Analytics (e.g., BI, AI/ML, data
10 building a 3–5 year IT governance)Cybersecurity & Compliance (e.g., ISO 27001, DPDPA)Infrastructure Modernization
roadmap? (e.g., cloud, SD-WAN, hybrid DC)Innovation & Automation (e.g., RPA, IoT, smart factory)Each theme
is mapped to business outcomes and prioritized based on impact and feasibility.
4. Engage Stakeholders & Co-CreateI involve business leaders, department heads, and end-
users in shaping the roadmap. This ensures buy-in and relevance. For instance, while planning CRM
and mobile solutions, I worked closely with sales and service teams to ensure the tools addressed
real pain points.
5. Build a Phased Execution PlanThe roadmap is broken into yearly milestones with clear
deliverables, budgets, and KPIs. I also include:Quick wins to build momentumMid-term projects for
process optimizationLong-term bets like AI, predictive analytics, or platform shifts
6. Monitor, Adapt & CommunicateI establish a governance model with regular reviews, risk
assessments, and stakeholder updates. The roadmap is treated as a living document, adaptable to
market shifts, tech evolution, or business changes.
7. Link to Business MetricsFinally, I ensure that every initiative in the roadmap is tied to
measurable business outcomes—cost savings, revenue growth, compliance, or customer
satisfaction.
ERP & Transformation-Focused Questions
11
 That’s a crucial aspect of any ERP transformation. Business continuity is always a top priority during
SAP implementations, and I follow a structured, risk-mitigated approach to ensure minimal
disruption.
Here’s how I manage it:
1. Detailed Planning & Phased RolloutI begin with a comprehensive project plan that includes
business impact analysis, risk assessments, and phased rollouts. For example, during the SAP
S/4HANA implementation at Deepak Fertilisers, we used a modular go-live strategy—starting with
non-critical modules like HR and gradually moving to core functions like finance and supply chain.
2. Parallel Run & Data ValidationBefore go-live, we conduct parallel runs where both legacy and
SAP systems operate simultaneously. This allows us to validate data accuracy, test business
processes, and train users without impacting live operations.
3. Strong Change Management & CommunicationI ensure constant communication with
4. You’ve led multiple SAP business stakeholders. We set up war rooms, daily stand-ups, and escalation matrices. At Embio
implementations—how do Ltd., this helped us resolve issues in real-time during the greenfield SAP ECC 6.0 implementation.
12 you manage business 4. Business Continuity Planning (BCP)We prepare a BCP playbook that includes:Manual fallback
continuity during such proceduresBackup systems and data snapshotsContingency teams for critical functions like
large-scale transitions? finance, procurement, and productionThis ensures that even if there’s a disruption, operations can
continue with minimal impact.
5. User Training & Hypercare SupportWe invest heavily in user training and provide hypercare
support post-go-live. At Sahyadri Hospitals, we created role-based training modules and deployed
floor-walkers to assist users during the transition to Oracle HMIS and CRM systems.
6. Vendor & Partner CoordinationI maintain close coordination with SAP partners, infra vendors,
and internal teams. We define clear SLAs and escalation paths to ensure accountability and quick
resolution of issues.
7. Continuous Monitoring & FeedbackPost-implementation, we monitor system performance,
user adoption, and business KPIs. We also conduct lessons-learned sessions to improve future
rollouts.In summary, I treat ERP implementation not just as a tech project, but as a business
transformation—and I ensure continuity through meticulous planning, stakeholder alignment, and
proactive risk management.
 That’s a very relevant question—because while I’ve led several successful ERP implementations,
I’ve also encountered challenges that taught me valuable lessons.
Here are a few key takeaways:
1. Underestimating Change Management Can Derail SuccessIn one early SAP rollout, we focused
heavily on technical configuration but underestimated the resistance from end-users. The lesson:
change management must start early—with stakeholder engagement, communication, and training
embedded into the project plan.
2. Business Process Misalignment Causes ReworkIn a rollout for a pharma company, we realized
post-go-live that some SAP modules didn’t fully align with actual business workflows—especially in
production planning. This led to rework and delays. Since then, I ensure detailed process mapping
and validation workshops with business users before finalizing configurations.
3. Data Migration is a Hidden RiskIn one project, poor data quality and lack of ownership during
5. What lessons have you migration caused reporting issues and transactional errors. The lesson: data cleansing, ownership,
13 learned from ERP rollouts and mock migrations must be treated as critical workstreams—not afterthoughts.
that didn’t go as planned? 4. Over-Customization Can BackfireIn an attempt to meet every user request, we once over-
customized SAP modules, which made upgrades and support more complex. I now advocate for
“fit-to-standard” wherever possible, customizing only where it adds real business value.
5. Lack of Post-Go-Live Support Can Undermine AdoptionIn a fast-tracked implementation, we
didn’t allocate enough resources for hypercare. This led to user frustration and productivity dips.
Now, I ensure dedicated post-go-live support teams, floor-walkers, and feedback loops are in place
for at least 4–6 weeks post-launch.
6. Executive Sponsorship is Non-NegotiableIn one case, lack of active involvement from business
leadership led to delays in decision-making and scope creep. I’ve learned to secure strong
executive sponsorship and establish a governance structure with clear escalation paths.
In summary, ERP rollouts are as much about people and processes as they are about technology.
These lessons have helped me refine my approach to ensure smoother, more business-aligned
implementations.
 Integration between legacy systems and modern platforms is often one of the most complex
aspects of digital transformation. I approach it with a structured, risk-aware, and business-aligned
strategy.
Here’s how:
1. Conduct a Thorough System AssessmentI start by mapping out the entire IT landscape—
understanding data flows, dependencies, and pain points in legacy systems. For example, at
Deepak Fertilisers, we had to integrate SAP S/4HANA with older in-house systems used for
production planning. We conducted a detailed gap analysis to identify integration points and risks.
2. Define Clear Integration ObjectivesI ensure that integration goals are aligned with business
needs—whether it’s real-time data exchange, process automation, or reporting. This helps prioritize
what needs to be integrated and what can be phased out or replaced.
3. Use Middleware & API GatewaysI leverage middleware platforms like SAP PI/PO, Oracle
Integration Cloud, or custom APIs to bridge the gap between old and new systems. This allows for
6. How do you handle
modular, scalable, and secure integration without disrupting core operations.
integration challenges
14 4. Data Standardization & CleansingLegacy systems often have inconsistent data formats. I lead
between legacy systems
data normalization and cleansing efforts before integration. During the CRM and mobile app rollout
and new platforms?
at Sahyadri Hospitals, we standardized patient and service data to ensure seamless sync with
Oracle HMIS.
5. Pilot Testing & Parallel RunsBefore full-scale integration, I conduct pilot runs and parallel
testing to validate data accuracy, performance, and user experience. This minimizes risk and builds
confidence among stakeholders.
6. Build for Flexibility & Future ScalabilityI design integrations with future upgrades in mind—using
loosely coupled architectures and microservices where possible. This ensures that as systems
evolve, the integration layer doesn’t become a bottleneck.
7. Continuous Monitoring & SupportPost-integration, I implement real-time monitoring and
alerting mechanisms to detect failures or data mismatches early. We also set up support teams to
handle any post-go-live issues quickly.
In summary, I treat integration not just as a technical task, but as a strategic enabler—ensuring that
legacy strengths are preserved while unlocking the agility of modern platforms.
Stakeholder & Change Management
15
 Managing conflicting priorities is a common challenge, especially in large organizations with diverse
functions. My approach is to act as a bridge between business and technology, ensuring alignment,
transparency, and collaboration.
Here’s how I handle it:
1. Understand the Business ContextI start by understanding the strategic importance and urgency
of each request. For example, a compliance-driven IT security upgrade may take precedence over a
new feature request from a business unit. I engage with stakeholders to understand the “why”
behind each priority.
2. Establish a Governance FrameworkI implement a Project Prioritization Committee or IT
Steering Group that includes representatives from key business units. This ensures that
prioritization decisions are made collaboratively, based on business impact, ROI, and resource
availability.
3. Use a Transparent Prioritization ModelI use scoring models that evaluate requests based
7. How do you manage on:Business valueRisk mitigationRegulatory impactResource effortStrategic alignmentThis helps
conflicting priorities depersonalize decisions and ensures fairness.
16
between business units and 4. Communicate Trade-offs ClearlyI maintain open and honest communication with stakeholders.
IT? If a request is delayed, I explain the rationale, the impact on other initiatives, and offer alternatives
or phased approaches. This builds trust and reduces friction.
5. Agile & Iterative DeliveryWhere possible, I adopt agile methodologies to deliver value
incrementally. For example, during the CRM rollout at Sahyadri Hospitals, we prioritized core
modules first and added enhancements in later sprints—balancing needs across departments.
6. Escalation & Executive AlignmentFor high-stakes conflicts, I escalate to the executive
leadership with a clear impact analysis. This ensures that decisions are aligned with the
organization’s strategic direction.
7. Foster a Culture of PartnershipI regularly engage business leaders in IT planning sessions, so
they see IT as a partner, not a gatekeeper. This proactive engagement reduces conflicts and builds
mutual respect.
In summary, I manage conflicting priorities through structured governance, transparent
communication, and a business-first mindset—ensuring that IT delivers maximum value across the
organization.
 Securing buy-in from non-technical stakeholders is essential for the success of any digital initiative.
My approach is centered around empathy, business alignment, and clear communication.
Here’s how I do it:
1. Speak the Language of BusinessI avoid technical jargon and instead focus on business value—
cost savings, revenue growth, efficiency, compliance, or customer experience. For example, while
proposing CRM and mobile app rollouts at Sahyadri Hospitals, I framed the discussion around
improving patient engagement and reducing service turnaround time, not just system features.
2. Involve Stakeholders EarlyI bring stakeholders into the process from the ideation stage—not
just during implementation. This builds ownership and ensures the solution addresses real pain
points. At Deepak Fertilisers, involving production and sales teams early in the SAP rollout helped
us design workflows that matched their day-to-day needs.
3. Use Prototypes & DemosI often use mockups, pilot projects, or quick demos to show how the
8. What’s your approach to solution will work. This makes the benefits tangible and reduces fear of the unknown. For instance,
getting buy-in from non- we ran a pilot of Power BI dashboards with the finance team before full deployment, which helped
17
technical stakeholders for secure broader adoption.
digital initiatives? 4. Share Success Stories & MetricsI present case studies, benchmarks, or internal success
stories to build confidence. For example, showing how a similar initiative improved efficiency in
another department helps reduce resistance and build momentum.
5. Address Concerns TransparentlyI create forums—like workshops or Q&A sessions—where
stakeholders can voice concerns. I listen actively and co-create solutions to address their worries,
whether it’s about training, data security, or process changes.
6. Align with Strategic GoalsI always tie the initiative back to the organization’s strategic priorities.
Whether it’s digital transformation, compliance, or patient-centricity, I show how the project
supports those goals.
7. Provide Ongoing SupportPost-approval, I ensure continuous engagement—through training,
feedback loops, and visible quick wins. This reinforces trust and keeps stakeholders invested in the
initiative’s success.In summary, I treat stakeholder buy-in as a collaborative journey, not a one-
time pitch—focusing on shared goals, clear communication, and early wins.
 Certainly. One of the most impactful examples was during the SAP ERP implementation at Deepak
Fertilisers, where I led the digital transformation across multiple business units—including
production, supply chain, and finance.
The Challenge:The production planning team was particularly resistant. They were comfortable
with legacy systems and manual processes, and they feared that SAP would complicate their
workflows and reduce their control. There was also concern about data transparency and
accountability.
My Approach:Empathy & Listening:I started by conducting focused group discussions with the
team—not to push the solution, but to listen to their concerns. This helped build trust and gave me
insight into their real pain points.Co-Creation of Solutions:Instead of imposing SAP configurations, I
involved the team in process mapping workshops. We tailored the SAP PP module to reflect their
9. Can you share an operational realities, which made them feel heard and valued.
example where you turned Pilot & Proof of Concept:We ran a pilot in one plant, showing how SAP could automate planning,
18 around a resistant team or reduce errors, and improve visibility. The success of the pilot helped convert skeptics into
department during a advocates.
transformation? Training & Support:I arranged hands-on training sessions and assigned “SAP champions” from
within their team to act as peer mentors. This peer-led model significantly improved adoption.
Recognition & Communication:We celebrated early wins and recognized team members who
adapted quickly. This created a positive reinforcement loop and shifted the team’s mindset from
resistance to ownership.
The Outcome:Within three months post-go-live, the production team reported:30% reduction in
planning cycle timeImproved inventory accuracyGreater confidence in data-driven decision-making
What started as a resistant group became one of the strongest advocates for SAP across the
organization.
This experience reinforced my belief that transformation is as much about people as it is about
technology—and that empathy, inclusion, and communication are key to turning resistance into
results.
Operational Excellence & Risk
19
 Balancing innovation with operational stability is essential for a modern IT function. My approach is
to create a dual-structured team that allows us to run the business reliably while transforming it
strategically.
Here’s how I structure it:
1. Separate Core Operations from Innovation StreamsI typically divide the IT team into two broad
focus areas:Run Teams: Focused on infrastructure, application support, cybersecurity, and service
delivery. Their KPIs are uptime, incident resolution, compliance, and user
satisfaction.Change/Innovation Teams: Focused on digital transformation, ERP rollouts, analytics,
and emerging tech like AI, RPA, and IoT. Their KPIs are project delivery, adoption rates, and business
impact.This separation ensures that innovation doesn’t compromise stability—and vice versa.
2. Cross-Functional CollaborationI embed IT team members within business units for key
initiatives. For example, during the CRM and mobile app deployment at Sahyadri Hospitals, we had
IT leads working directly with sales and service teams. This ensured faster feedback loops and
better alignment.
10. How do you structure
3. Agile & DevOps PracticesFor innovation streams, I adopt agile methodologies—sprints, stand-
your IT team to balance
20 ups, and iterative delivery. For operations, I use ITIL-based frameworks to ensure structured
innovation with operational
incident, change, and problem management.
stability?
4. Shared Services & Centers of Excellence (CoEs)I establish CoEs for areas like cybersecurity,
data analytics, and ERP. These teams provide governance, best practices, and reusable assets
across both operational and innovation projects.
5. Talent Rotation & UpskillingTo avoid silos and keep the team future-ready, I rotate talent
between operational and innovation roles. I also invest in certifications and training—like PMP, ITIL,
and cloud platforms—to build a versatile team.
6. Metrics & AccountabilityEach team has clear KPIs:Ops Team: System uptime, SLA adherence,
ticket resolution timeInnovation Team: Project delivery timelines, user adoption, ROII review these
regularly with dashboards and stakeholder feedback.
7. Culture of Ownership & InnovationI foster a culture where stability is respected and innovation
is encouraged. We celebrate both zero-downtime months and successful digital launches—
ensuring both teams feel valued.
In summary, I structure the IT team to operate like a well-oiled machine with an innovation engine—
ensuring we deliver today while building for tomorrow.
 Disaster Recovery (DR) and Business Continuity Planning (BCP) are critical pillars of IT governance,
especially in sectors like healthcare and manufacturing where downtime can directly impact lives
or revenue. My approach is proactive, risk-based, and business-aligned.
Here’s how I manage it:
1. Business Impact Analysis (BIA)I begin with a Business Impact Analysis to identify critical
systems, processes, and dependencies. This helps define Recovery Time Objectives (RTOs) and
Recovery Point Objectives (RPOs) for each function. For example, at Sahyadri Hospitals, clinical
systems like HMIS and LIMS were prioritized for near-zero downtime.
2. Tiered Recovery StrategyI categorize systems into tiers:Tier 1: Mission-critical (e.g., HMIS, SAP,
CRM)Tier 2: Operationally important (e.g., BI tools, HRMS)Tier 3: Non-critical (e.g., archival
systems)This helps allocate resources and define recovery strategies accordingly.
3. Redundant Infrastructure & Cloud DRI’ve implemented cloud-based DR solutions—like Oracle
Cloud Infrastructure (OCI) and HP GreenLake—to ensure high availability and geographic
redundancy. These platforms support automated failover, backup replication, and real-time
11. What’s your approach to monitoring.
disaster recovery and 4. Regular DR Drills & TestingWe conduct quarterly DR drills simulating various failure scenarios—
21
business continuity cyberattacks, data corruption, network outages. These drills involve both IT and business teams to
planning? validate readiness and refine procedures.
5. Documentation & PlaybooksI maintain detailed BCP and DR playbooks that include:Step-by-
step recovery proceduresContact lists and escalation pathsManual workarounds for critical
processesCommunication protocols for internal and external stakeholders
6. Cybersecurity IntegrationDR is tightly integrated with our cybersecurity framework. We conduct
VAPT assessments, maintain SOC services, and ensure multi-layered backups with encryption and
access controls.
7. Compliance & Audit ReadinessI ensure that our DR and BCP practices align with standards like
ISO 27001, DPDPA-23, and industry-specific regulations. We also prepare for internal and external
audits with documented evidence and test results.
8. Continuous ImprovementPost every drill or real incident, we conduct a lessons-learned review
and update our plans. This ensures the BCP evolves with changing business needs and threat
landscapes.
In summary, my approach ensures that IT not only recovers quickly from disruptions but also
enables the business to operate with confidence and resilience.
 Vendor accountability is critical to the success of any large-scale IT initiative. My approach is built
on clear expectations, structured governance, and performance transparency.
Here’s how I ensure vendors stay aligned and deliver value:
1. Define Clear Scope & Deliverables UpfrontI start by ensuring that the Statement of Work (SoW)
is detailed and unambiguous—covering scope, timelines, SLAs, KPIs, and escalation paths. For
example, during the SAP and CRM implementations, we included milestone-based deliverables
with linked payment terms to ensure performance.
2. Use a Structured Vendor Evaluation & Selection ProcessI follow a multi-criteria evaluation
model—assessing vendors on technical capability, domain expertise, past performance, financial
stability, and cultural fit. This ensures we select partners who are not just cost-effective but also
reliable.
3. Establish Governance & Communication CadenceI set up a Project Governance Board that
includes internal stakeholders and vendor leads. We conduct:Weekly project reviewsMonthly
steering committee meetingsReal-time dashboards for tracking progress, risks, and issuesThis
12. How do you ensure ensures transparency and quick resolution of bottlenecks.
22 vendor accountability in 4. Link Payments to MilestonesI structure contracts with milestone-based payments tied to
large-scale IT projects? quality checks and user acceptance. This keeps vendors motivated and accountable throughout
the project lifecycle.
5. Define SLAs & Penalty ClausesFor operational support or managed services, I include Service
Level Agreements (SLAs) with clear metrics—uptime, response time, resolution time—and penalty
clauses for non-compliance. This was especially effective in managing cloud and security vendors
at Sahyadri Hospitals.
6. Conduct Performance ReviewsI conduct quarterly vendor performance reviews using
scorecards that assess delivery, communication, innovation, and support. Poor performance is
addressed with corrective action plans or, if needed, vendor replacement.
7. Foster a Partnership MindsetWhile accountability is key, I also believe in building long-term
partnerships. I involve vendors in strategic discussions, share business context, and encourage
innovation. This creates a win-win relationship where vendors are invested in our success.
In summary, I ensure vendor accountability through a mix of contractual rigor, operational
discipline, and collaborative engagement—ensuring projects are delivered on time, within budget,
and with high quality.
Leadership & Culture
23
 Fostering a culture of innovation is not just about introducing new technologies—it's about creating
an environment where curiosity, experimentation, and continuous improvement are part of the
team’s DNA.
Here’s how I build and sustain that culture:
1. Lead by ExampleAs a leader, I actively champion innovation. I stay updated on emerging
technologies and share relevant trends with the team. For example, I introduced AI-driven analytics
and Industry 4.0 concepts at Deepak Fertilisers, which inspired the team to explore new use cases
beyond traditional IT.
2. Create Safe Spaces for ExperimentationI encourage the team to test ideas without fear of
failure. We set up internal “innovation sprints” or “hack days” where team members can work on
passion projects or process improvements. Some of our best ideas—like automating internal ticket
triaging—came from these sessions.
3. Recognize and Reward InnovationI make it a point to celebrate creative problem-solving—
whether it’s a new automation script, a dashboard that saves hours of reporting, or a novel
integration approach. Recognition can be as simple as a shout-out in a team meeting or as formal
13. How do you build a as innovation awards.
24 culture of innovation within 4. Cross-Functional ExposureI rotate team members across projects and departments to broaden
your IT team? their perspective. For instance, involving infrastructure engineers in BI projects or application leads
in cybersecurity initiatives sparks new thinking and collaboration.
5. Invest in Learning & DevelopmentI allocate budget and time for certifications, workshops, and
conferences. Team members are encouraged to pursue courses in cloud, AI, DevOps, and more. At
Sahyadri Hospitals, we also invited external experts to conduct sessions on digital health trends
and compliance.
6. Align Innovation with Business NeedsInnovation must solve real problems. I ensure that our
ideas are co-created with business teams, so they’re not just technically impressive but also
impactful. For example, our mobile app for patient engagement was developed in close
collaboration with clinical and operations teams.
7. Flatten Hierarchies & Encourage DialogueI maintain an open-door policy and encourage
everyone—from junior developers to senior managers—to share ideas. We use collaboration tools
like Teams and Confluence to capture and track innovation suggestions.
In summary, I build a culture of innovation by empowering people, removing fear, rewarding
creativity, and aligning ideas with business value—turning IT into a proactive force for
transformation.
 My leadership style is collaborative, empowering, and outcome-driven. I believe in creating a
culture where people feel trusted, supported, and challenged to grow. I lead by example,
communicate transparently, and align the team around a shared vision.
1. Leadership Style: Empowering & StrategicI give my team autonomy with accountability—setting
clear goals but allowing them the freedom to innovate and solve problems.I focus on mentorship
and capability building. For example, at Sahyadri Hospitals, I created learning paths for team
members to upskill in cloud, cybersecurity, and analytics.I encourage cross-functional
collaboration, ensuring IT is embedded in business conversations, not siloed.
2. Handling Underperformance: Constructive & DevelopmentalWhen I encounter
underperformance, I take a structured and empathetic approach:Diagnose the Root CauseI first try
to understand whether the issue is due to skill gaps, unclear expectations, motivation, or external
factors.
14. What’s your leadership
25 style, and how do you Set Clear ExpectationsI have a one-on-one conversation to clarify performance standards and align
handle underperformance? on specific, measurable goals.Provide Support & CoachingI offer mentoring, training, or even
reassignments if needed. For example, I once moved a technically strong but overwhelmed team
member into a more focused role, where he thrived.Track Progress & Give FeedbackI set short-term
checkpoints and give regular, constructive feedback. I also recognize improvements to reinforce
positive change.

Take Decisive Action if NeededIf there’s no improvement despite support, I take firm but fair
action—always with respect and professionalism.In summary, I lead with clarity, empathy, and
accountability—fostering a high-performance culture where people are empowered to succeed,
and challenges are addressed constructively.
 Mentoring future IT leaders is one of the most fulfilling parts of my role. I believe in building a
leadership pipeline that’s not only technically strong but also strategically aligned and business-
aware.
Here’s how I approach it:
1. Identify High-Potential Talent EarlyI observe team members not just for technical skills, but for
initiative, problem-solving, communication, and collaboration. I look for those who take ownership,
ask the right questions, and show curiosity beyond their immediate tasks.
2. Create Individual Development Plans (IDPs)For high-potential team members, I work with them
to create customized development plans—including certifications, cross-functional projects, and
leadership exposure. For example, I encouraged one of my senior engineers to pursue a PMP
certification and later gave him the lead role in a BI implementation project.
3. Provide Stretch AssignmentsI assign challenging projects that push them out of their comfort
zones—like leading a module in an ERP rollout or managing vendor negotiations. These real-world
15. How do you mentor and
experiences build confidence and leadership maturity.
26 grow future IT leaders within
4. Encourage Cross-Functional ExposureI rotate team members across domains—infra, apps,
your team?
security, analytics—so they develop a holistic understanding of IT. I also involve them in business
meetings to improve their stakeholder management and strategic thinking.
5. Offer Regular Feedback & CoachingI hold monthly one-on-ones to provide feedback, discuss
career goals, and coach them on leadership behaviors. I also share my own experiences—
successes and failures—to help them learn from real scenarios.
6. Recognize & EmpowerI publicly recognize leadership behaviors—whether it’s initiative,
collaboration, or innovation. I also empower them to make decisions, even if it means learning from
mistakes. This builds confidence and accountability.
7. Build a Culture of MentorshipI encourage senior team members to mentor juniors, creating a
culture of continuous learning and leadership at every level. This peer mentoring model has worked
well in my teams at both Sahyadri Hospitals and Deepak Fertilisers.
In summary, I grow future IT leaders by investing in their development, exposing them to real
challenges, and creating a supportive environment where leadership is nurtured, not just assigned.