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1. What is the vision for new 3i Infotech and what should your employees at 3i Infotech and other key stakeholders look forward to? And what are the financials we are looking at post this carve out of our business?
3i has been in business for now more than 27 years, post April 1st is a new 3i because we have carved out our product division and that has helped us to be debt free and new 3i which is now predominantly services, is about a new road map for itself. The 3i stands for Innovate, Incubate, and Invent so with this background we thought we should have a vision which would probably set the course for us and that is to be a trusted global one-stop digital transformation partner who delivers business excellence and exceptional outcomes to our customers in this new digital decade. We want to be a billion-dollar organization committed towards our customers people and stakeholders with continuous capabilities to orchestrate incubate innovate and invent digital transformation services harnessing the power of 5g power innovation. I think that’s the core if you look at it, we want to leverage this decade which is going to be driven by 5g and potentially post 2025 maybe 6g. So, we want to be a pioneer in this 5g powered innovation that’s the key theme for this new 3i and in our statement of intent we have released where we are looking at being a billion-dollar company and to grow organically by 2030 and that’s a big challenge we have stated for ourselves and we’re rallying the whole organization in this dream of a billion dollar by 2030.
As a company we firmly believe employees are going to be the key differentiator in this new decade because human capital is going to be the differentiator in a world of digital automation, transformation, disruption which is happening human beings are going to be the single biggest differentiator and they are going to command premium positioning in the marketplace so in a world of humanoid-human coexistence, humans are going to be the single biggest differentiator and we want to over invest in this people-centric organization so fundamentally our companies will be built on these two pillars whether it’s customer centricity and people centricity around which we want to build this company for which we re-look at our values, see if we can create the values and the culture for the organization for the new 3i.
To start with, we need to work on trust and integrity because that’s going to be the core in an age of technology disruption we are talking about trust and integrity right from zero trust networks to data privacy data protection so to build customer confidence we need to build this culture of trust and integrity so that we are perceived as a brand who can be trusted with very high integrity standards. The second one is speed and agility, we want to be fastest of the block, and we want to be an agile organization we want to be extremely swift and fast and lean. The third and the fourth I spoke about them one is customer first. The fourth is employee centricity so customer first and employee centricity goes hand in hand, voice of customer and voice of workforce are extremely strongly correlated so these are the top four values. Other values are leadership with empathy. We want to be an organization with leaders who drive the organization with empathy but on the same side we want to be an organization of leaders or entrepreneurs in their heart, and this is going to be a company of entrepreneurs. Next is collaboration with teamwork, the entire thing is how do we work seamlessly across various business units across various geographies, how do we quickly move as one team collaborate and we all move towards a single focus on becoming a billion-dollar company by 2030. The next one is ‘innovate and invent’ which should be part of a DNA change because innovate and invent is going to really fuel the differentiation for this company. The next important thing is to challenge status quo so we want to be a service provider who challenges status quo we want to be the challenger in the market we want to be a disruptor. And finally, we want to be an adaptive and a learning organization and the new 3i believes in continuum of learning because if we don’t have this learning culture, we’ll perish.
What are we doing differently to grow is right now we are looking at innovative models to challenge the existing go-to markets. And it’s an opportunity because it’s like a new startup. We want to disrupt all existing models with digital enablement. So, our whole mantra, is to initiate human- humanoid coexistence and collaboration. All our services will have digital insights. So, to expand, we want to try and see how we could probably empower it or enable it with the digital and cognitive capability by which we will be able to drastically reduce the total cost of operations to our customers.
And, in the same cost probably can we offer more quality services. And similarly for every line of business, whether it is automation or application development or analytics, we want to see how we can disrupt it. And that is the methodology by which we are going to market. Secondly, one of the things is we are also looking at strategic partnerships by which we can innovate; we launched Oracle powered ‘NURE 3i Plus’, which is our own branded cloud. The only difference with our cloud services, we are now trying to focus the company to be edge ready. So, this is edge ready cloud. So fundamentally as a positioning of the organization, you’re also investing for the future. As we are also focusing on the grow, we are also investing in the build part of it, where we want to look at how we can build next generation technologies around this. The beachhead will be the cloud vertical, which is going to be the kind of arrowhead by which we are going to lead in the market. It’s a very carefully thought through strategy to use Oracle as a pivot on our cloud strategy by which we offer, it’s security, edge analytics, its computing, cognitive computing, all around the Oracle powered cloud. We are trying to see on one side, how do we run our current lines of businesses, the traditional classic services and in parallel, trying to see how we can change the mix by these disruptive offerings. The post carves out we’ll be sharing more information in our Q2 results but broadly, key headlines for us, we concluded all our commitments with our lenders. Our preferred shareholders like FCCB are now waiting for approvals, so fundamentally we become debt free. It gives us a bit kind of free cash for us to invest. We have brought on board, a lot of industry leaders and talent, we are bringing on board like-minded leaders want to be entrepreneurs. So, we were able to attract some of the best talent to work with all of us and say, build this new 3i.
2.The pandemic has brought about a systemic shift in the way of business. The whole explosion of digital has been further accelerated due to the pandemic and this is out there for everyone to see. How has the company adapted itself to deal with this change and what can you’re over a thousand clients right worldwide not only India, expect from 3i Infotech? What are some of the most blatant vulnerabilities in the IT ecosystem that you believe the COVID-19 outbreak has now brought in there?
We used to talk about pre-Covid or post-Covid, but we are in a Covid era, we are learning as a human race to coexist with the Covid. So, Covid fundamentally has accelerated the global landscape of business itself.
Some key challenges globally which customers are facing, and I want to touch upon how 3i want to probably capitalize on these challenges and see how we could be a differentiator in the marketplace. Second thing if you look at it global economy is not just shrinking because of Covid, there are a lot of other factors which are impacting and influencing it, it accelerated digitization and automation of many jobs and the worry is this could potentially lead to a huge socio-economic issue across the world which I think collectively all of us have a responsibility to manage it where organizations have to really manage between this capitalist deliverables.
Since transformation cycles are getting shortened, innovation cycles are getting shortened, and clients are looking for pre-orchestrated pre- configured solutions and services and the new buzzword is anything as a service so anything as a service is going to disrupt the classic managed services business for any IT services company so 3i also is now on a road map to build this business model around anything as a service. The other single biggest opportunity which has emerged in the covid era is emergence of gig economy and a virtual remote workforce in a post covid era is a reality. Now the challenge which comes with that is securing the organization at the edge of the network, it’s a clear challenge and it’s an opportunity for 3i. Data privacy, data security and end-to-end cyber security is a huge challenge with the explosion of data which is happening today.
On one side we have data explosion there is also explosion of devices which are latching on to the networks so this rapid growth of intelligent devices accessing a network also brings about its own weaknesses at the edge of the network. So global risk and compliance in a borderless world is also a key challenge today especially when we are shifting the global supply chain is getting disrupted in a more polarized world today and all these are also clearly driving changes and 3i wants to leverage some of these opportunities. Say how do I protect my organization’s core systems against organized cyber ransom attack spy number one like it’s all over the place you see the headlines today how I protect my organization against data privacy and data protection and provide a SASE which is the secure access secure entry to my virtual workforce who are also BYOD bring your own device so how do I protect them, protect myself. Third is how do we ensure our new global third-party partners are compliant against various GRC or EST standards how do I protect my customers interacting with our network at the edge to be secure a lot of b2c companies are going through these issues today, what if somebody’s device gets hacked, who’s accountable, is the company providing the service or there is a mediation gateway which provides it, so we are into that world where we need to ultimately to protect these devices at the edge.
COVID-19 has truly globalized and made it borderless, a totally digital and a virtual world—we are now trying to figure out how to co-exist with this pandemic. So, looking at a CXO’s key challenges, the top of the mind would be, how do I protect my organization’s core systems against organized or random cyber-attack? The second is how do I protect my organization against data privacy, data protection, and provide SASE (secure access and secure entry) to my virtual workforce. The other issue, new global third- party partners are being onboarded. I do not know how good these partners are, so the need for global risk and compliance or the more modern way to call it, the ESG, the environment, sustainability and governance index has become a kind of a norm today globally. From a 3i perspective, we would like to use these challenges as an opportunity. And can we provide a 3i cloud, which is edge ready, edge computing services, which has got SASE products embedded in it, can we provide cybersecurity or service powered by AI and finally global risk and compliance as a service to our customers.
3.If you have touched on 5g and edge computing whether you’re talking RPI, RPA, AI or ML, Block-chain, Cloud, SASE or some of the technology that are redefining the tech landscape globally and which you mentioned with varying maturity levels across industries and geographies, digital transformation is a reality and enterprises need to leverage it to stay competitive so that’s a reality, what will be 3i-Infotech’s play in this space and what will be the key areas that the company will focus on? 5g already seems to be a clutter area and you have larger players already participating in that fire, but then how do we differentiate?
We have always been known as a BFSI shop, 3i was born out of a bank and have deep domain expertise in BFSI of course in government and retail and bits of healthcare so from an industry perspective I look at this as an industry vertical and also horizontally as 5g power services industry vertical we want to now build a business around telecom media entertainment because we want to work with telcos with telco being a customer that is one strategy where we want to work with them to help them in their SD-WAN services, helping them probably optimize their OSS BSS all the typical engineering optimization from our convergence of network operations and security operations. Second is we also want to work with the telcos to help them differentiate themselves from other industries because they have a huge opportunity to cannibalize other industries that telco could be potentially agnostic to an industry they could offer health care services insurance services you could have because they have a huge enterprise space so we want to work with the telcos to work with their enterprise customers their SMB customers and offer integrated managed services which could be a digital business process services or it could be automated integrated IT support services, It could also be cognitive computing it could be legal risk and management so forth. To expand on that there’s a huge opportunity for blockchain powered content aggregation, content lifecycle management it’s a big opportunity today in media and we want to invest in that in terms of how do we build zero trust systems end-to-end from an overall content lifecycle perspective because this is going to become a very important focus area for the organization horizontally.
And we want to get the cloud edge ready we want to move everything to the edge so we want to invest in cognitive computing services in simple English AIML data sciences data analytics powered services and we want to differentiate away from this normal run-of-the-mill data science analytics I think there’s plenty of stuff but we want toget into really move up the value curve in terms of go beyond predictive prescriptive analytics to more a recommendation or next best action, recommendation engines is what we want to focus on and we want to get cognitive analytics to the edge. We got the cloud moved to a micro data centre which is closer to the edge, so latency is reduced ability to move decision making or decision support to the edge becomes faster. This will also lead to disruption in our own service lines whether it is our traditional IMS business or application we want to disrupt our own businesses so just like automation as a service or no code or it could be digital IMS for micro data centres so I think the whole focus would be how to integrate all these and offer a seamless offering to our customers which are more focused to our customers problem statements their business KPIs and their business outcomes and focused on extremely high on industry orientation. Finally, some of the next generation industries which we also want to invest and focus is of course on green tech and Agri- tech are two important industries where we want to focus and this lends itself for the 5g powered services and we already have some pilots happening across the world we are also investing in centre of innovations to fuel all this to very clearly look at two strategies one is a centre of innovation and a centre of excellence. Centre of innovations is more like an invent and incubate lab where you’re inventing and incubating next generation technologies. We want to work with a lot of start-ups, work with them, make them enterprise grade, give them global access to customers, we might end up buying some of them as well, as we see there’s more mutual value for both of us that’s on the COIs and with the COIs, we want to build around blockchain industrial IoT cognitive computing and edge computing services these are four COIs of building. India is a very big part of the strategy, but we’re also focusing on Malaysia where we want to focus on industrial IoT, Switzerland we want to focus on blockchain and Canada we want to focus on 5G powered services.
So we’re also balancing our geography focus on investments on centre of innovation on where we can get the right talent in a borderless world today and India of course would be the COE where we’ll be able to incubate these COIs make them commercial grade and then probably build scalable set of excellences in India where we’ll be able to generate and multiply the revenues across these lines. That is a space for everybody. So, we want
That is a space for everybody. So, we want to be very clear what space we want to play. We don’t want to go compete on a tier-1 or a multinational company. So, we want to pick up our areas of focus. So that’s why we want to stay focused even in 5g powered services. SASE is going to be a focus area for us in terms of edge security. We already released our product themselves of NURE edge, which is a SASE product built on Oracle frameworks, which is 5g ready. We can deploy today in 4g at any country whereby although we can do that. We want to just pick our battles. We want to focus on GRC global risk and compliance. We also want to focus on cognitive computing where we want to focus on edge analytics. Because we want to play in the area where we could probably contribute to the data life cycle at edge. And even with the telcos, we want to stay focused with MVNOs because globally is a huge market. We can work with a lot of OEMs; we don’t have to work directly with telcos. They need providers like us to work around them because the hardware is getting kind of disrupted, all of them have disruptions happening to them because it’s going to be a serverless world. We have a roadmap for sure. If you look at a strategy, we have a quarter-on-quarter strategy in terms of what we want to kind of focus and then more, but we don’t have the kind of invested multiple stuff. So now if you ask me, what is my focus for the next two quarters, we are focusing on some of the edge cloud that’s launched. And we are now building to the next level on that. So, for example, we already launched our SASE. We want to go into implementation stage. We are working with Oracle to kind of work with all these clouds, build all the kind of transformation methodology. And then we are now maybe in Q4, we’ll start building edge analytics on top of it and pick up one industry. So that’s the kind of a roadmap.
4.New 3i Infotech has shown a lot of interest and focus on the start-up ecosystem, what kind of investment, support and offering can this ecosystem expect from 3i Infotech? What vertical we are currently present in and what is our future strategy in terms of getting into new lines of businesses?
As a new 3i we are reinventing ourselves we want to be frugal and clear about our investment strategies. So, we have a limited budget. We want to work with a lot of venture capitalists and there are already VC firms who have invested in a lot of start-ups. Let’s say we’re working with a VC firm in Switzerland who’s very focused on blockchain so now it fits into our strategy we will work with the VC firm so they are invested in the start-ups we are not going to invest in them, we will provide investments in global access to our customers building practices, building centre of excellences providing enterprise grade infrastructure for these start-ups and maybe individually or collectively we’ll stitch them together and offer services to our customers in the bargain it’s mutual value creation for 3i and for the start-ups of this VC firm. Of course, ultimately, we might decide to pick up stakes if it has created enough value, so these are some of the models we want to experiment. We will build satellite systems, other applications, upstream downstream systems because we have more knowledge about the real industry problem, the customer problem what is the problem we are stopping so that’s a model where we are focusing. One more thing we are also doing is we are building some products we sold off all our products that does not mean that we are not going to develop products so part of the invent strategy we want to invest and build products and we will be investing in building we are building a product in GRC space where we are partnering with companies who have a great idea and we provide the product development capability, so we both work together create a new product and we are joined owners of IP. So, we’re also looking and experimenting this idea of inviting entrepreneurs.
One is 3i was born out of a bank, so we are strong in the BFSI vertical, and we want to kind of strengthen it further. So BFSI will continue to be our main state where we will build on various innovations. We want to invest in new verticals like telecom media and entertainment, especially the 5g services, because we see the telecom industry is becoming the convergence opportunity.
It could be healthcare, insurance, it could be any industry, which the telcos could probably be. In fact, we are building a new telecom media entertainment, vertical, which is super focused on 5g powered services. We want to see how we’ll be able to manage all these devices at the edge using 5g. So, our focus will automatically shift to manufacturing industry because it lends itself to that. And it’s a great opportunity for us to implement some of these edge ready services which we want to offer manufacturing to Agri-Tech and Green-Tech. In Agri-Tech and Green-Tech, we want to focus on emerging manufacturing. Telecom media entertainment will be immediate next focus area.
5.In this remote work setup what are some of the initiatives or measures 3i infotech has taken to drive better productivity and overall well-being of its employee because people do get burnt out because of the stress and this entire work from home remote working is something which is very new to a lot of us so what is 3i doing around it so if you can just throw some lines? In terms of hiring on the senior leadership side and sales side, are we done with that hiring or we still have room for more senior leaders to join-in? And how do we incentivize these people to join 3i and to take what is in for them, what are the ESOPS policies and how do we incentivize them to stick along? How about a developer kind of a person, how difficult it is to hire a technical guy, a supply side? How about the old team, have we lost substantial talent from the earlier team at 3i? How about the transition period?
There are two parts one is people are going to be core to our strategy, right from retraining them, re-skilling them, repurposing them in line with the strategy. That’s what we’re doing across people we are investing, over investing in learning and development of our employees because we firmly believe that the skill change, we want to see how we can reskill our 4500 workforces. The skill mix must change so one of the important areas we are investing even in this pandemic is that how do we constantly help our employees to upskill themselves. We are also helping with the entire culture change program from top down as I’m speaking to you we’ve already done a program for our top 100 leaders in the company and we’re also trying to see how we can cascade it down these are second initiatives the third initiative we are doing the people side is we want to translate the goals which is at my level at an organization level to the last person in the company so we are into an exercise of translating these goals into really smart goals. KPIs and metrics till the last man. People can’t have greys this point of time. It’s so people should know exactly this is, what I’m expecting to deliver. So, we want to build this transparent open culture and remove subjectivity out of it keep it very objective you also want to drive the culture of the how part of it. We need to drive a workforce who’s highly efficient and eliminate the waste, so we are strongly pushing this culture to stop work by nine hours and ten hours in a day to help employees manage a
work life balance.
The second is also we are also pushing our employees to say how do you invest your Saturdays maybe it could be fun based learning use it for your own learning, so we are also trying to devise a program and upskill yourself learn something new get certified put up your hand.
We brought on board, chief growth officer sax Krishna. So, we have brought a lot of senior leaders from the industry, veterans or joined us, at the leadership level. And now we are strengthening the, the next level, the mid management. So, to your point, in terms of incentivizing them, everybody’s an entrepreneur. So, whether it’s a compensation plan in terms of that fixed or variable, it’s all aligned to a growth. So, it’s a kind of a self-motivating plan. And we also have a good ESOPs policy, and which has been given to everybody. And we’re bound over the common goal, to grow the company and it will be rewarding for everyone.
In IT resources, getting people is the biggest challenge. So, we are not different. So, we are also facing our challenges. So, Priya, our CMO is helping us rebrand ourselves and communicate this new 3i to attract talent. We are integrating that model because there are three tracks which we want to do. Second thing we want to have some targeted hiring, it costs more money but there’s no choice because obviously the ones who are already trained by the tier 1s, is a very clear strategy we are going after. So, we don’t want to waste our time training them, or we wait for the prior ones to train them, and we’ll hire them. We are also very particular about a cultural fit. So, we are very clear because we kind of laid out our new culture of 3i as well. And we are now slowly trying to figure out how we can get employees who are culture fit. It’s okay. We will invest in them.
6.Given our history of problems and everything and given who are our peers and how those peers have changed go on ahead of us. So just wanted to understand what is our right to win? When we go to the clients, what is this proposition we are bringing in, so that clients get existing as well as new, will give us business. How many of our clients are still there? Let’s say 10 years back or five years back. How many of them are still with us? And given the fact that they stuck to us with us for a longer period, is there any scope for further mining those clients do to grow them? What will be our client concentration currently? And what is the kind of repeat business visibility we have on the current revenue side?
From this new 3i perspective, we are hardly six months old, we have no baggage, but we know we inherent the legacy and the good name. So that’s the plus point. What we’re positioning ourselves as is can we be a one-stop shop, innovator, orchestrator. For example, I’ll just expand on the
Oracle partnership. Oracle is just not a cloud partnership. It’s a convergence of infrastructure as a service, platform as a service, software as a service.
And ultimately you can offer business processes. So, where we are saying, can we cannibalize our competition by becoming the partner who can optimize, total cost of operations for our customers across various lines of business. So that’s what we want to do. Say for example, now, even in cloud, if I look at it have a CSP who just sells licenses, a cloud service provider, there’s a managed services provider who manages the ongoing operations of cloud. There’s somebody else who does transformation in terms of integrating next generation applications into the cloud. Now, if I look at three, I am saying, I will do all the three for you and give you an optimized cost, over a period. So that’s how we want to position ourselves. We differentiate it is where our incubate strategy comes in where most of our technology, we are building on startups in the sense startups are at early stage. We gain access in terms of trying to provide a central of excellence around them. So, we get access to some of these technologies. We then build our products and services around them, and we go to market. So that’s kind of our secret sauce that I’ll save 20% of the cost for my customer and my margin goes up from 2X.
So, this will be an extremely margin focused for us and deserves the top line, reduces the cost of operations for our customers.
The good thing about 3i today. The 3I legacy is there that I don’t have to sell three I brand name in the market. There are still customers or been with us and in our ups and downs. So, the positive is we have a long list of customers. Maybe our revenue share has gone down over a period. Now the opportunity for us is to mine these accounts. So, we have a long list of customers and it’s for us to now go and mine them with these new services, new proposition and we are now kind of not doing that. So that is an opportunity which we have, as Account mining strategy. And in fact, we have our top 25 accounts by which we want to see, can we get these top 25 accounts to be a minimum million-dollar accounts? So that’s one strategy and a top 10 accounts can be a $5 million strategy in the next year. If you look at geography split. Also, we are only strong in US, middle east, India, and Asia. We used to have huge customers in UK, Europe, Africa, Australia, but all that has gone off, now these are opportunities for us to win back as well. We are hoping to launch it on Oracle powered cloud in Europe for GDPR. And we offer digital Knowledge crossing as a service. So, we are now going back to all our old customers and saying, “We’re back with this new product and new services.”
It’s an opportunity, as well as the challenge, because since the product business was sometimes a mainstream in some of these accounts and services was a secondary, or we also have our own independent services customers that are two parts to it. So, to your point, we don’t have huge concentration of revenues within the single line. We want to see if we can add new revenue step and expand the top 25, with the new lines open.
There’s still IMS and AAA, which is our application automation and analytics. So, these are our mainstays. We’re also investing big time into the BPO business because business process services were never a big play for 3i, why we are doing it is because we want to be a differentiator digital business process service. We want to disrupt the classic BPS. So, we are trying to do exactly opposite of normal BPO provider. We want to be digital first cloud first BPS provider. And because this offers a huge top line, and we can disrupt the traditional business models.
So, this will be an extremely margin focused for us and deserves the top line, reduces the cost of operations for our customers.
The good thing about 3i today. The 3I legacy is there that I don’t have to sell three I brand name in the market. There are still customers or been with us and in our ups and downs. So, the positive is we have a long list of customers. Maybe our revenue share has gone down over a period. Now the opportunity for us is to mine these accounts. So, we have a long list of customers and it’s for us to now go and mine them with these new services, new proposition and we are now kind of not doing that. So that is an opportunity which we have, as Account mining strategy. And in fact, we have our top 25 accounts by which we want to see, can we get these top 25 accounts to be a minimum million-dollar accounts? So that’s one strategy and a top 10 accounts can be a $5 million strategy in the next year. If you look at geography split. Also, we are only strong in US, middle east, India, and Asia. We used to have huge customers in UK, Europe, Africa, Australia, but all that has gone off, now these are opportunities for us to win back as well. We are hoping to launch it on Oracle powered cloud in Europe for GDPR. And we offer digital Knowledge crossing as a service. So, we are now going back to all our old customers and saying, “We’re back with this new product and new services.”
It’s an opportunity, as well as the challenge, because since the product business was sometimes a mainstream in some of these accounts and services was a secondary, or we also have our own independent services customers that are two parts to it. So, to your point, we don’t have huge concentration of revenues within the single line. We want to see if we can add new revenue step and expand the top 25, with the new lines open.
There’s still IMS and AAA, which is our application automation and analytics. So, these are our mainstays. We’re also investing big time into the BPO business because business process services were never a big play for 3i, why we are doing it is because we want to be a differentiator digital business process service. We want to disrupt the classic BPS. So, we are trying to do exactly opposite of normal BPO provider. We want to be digital first cloud first BPS provider. And because this offers a huge top line, and we can disrupt the traditional business models.
7.What are your expansion plans and key growth markets in the coming few years? What are 3i Infotech’s India specific expansion plans and how critical is India to the company’s overall growth strategy? You also highlighted some of the market forces and the macroeconomic factors that are going to really revolutionize the IT ecosystem as we know it. But what are some best practices that we as a country might be able to adopt and embrace from our global counterparts abroad?
Where we are now strong is North American market is a strong geography for us and we want to keep investing more in North America, we already have a presence in Canada but we want to expand into Canada as two parts one is Canada is also going to become a near shore delivery hub for USA because now more companies want it near shore, they want to look at offshore only when there’s a true requirement for certain talent. 50% of our revenues come from there so that will continue to be our top geography. The second important geography for us today is the middle-east market that we expand rapidly.India today as a borderless workforce for middle east it’s a huge opportunity this is going to probably drive job opportunities in India because a lot of companies in middle east are just talking about can you move my entire department to India, to save cost so they’re also sensitive saying that okay I want to save the jobs of my employee but by moving to India can I reduce my cost to 50% so all employees or Indians could move to India and still retain the jobs and maybe work at Indian salaries. Second biggest trend in middle-east is also the opportunity for leveraging Eastern Europe from a centre of excellence or a centre of innovation perspective because we have some extremely good product development capabilities especially in the 5g space in terms of Poland and Ukraine we want to leverage these countries to service global markets. UK, Europe, and Africa, we were present, but we lost ground there over a period of years so this is a win-back territory for us to get back and expand our MSAs and in Africa our focus is predominantly into Nigeria, Kenya, and South Africa. India is a big geography for us because it gives us almost 30% of our revenues today and part of the large 10-year plan today we spoke about becoming a billion dollar or 7500Cr organic growth and we want to keep India as a separate business geography.
So we are planning for around 2500 crores in the next nine years from just India alone. If I go to the APAC territory over a period of time 3i lost ground we are now focused immediately in Thailand Malaysia and Singapore, something we’ll be looking at how we can work togethercreate a COI in Malaysia which could be servicing Malaysia to Malaysia business and also it could potentially be a near show for the Asian territory because everything is going to be digital powered be passed right so it becomes language agnostic I can process Vietnamese in Malaysia because my computer vision reads Vietnamese and I don’t need real Vietnamese skill so I just need human beings to do the downstream. I’m just giving an example similarly Malaysia will also fuel the phase two would be we want to work on Japanese. Japan as a geography and Australia as a geography so broadly I think that’s our geography focus so this year if you ask me you want to stay focused on where we are so this is this year is a year of building our foundation, strengthening our foundation so stay focused on North America, Middle east, India, Asian and build the foundation for the balanced territories to win back our customers and prepare for the assault into Japan and Australia is what we’ll focus. Human-humanoid coexistence is the reality we can’t run away from it. As human beings, we have to start learning how to work with this. The positive I see is that big workforce becomes a reality in this country. Some massive workforce we could probably leverage and a huge suburban and rural workforce is something which we could leverage for the digital business process services, this could really offer a huge job opportunity to people in my view. So, this is one very clear opportunity.
The second one I see is the digital IT infrastructure management. And one of the big ideas we are looking at for India is, can we create a cloud for the SME segment? The massive, the small and medium industries, is about 50% of the GDP. If you look at it, can we build a cloud for them? Not just a cloud, but cloud with all platform applications ready to use. The other one, we want to also focus on telecom media and entertainment industry, because the 5g is going to be the backbone of a lot of transformation. And so that’s an opportunity. And data, there’s going to be an explosion of data because it’s already happening. Data is going to be new oil. This is going to be a huge opportunity in the big data analytics. And I spoke about a micro data centre because they are extremely important to get the edge further into
Indian intellect.
Edge networks, micro data centres to Indian intellect it’s going to be a game changer. And we want to kind of stay ahead of the curve. In new industries, we want to stay focused on two things in India. One is again, the government’s vision of building a green energy target of almost 450 megawatts by 2030.
We want to see how to be a green tech service provider, so that’s an investment we want for the new industry vertical. And agri-tech because I think these two are going to kind of change the way India is kind of exploring, is the way I look at it.
There’s a lot of good work done on the ease of doing business we need to make it easier, because that’s going to really fuel foreign direct investments into the country and fuel our start-ups. So, we should have more start-ups, more inventors in India. They should not run away to Singapore or another country. That’s a first step because they are going to create jobs and they are going to build a lot of stuff for this country.
As a country, we lack in centres of innovation– because we are not inventing enough, we are more like followers. So fundamentally the biggest challenge in front of us is that we must quickly reskill our workforce. What we we’re finding out is, that we have a lot of average and slightly above average people, we don’t have the real quality of above average people and that’s a huge scramble for the talent. The other challenge I foresee is how do we keep on next generation workforce? Right-skilled and future ready. Indians are high on IQ, but our problem is we are sometimes comfortable and we tend to be generalists. We have to start getting specialists, so that shift has to happen in our minds, in our DNAs.
8.If taken from a two-year, three-year perspective other than giving us a nine-year horizon. What is our next ultimate target for 3i? Where do we see 3i in terms of margin profile, in terms of return ratios? If you can give us an idea that out of this 100cr EBITDA, what can be the repeat business or sustainable EBITDA, which will be there in the coming year? Also, to look at it from a two to three year perspective, BFSI today being a large portion, what could we see the revenue mix meaning two years from now? Would it be 50-20-20.Would it be 50-50 as far as telecom and entertainment media are concerned?
The short-term goal would be to target a 100 crore EBITDA in three years. It’s all disruption of top line happening in terms of these type of cannibalization of revenues happening cannibalization of processes happening. It’s all focused on bottom line, so the bottom line targets the way we are running in three years, we want to hit a 100 crore EBITDA. So obviously we have services business, and the services business was never a mainstream for 3i in the last decade. So, it was a product company, which also did services.
We’re just five, six months old. We need kind of rebuild this foundation, but that’s the first part. When I say foundation, the processes, the policies build it for scale, but if I don’t build it for scale, we cannot accelerate. So, these are parallel tracks. And as we are kind of aspiring all our strategies, our core focuses on rebuilding a foundation.
One of the biggest changes we are also doing is we are now trying to reward our people for a more long-term contracts in terms of total contract value, which is like, at least each contract has minimum two years of annuity revenue. So, the whole focus is trying to see how we can get more annuity revenue where we have more, forecastable business. At least in three years from now, we want to be in a scenario where 80% of our business is protected always. And even if the cycles are getting less, as at least we should have a minimum two years confirmed contracts, which will ensure us that we are safeguarding our revenues.
The two large verticals are BFSI and government right now. So, it’s almost like 45-20 and the rest at 25 we have a long tail across multiple industries. We have in retail, in healthcare, but we’re not really expanded there.
Broadly between the government and BFSI will be around 65% today. But the shift will happen in the quality of business also. DME will become at least 20% more in this mix. Because Gov-tech, we want to stay focused, globally, every government is spending.
We want to be a force reckoned in the government space and globally also so broadly, it will be around 40, 20, 20, between these three, we have a site DME and government, and the balance 20 could be in next generation emerging tech.
9.What is our go to market strategy? Is it aligned more with respect to verticals? The goals are aligned with respect to geography. Can you talk more about your sales strategy? Which are three or four key verticals where most of the disruption opportunities are available and that a 100cr EBITDA composition, if we want to give us any breakup. What is the broader strategy on that aspect you’ve planned? Are these 25-30 accounts enough to reach that?
The sales strategy is a geography led strategy. So, we have the growth strategy. The growth is broken down into geographies, and we have India region, which is one geography because India itself is a very large geography. Then we have our primary region, which is, US and middle east. And emerging regions, which has Asia and other territories. So, broken down into three territories, three regions, broad regions within that we have horizontal practices. So, the practices are pulling a box with the regional sales leader. So, practices, we have cloud first as a practice, we have AAA, which is automation, analytics application analytics and automation is another practice. We have digital b-pass and k-pas, which is digital BPS or BPO is another practice. Finally, we have the next gen services, 5g powered services, which is the fourth horizontal, all of them work in a box with a sales leader. Plus, we also have industry a specialization within the practices. So, within cloud first, we have BFSI. So that’s the hierarchy we have in terms of the geography, the practice, and within the practice, we have industrial specialization.
We want to kind of change the revenue mix, our GMs are less. So, we need to optimize that. And the entire new growth, we want to focus on the new lines of businesses. So, our main focus would be on 3-4 areas. One is the cloud first vertical because the cloud first vertical is a clear Arrowhead. We are looking at a gross margin of 40 – 50. And even if we disrupt and do that, we will be able to hit easily around 20% EBITDA. So, 25% will come from our cloud first or digital IMS. The cloud first and digital IMS will merge. And other revenues like testing revenues, application, testing, performance, testing, AAA (application analytics and auto) will add on.
So that will, again, lead to another easily, 15%, contribution. Automation, for example, is another huge disruption happening because traditional application development is disrupted. It’s all moving towards low-code no- code. So, these will contribute almost 40%, 100Cr easily. The balance 55 break it will come from two parts. We want to offer digital BPS and KPS powered by our cloud. We are launching these lines will give us steady annuity business, because it’s all pay as you go model, and one year business contracts and margins are high because it’s standardized, there’s no customization, it’s more or less 90% standardized for a particular industry which we see will also contribute almost like 20% of the balance revenue.
10.A common misconception in the market is that migrating one’s existing systems on the cloud requires a complete infrastructural overhaul. How do you respond to that? How do alleviate the minds of clients who perhaps approach you with this exact concern? Help me understand customer sentiment. As you have these cloud conversations, what do you believe customers today care most about? Is it truly digital transformation? Is it Seamless 24×7 operations? Is it cost optimization? And is there an approach for striking the right balance between the three?
This a myth, I’ve been trying to bust for the last 10 years, when we started selling cloud 10 years ago to where we are today, I think we all come a long way as an industry. There’s no question about debating today in 2021 that should I migrate the cloud or not? It is just probably we’ll have to figure out, is your cloud infrastructure edge ready? That’s the question we need to be asking because we need to be now ready for- can I provide those at the edge of the network? Is my cloud elastic enough, is what we need to ask?
So, in line with this, we are also kind of trying to build our solutions and we want to kind of create a 3i cloud, which is edge ready and the objective of this would be to reduce latency and increase security and scalability at edge. In simple English, latency– all of us are logging into it, we are all on the go. It takes time for your action to go to the cloud and come back, but just imagine we are edge, we have micro data centres where you process very quickly. You don’t have to go all the way to the cloud– that’s edge ready cloud.
Now, how do we balance all this? Every department is vying for this and especially in this world where every industry is going through stress. All of us are facing revenue cannibalization. So, in this era that classic managed services, IT managed services in my mind already disrupted and customers and clients want very clear outcome-based partnership business models.
So, more and more engagement models are now getting linked to customer’s business KPIs, and that’s the reality. And for us, if you ask me as a service provider, such as ourselves also we could provide integrated end- to-end service. So that’s what the customer wants, they want a one stop shop. So does it have digital, technology, cognitive AI, operations delivery, all put together, I just give you one check– that’s it.
I don’t have to go to four partners. Next is the 24×7 support. We need to have the uniform platforms, which are standardized; the processes are uniform so that anybody can work seamlessly and support our customers. And all of them must be pre-configured for the industry we are servicing and configured for the customer’s KPI because it’s extremely important. The third part I feel is going to be a necessity. It will have impacts on jobs. And there’s a report which says that we are going to lose almost 3 million jobs in 2022.
We must figure out how to generate new jobs for people. Because humanoids and humans are going to work together and reduce costs for businesses. That’s the positive side for businesses. The negative side is that humanoids are going to take away a lot of rule-based jobs.
11.On the government business. If you can give us some colour what sort of opportunity, you’re seeing in the government business and how easy of that business? Don’t you think the receivables are sluggish because other companies generally try to shy away from this segment?
So, today, the post COVID environment, every company will be just examining this: should I be in the government? All of us have to kind of participate in the government. The only thing is that we must select our battles and select our type of deals we want to do. So, we are very careful in terms of type of contracts we want to participate, and we don’t want to get into any deal which is top line focused, we are going to be a very margin focused company. And second thing, if in scenarios like that, we’ll go with the consortium and we want to stay focused on our, our capabilities. We want to pick our battles, and this is not just India. We are also starting to work with other governments as well, across the world, even in Asia or Eastern Europe, everywhere across the world, governments are very keen to kind of leverage these technologies. So, we want to stay focused on our capabilities only.
It’s a fact. If you look at it from a global trend perspective, post pandemic, most of the industries are almost in ventilator today. Governments are starting to spend. So whether you like it or not, you need to have a government strategy for the next two, three years. But the fact is we have to be very selective about the deals we want. It’s very, very important. We want to be very selective and to reduce our risks, we want to play to our strengths and bring in partners co-prime partners where we can be prime, and they could be co-prime. And we see a huge uptake in the cloud business, in governments, across the world. And most of them also want to have edge ready cloud and it fits in well there. For example, video surveillance as a service. So we are now working with some governments. So we want to stay focused on some areas where we will have an advantage where we can advise governments and help them create prototypes and pilots.
12.Any tentative timeline for the listing of the new 3i?
As far as the scheme of reduction is concerned, we have already fixed the record date that 31st of August for determining, the people who will be eligible. The reduction will be happening in the ratio of 1:10. If there are any fractional shares that are generated because of this reduction, fractional shares will be consolidated, and they have been allotted to the trustee. We have hired the external agency. They will sell it in open market and the proceeds will be remitted to the shareholders in proportion to the fractions. But we have made the relisting application, once the application is processed and everything is done, we will get the approval of those stock exchanges. Relisting application at least to be concluded by next week or by the end of next week, then after that the corporate actions will happen and then the relisting happens. So, I honestly cannot give you a timeline because the way stock exchanges work and we are dealing with two stock exchanges, BSE and NSE both for each one has their own way of looking at. We’ll try to get it by end of this month. At the most it’ll spill over to one or two weeks in October.
13.For organizations of all sizes and all sectors, managing the technology footprint, is a time intensive exercise and it’s also a capital-intensive exercise. There’s no denying that in many ways it can detract from the day to day functioning of the business. So how do you at 3i Infotech attempt to essentially address that reality?
The disruption cycles are all sharpening. We don’t have the runway, which we used to have before. There is a need for service providers like us to be more industry oriented and be oriented towards the customer’s business problem. From a 3i perspective, the new vision which we are setting for ourselves is to see how we can address it, is to be a trusted global one-stop digital transformation partner and delivering business excellence with exceptional outcomes to our customers in this new digital decade. Our customers need a one-stop solution, which is aligned to their business outcomes, where we can help them drive business excellence. So that’s extremely critical. The second part is, how can we be a value driven organization with our billion-dollar dream which we have, committed towards customer, people and stakeholders with continuous orchestration, incubation, innovation, and invention of digital transformation services harnessing the power of 5g technology.We don’t have all the time in the world to kind of figure out the services solution, so I got a cloud it’s configured for edge, I’ve got an AltiRay platform it could be like products like Maggi, Crux, Momenta. You got CLM customer life cycle management analytics, business process service in a box. So as a customer, you don’t have to bother, you’re only worried about the end outcome. How do I manage my customer experience management? You just give me an Opex and it’s all there in a box. I’m a firm believer that whatever we preach, we should first practice, so what we are starting to do, we are experimenting on ourselves as we rebuild as an organization. If we are happy, we will be able to offer this to customers commercially as a decision support, as a service to other CXOs.
If we were to speak to a member of your team, very curious to understand how they might describe your management style, your leadership philosophy, or perhaps a mantra that you’ve lived your life by?
The culture is the core for any organization, because if you don’t get a culture right, we will not be able to achieve our goals. So, one of the important things which we are doing as a company is for this new 3i is we are chalking out on new culture. And in fact, we are going through a culture change program itself for this new 3i and the core underlying foundation is entrepreneurship. Can we be entrepreneurs without own corporate life? We are now building the company where every employee is an entrepreneur. So that sets the tone for it. Then, if I expand on some of the values we’ve put together, one is we want to start with trust and integrity. You want to be a brand which is known for trust and integrity. The second is speed and agility. So, we want to be the fastest and we can provide the fastest differentiators for our customers. And two core pillars I would see is, Customer centricity, customers, and employee centricity, both are very important for us. Finally, we need to be a learning organization. Only a learning organization can adapt to changes quickly. These are the values and cultures we want to live by at new 3i.
14. If we were to speak to a member of your team, very curious to understand how they might describe your management style, your leadership philosophy, or perhaps a mantra that you’ve lived your life by?
The culture is the core for any organization, because if you don’t get a culture right, we will not be able to achieve our goals. So, one of the important things which we are doing as a company is for this new 3i is we are chalking out on new culture. And in fact, we are going through a culture change program itself for this new 3i and the core underlying foundation is entrepreneurship. Can we be entrepreneurs without own corporate life? We are now building the company where every employee is an entrepreneur. So that sets the tone for it. Then, if I expand on some of the values we’ve put together, one is we want to start with trust and integrity. You want to be a brand which is known for trust and integrity. The second is speed and agility. So, we want to be the fastest and we can provide the fastest differentiators for our customers. And two core pillars I would see is, Customer centricity, customers, and employee centricity, both are very important for us. Finally, we need to be a learning organization. Only a learning organization can adapt to changes quickly. These are the values and cultures we want to live by at new 3i.
15.Since the cross margins are quite low, does this dependent on the nature of business, what we are doing and the nature of business we will be doing in coming period, or utilization is impacting that gross margin?
We want to get a break this into three parts, the run, grow and build. The run is our current business which we have inherited. And that is a gross margin.
And 3i has not grown the last five years from an aggressive top line perspective or a revenue perspective. So now post carve out, it also puts pressure on the current organization, basically because your highly profitable product businesses has gone away. And we have to fix this as we are flying the plane. So one of the immediate stuff is we are strengthening our resource management groups and the current existing businesses to how to drive that efficiency, utilization, and all that standard stuff, which we have been doing in this IT industry for almost two decades and to get the margin in our hands in our current business. That’s very important for us. In fact, Harish, the chief performance and compliance officer, he drives business excellence and margin enhancements and also balance with global risk and compliance. So this is a new function we have started to just stay focused on margin enhancement of the current business.
The second one is the growth part of it, which probably 3I lacked all this way. So we are stepping up the very aggressive growth engine in terms of aggressive growth engine where our focus is going to be on high margin business, transformation business led by digital transformation. So we don’t want to do any of our classic businesses however tempting it might be. We are taking an informed call on it. So any new business we want to add, we’ll bring into the new revenue mix. So over a period of time, maybe this year we’ll have the order book now, but I’m for sure the next year when we start realizing these revenues, the revenue mix is the margin mix will change dramatically.
Second one is to focus on aggressive growth but very selective in terms of type of business we want to bring into the company. So that’s margin driven rather than top-line driven.
And the third thing is of course the build part of it, we are investing in it very quickly so that it also brings us differentiator. It also slowly starts building out valuation for us because these are critical IP, which we want to build and is also monetizing for us.
16.Can you figure out how much is the utilization right now and how much you can take it from the current level. And the second question was the order book, what was it six months ago and how it has improved now, so you can think of for growing in the coming period?
The sales engine was dormant per se. We were not really accelerating at the level we wanted to. And if I look at it from a pure investment extraction, in terms of our SGNA, it was the extraction. In fact, that is one of the important focuses. How do we get our SGNA investments to sweat and build order book.
Definitely we are running with a target to exit this year. We are running with at least a target of 100Cr order book. So that next year we have at least realization of that revenue. Our gates are higher and we want at this target a minimum gate of around 25% margins in this order book.
We also kind of renewed some of our existing contracts with additional revenue. FT business is different from transaction-based pricing business, so definitely the transaction based pricing, whether it’s per ticket or change request.
We want to look at a minimum, an offset of at least around 15%; 10-15% clear-cut eliminate of waste and increase our utilization. Also, from an end to end process perspective, from order to cash even for entire DSO cycle. These are very important projects to reduce the unbuilt because unbuilt is a bane of any it industry today and also to kind of reduce unbuilt and also to get faster revenue recognition and also bring down the PSOs in terms of cash and bank as well. In fact, we brought it down from already from 108 to almost 95 DSO and it keeps improving faster. So working cut cycles are coming down soon. So that’s where we are fundamentally.
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Corporate Information at a Glance:
Shilpa Pai
Global Head HR
Ms. Shilpa Pai serves us as a Senior Vice President & Global Head- HR leveraging her expertise as a distinguished HR leader navigating organizations through intricate business landscapes.
Shilpa brings in 22 years of progressive Human Resource Leadership Experience in IT & ITES Industries playing diverse roles across India, USA, Europe, Middle East & Far-East with expertise in People Practices, Organizational strategy, Talent Management, Talent Development, Compensation & Benefits Management, Leadership & Capability building, and Talent Acquisition. She brings deep experience in building and scaling high-performance organizations, change & transformation management, and shaping corporate culture.
Shilpa holds an MBA degree in HR and posts MBA certifications in Advance Human Capital Management and Organization Development.
She was previously associated with many Software services and Product companies as VP & Head of HR.
In a rapidly evolving business context, which is a result of changing demographics, the rise of digital technology, and socially driven employer-employee relationships, what keeps her excited as an HR leader is to build disruptive yet viable solutions to the talent challenges that organizations face today
Chief Executive Officer
Mr. Raj Kumar Ahuja has joined us as Senior Group President – Corporate, his primary responsibilities will include Overseeing Corporate Finance, Legal, Business Strategy & Excellence, and Secretarial functions. His responsibilities are crucial to the company’s compliance, strategic growth, and operational efficiency, leading and overseeing the Company’s financial and operational performance.
He brings over 30 years of experience across industries such as Technology, Media, FMCG, FinTech, Banking, and Financial Services. He has held senior finance and operations leadership roles at organizations like Yes Bank, Jio Financial Services, Star India, PayTM, and Wipro, excelling in strategy, finance, and operations.
Mr. Ahuja is a Chartered Accountant (ICAI) and Cost Accountant (ICWAI), with a bachelor’s degree in commerce from Sri Ram College of Commerce, University of Delhi. His expertise spans IT, Bio-Med, Consumer Electronics, Media, Telco VAS, and FinTech, effectively managing investor relations, analytics, operations, mergers, financial structuring, fundraising, planning, controllership, compliance, and tax etc.
Non-Executive Independent Director
Dr. Madan Bhalchandra Gosavi is a purpose-driven leader committed to making a significant positive impact on society through ethical principles. His motivation stems from his humble family background. A keen observer of life, Dr. Gosavi believes that education is key to societal growth and that the strength of the country lies in its diverse local culture and deep cultural roots.
Dr. Gosavi is a committed legal professional with nearly 40 years of experience in various sectors, holding multiple senior management positions. His extensive experience has equipped him to handle special cases within the Indian Judiciary amidst critical situations. He likes to address himself as a statesman, combining loyalty with extensive legal knowledge.
Career Summary
1985-1991: Advocate, Bombay High Court.
1986-1990: Part-time lecturer, Business Laws, Rizavi College of Commerce.
1992-2004: Civil Judge & Judicial Magistrate (FC), Indian Legal System.
2004: Promoted to Sr. Civil Judge and Chief Judicial Magistrate.
2010: Promoted to District & Sessions Judge.
2014: Special Judge (CBI), overseeing sensitive cases such as the Soharabuddin Shaikh and Tulasi Prajapathi encounters, monitored by the Supreme Court of India.
2017: Joint Secretary – cum – Legal Adviser, Department of Law & Justice, State of Maharashtra.
2018-Present: Member (Judicial), National Company Law Tribunal (NCLT).
Non-Executive Director
Umesh Mehta is a seasoned turnaround strategist and technology leader with experience across multiple industries, including Automobile, Agrochemicals, Pharma, Retail, and QSR. As a Chief Information Officer (CIO), he demonstrates profound business acumen and adeptly integrates technology with strategic business objectives. With over 35 years of experience in Information Technology, Umesh has held pivotal roles in renowned manufacturing organizations such as Maruti Suzuki, Fiat Group, Essar Group, Jubilant Group, and PI Group. His career spans both domestic and international IT assignments, where he effectively leverages technology for strategic business advantages.
Throughout his career, Umesh has been honored with numerous prestigious awards, including the “CIO Sammaan” for being one of India’s top 5 CIOs in 2019 by CIO & Leader – 9.9 Group, the “CIO Hall of Fame” Award from IDG, and IDC Insight Awards for Excellence in Innovation. He has also been featured in the CIO Power List and CIO 100 multiple times by IDG. In addition to his accolades, Umesh serves as the President of the Governing Body of CIO Association (CIO Klub), the largest association of Chief Information Officers globally, with over 2000 members across 16 chapters in India, UAE, and Bangladesh.
Umesh Mehta actively contributes to the industry as a board member of INDUS – SAP User Group of India Subcontinent and as a subject matter expert for IT projects in Meghalaya with Meghalaya Industrial Development Corporation. He also participates in various Customer Advisory Boards for technology products and services companies. Umesh holds a degree in Computer Science from Delhi University and is an alumnus of XLRI Jamshedpur.
Harish Shenoy
Chief Operating Officer – Professional Services & Chief Risk Officer
Performance-driven Senior Executive offering 27+ years’ strategic leadership in business management with operational excellence, overseeing all business functions to ensure optimal performance. Recognized as an accomplished change agent with success in transforming and improving operations through the development and implementation of processes, programs, and strategies. Leverage business acumen across diverse cultures and economies. Noted strengths in the ability to incorporate innovative management techniques that result in enhanced business practices, increased productivity, and profits.
Has exposure to best practices in operations & software deliveries for Global Banks, Insurance Companies and Corporates across the BFSI spectrum.
An MBA from Mumbai University through Narsee Monjee Institute of Management Studies, backed with a Master’s Diploma in Computer Science and Graduation in Science from Mumbai University.
Non-Executive Independent Director, Chairman
CA Uttam Prakash Agarwal is a Chartered Accountant with three decades of experience in taxation, finance and restructuring having worked extensively in areas such as statutory audit, income leakage audit, Concurrent Audit, Stock Audit, of public sector banks under RBI’s appointment. He also has experience in Companies Audit and Special Audit of Bharat Petroleum, Hindustan Petroleum, Indian Oil & Larsen Turbo, appointed by the Central Board of Excise & Customs. He has carried out statutory Audits of Public sector undertakings & Mutual Funds appointed by The Comptroller Auditor General of India. He also has rich experience in providing tax and business advisory services to private equity investors, banks, investment banks, brokerage houses, and finance companies.
He was a Technical Advisor on the Board of International Federation of Accountants (IFAC), Developing Nations Committee (DNC) of IFAC, and Small and Medium Practices Committee (SMP) of IFAC. He has also been a Member of the Central Direct Taxes Advisory Committee (CDTAC) constituted by the Central Board of Direct Taxes, Department of Revenue, Ministry of Finance, Government of India and Regional Direct Taxes Advisory Committee (RDTAC), New Delhi; the National Advisory Committee on Accounting Standards constituted by the Ministry of Corporate Affairs, Government of India; the Audit Advisory Board and the Government Accounting Standards Advisory Board constituted by the Comptroller and Auditor General of India. He was formerly nominated by the Ministry of Finance between 2009 and 2021 as a member of the Disciplinary Committee constituted by the Council of the Institute of Actuaries of India.
He has been instrumental in introducing a unique concept called UPACA Gurukul situated at Abu Road (Rajasthan). UPACA Gurukul is his effort to provide a comprehensive solution for all the problems faced by CA students. The philosophy that makes it a unique concept is that it provides CA classroom training, hostel facilities, articleship, finishing school, and regular graduation, all under one roof. It incorporates various programs of soft skills and vocational courses which is essential in shaping the overall growth of students with the best surroundings and state-of-the-art facilities.
He has also been the youngest President of the Institute of Chartered Accountants of India (ICAI) in 2009-10 and has been acknowledged by former President of India, Smt. Pratibha Devisingh Patil, for his commendable work in the industry and presented with ‘Recognition of Excellence Award’. He was also awarded with “UDAN 2011” by the Times of India Group Newspaper Navbharat Times.
He has also been contributing his expertise as:
As a prolific speaker, he has addressed various conferences, seminars, and workshops, organized nationally and internationally by ICAI, and has authored several books as well.
Chief Operating Officer – Digital & NextGen Business
Sax Krishna joined 3i Infotech as a Chief Growth Officer for Americas, Europe, Middle East, and Africa. He has over 30 years of experience in IT, BPS & Technology domains across North America, Europe, India & APAC with repeated success in Digital/ Business Transformation. His ability to combine long-range strategic planning and tactical execution to create differentiated value propositions, launch new businesses and drive exponential and sustainable growth has transformed many organizations. Sax is a consummate leader, with experience in managing cross-functional teams across geographies with goal congruence and collaboration leading to scalable high margin repeat business.
As an ardent fan of Digital Transformation since the early 2000s, Sax often plays the role of a strategic advisor to the CXOs of client organizations. His ability to understand the inflection points of transformation across business processes leads him to design technology-enabled solutions that drive genuine business outcomes. Sax over his span of career has helped enhance Enterprise Value across HCL group, PE firms, Tech Mahindra (Satyam), Aditya Birla Minacs (ITES company of the AB Group) & ATOS. An Alumnus of BITS Pilani, Sax calls two Capitals – NCR & Washington D.C. – as homes. Sax is married to Nandini with two daughters. Besides work, music is his passion. In his spare time, he loves to cook fusion food.
Global Head of Corporate Strategy
With a focus on Strategy, M&A, Joint Ventures/Partnerships, Strategic Finance, Fund Raising & Investor Relations, Uttam Jhunjhunwala brings over 22 years of cross-functional expertise in creating shareholder value. His professional exposure extends across global regions, including India, Japan, Australia, Middle-East, Africa, US, & Europe.
Before joining 3i Infotech, Uttam held a senior leadership role at Wipro, specializing in M&A and Strategy, with a key focus on Cloud, Engineering, Cybersecurity, and Digital Operations. His leadership roles encompass deal negotiations, business transition & integration, new business incubation, collaboration with strategic global partners (JVs/Partnerships), business planning, stakeholder management, fund raising, and corporate governance.
Uttam holds an MBA from IIMA, is a Chartered Accountant, and Company Secretary. Uttam’s international exposure includes a semester at Warwick Business School, UK.
Beyond his professional accomplishments, Uttam is an avid tennis player and actively engages with various NGOs on social projects.
Nominee Director (Indian Bank)
Mr. Sandeep Kumar Gupta is a science graduate,CAIIB and holds Diploma in ComputerScience. Hehas a rich banking experience of more than three and half decades in banking industry. He has extensively worked in the field for more than 15 years as Branch Head of various branches including Corporate Branch New DelhiMain.He performed dutiesin various capacities in different parts of the country which includes Zonal ManagerKarnal, Patna,and Bangalore. Thus hepossesses more than four years experience as Zonal Manager and FGM. He is an astute and hardcore banker with field level experience and successfully led the largest and most critical states like Maharashtra, Gujarat, Delhi, Bihar, Jharkand, Haryana, Telengana and Karnataka. He has been instrumental in bringing positive structural and cultural changes. He took many new initiatives in forming different verticals in field. He has undergone some very prestigious training programmes in India. His main areas of interest are credit, including Corporate Credit and Foreign Exchange.In the present assignment as FGM, Indian Bank, Mumbai, he has played key role in establishing FGM Office in Mumbai. He successfully effected harmonial amalgamation of Allahabad Bank with Indian Bank in FGM Mumbai Span. He is incharge of six zones and responsible for business growth, maintenance of asset quality and compliance with regulatory guidelines. He enjoys good relationship with Corporate Customers and retail customers and maintains good industrial relations.
Harish Shenoy
Chief Performance & Risk Officer
Performance-driven Senior Executive offering 27+ years’ strategic leadership in business management with operational excellence, overseeing all business functions to ensure optimal performance. Recognized as an accomplished change agent with success in transforming and improving operations through the development and implementation of processes, programs, and strategies. Leverage business acumen across diverse cultures and economies. Noted strengths in the ability to incorporate innovative management techniques that result in enhanced business practices, increased productivity, and profits.
Has exposure to best practices in operations & software deliveries for Global Banks, Insurance Companies and Corporates across the BFSI spectrum.
An MBA from Mumbai University through Narsee Monjee Institute of Management Studies, backed with a Master’s Diploma in Computer Science and Graduation in Science from Mumbai University.
Chief Technology Officer
Rishi started his career 21 years back with a successful start-up in digitization and has been leading the digital transformation business and delivery by adopting Digital Technologies. He is an innovation and transformation expert who delivers business outcomes and builds competitive edge by proactively building world-class innovative digital solutions. Rishi has led consulting and solutions delivery with worldwide organizations like JPMC, World Bank, AIG, GE and FedEx. He has worked in USA, UK, Italy, UAE and India to manage and deliver Digital, IT and Process Transformation engagements. Rishi is an Engineer and Management graduate from IIM Calcutta.
Global Chief Sales Officer
Ranjit Balakrishnan is the Global Sales Officer based out of Bengaluru. He is responsible for expanding 3i Infotech’s presence in key markets like India, Middle East, North America & Europe.
With more than 20+ years’ experience in the industry, he has worked across geographies successfully supporting customers in their quest to excel in Transformation & Cost Optimization without compromising quality. Over the years, Ranjit has held multiple roles in the technology services value chain starting as a developer to running a full-fledged business unit. This experience helps him to appreciate the role technology plays in furthering the innovation agenda of a customer. He has a bachelor’s in computer science from Bharathidasan University and an MBA (Marketing & Finance) from Bharathiar University.
Prior to 3i Infotech he was associated with Calsoft Inc. as VP and Global Sales Head for IoT & AI and has held leadership positions with companies likes Mindteck Ltd., Sasken Technologies, Wipro Tech, TCS, Cognizant.
Ranjit is a technology buff and loves reading. About his family, his wife, is a physiotherapist and proud to be a father of two girls.
Business Head Digi BPS
At the helm of Digital BPS units as the Global Delivery and Build Head, Emmanuel N brings vast experience to Team 3i Infotech. He has over 24 years of diverse exposure in Telecom, BPO, BFSI, Insurance, Ecommerce, FMCG, Consulting, and Logistics. With a proven track record of managing multi-country operations encompassing 27 Nationalities, Emmanuel has spearheaded transformative projects for industry giants such as Vodafone, Etisalat, Hutchison Essar, Startek, and BPL.
His leadership as an operations specialist has resulted in digital transformation and operational excellence, with a focus on Customer Interactions, Churn Propensity modeling, and establishing Governance frameworks across various sectors. Emmanuel’s strategic initiatives have been recognized as game-changing, contributing to the success of large-scale organizations.
Beyond his corporate roles, Emmanuel has actively engaged with startups, providing valuable insights into product roadmaps and go-to-market strategies. His expertise extends to Human Performance Analytics for Sales, Customer Service, and Collection processes, offering cutting-edge solutions to enhance organizational efficiency. At 3i Digital BPS, Emmanuel is driving disruptive initiatives, leveraging technology to analyze human performance and redefine industry benchmarks.
Global Delivery Head – AAA
Ramu Bodathulla is a seasoned executive with an impressive 27-year track record in the Telecom OSS/BSS and Network Management sectors. With expertise spanning Wireline (Copper/Cable/GPON), Fixed Wireless, and Mobile (3G/4G/5G) technologies, Ramu has played a pivotal role in shaping organizational strategy and refining processes as a key member of the Executive Leadership team.
His professional journey is marked by significant achievements in Product Management, Innovation, Project Management, Software Architecture, Design, Development, and Deployment. Ramu has a knack for building and leading high-performing teams, establishing enduring connections with clients.
Globally, Ramu has left a lasting impact through his leadership in consulting and solutions delivery for distinguished Banks, Telcos, and Utility Companies across India, the US, Japan, and Taiwan. His educational foundation includes an Engineering degree from the College of Engineering, Guindy, and a Master of Business Administration from Central University. Ramu Bodathulla is not just a leader; he is a driving force behind transformative success.
Damodharan Padmanabhan
Global Head Cognitive Computing
An entrepreneur and highly enthusiastic IT professional, Damodharan, or Damu as he is known, brings to 3i Infotech’s newest line of business, Future Tech, the skills and experience it takes to build and grow a future-focused business practice for emerging technologies. This intrapreneur heads the Future Tech team and expects the business to be a key contributor to the Billion by 2030, AIM 30, Vision.
With his expertise and experience as a Digital Transformation Expert, AI Consultant in Automobile, Telecommunication and Data Driven Transformation Strategy and more, Damu is all set to drive his fresh team to winning heights. It is befitting that with his patents and research& development history, he will be steering the new 3i Infotech’s CoE for Future Tech at the IIT Madras Research Park.
Damu has a Master’s degree in IT Business & Analytics from the Singapore Management University, Singapore and a BE in Computer science, Anna University with numerous certifications to his credit.
Global Head Marketing
Priya joined 3i Infotech to building the CMO practice and her core strength is in the field of Marketing, Strategy and Building Brands. An Alumnus of IIM Bangalore, she has an enviable 22 years of multifaceted experience which includes setting up of new businesses and Start-up to Scale-up expertise in Small, Medium and Large enterprises. Her international experiences include working in US, UK, Singapore and GCC markets. She was involved in setting up of The Edu city in Chennai and is also Strategic consultant Dy.Director for education with Virginia Tech India.
She has worked with large corporates in managing and building their business and creating go to marketing strategies for products and services industries. However, her love for technology drew her into accepting many challenging roles which includes being a CEO of a Global Technology solutions company and her entrepreneurial streak had her partnering in a Digital Venture, while also setting up of co-working spaces; both these she modestly calls “success stories”. Despite her hectic work schedule, she finds time to play an active role in the National board of FICCI FLO as head of Incubation and Mentorship part of FLO Start-up Cell, Ambassador for Chennai “She leads tech”, an initiative of Facebook and few other start-ups as a Director. Priya is married to Goutham an aviator by profession and has one son and an her second son is her pet Oliver.
Business Head – Digital BPS
Kiran has over 28 years of extensive experience in Sales, Strategy, Marketing and Alliance Management in the IT and BPO industry, having managed Sales to Delivery Lifecycles. A Sales Leader with a sharp focus on driving growth organically & inorganically, leading to rapid profitability and market share, Kiran has led sales teams across multiple segments like BFSI, E-Comm, Retail, Manufacturing, Telecom and Govt. He started his Sales career in the IT industry, working long stints with Tier 1 players like Mastek, Satyam & KPIT, doing consultative selling for Software Products, Lifecycle Development Projects & ERP (SAP / Oracle / Microsoft). His last 11 years have been in the Outsourcing / BPO industry, heading India Sales at Firstsource & Aegis (Startek), where he has led hunting & farming teams and acquired Large Value Logos in Auto, Banking, Telecom & E-Comm while transforming Vanilla BPO offerings to Digital BPaaS.
Chief Revenue Officer (IBR)
Sushant Purushan, an industry expert joined 3i infotech to lead the Digital IMS and Cloud Transformation services in India & South Asia. Bangalore-based Sushant has over 24 years of experience in the IT and services industry in India and South Asia.
Sushant has worked with several reputed firms such as TCS, CMC, Wipro Infotech, IBM India, and Sify Technologies and handled various assignments such as Sales, Product/Practice Management, Delivery, and P&L management. At Sify Technologies as a Business Unit Head, he successfully led the journey of transforming a data-center business unit into a Cloud-centric business by incorporating various transformation activities. His experiences among many are in managing cross-functional teams across geographies. He believes collaboration and partnership are key success factors for any business to sustain. Sushant is married to Rajashree, and has two children daughter and a son. Besides work he loves sports; playing tennis & cricket are his favorite sports.
Varika Rastogi
Company Secretary & Legal Head
Varika Rastogi is a fellow member of the Institute of Company Secretaries of India and holds a Bachelor’s degree in law from Meerut University. She brings in a versatile experience of over 20 years in the field of corporate laws, Company Secretarial, and Statutory compliance. Her work experience includes a stint with renowned corporates such as Chambal Fertilisers (K. K. Birla Group), Hero Honda, Modi Group, etc. until recently she was heading the Corporate Secretarial, Legal & Compliance function (India & APAC) for Majesco. She is passionate about philanthropic activities and supports various NGOs engaged in healthcare, education, and nourishment of needy children.
Chief Cloud Officer
As Chief Cloud Officer, Nilesh Gupta is responsible for the Cloud First and Edge Solutions strategy at 3i Infotech. This includes 3i Infotech’s ‘Cloud Adoption in a Box’ approach to modernize, optimize, and secure customers’ cloud and digital transformation journey. Nilesh is focused on helping customers build and execute their “digital first, cloud first” strategy across the globe.
Nilesh is on the CISO Board of Advisors at Exium’s (Exium Inc.USA). His experience and insights will enhance Exium to aid, build and develop Exium’s next-generation SASE platform “NuRe Edge”.
As a technologist with an entrepreneurial vision, Nilesh, has for a large part of his career, conceived and managed transformational businesses around offshoring/outsourcing including service delivery across Cloud, Infrastructure, and Applications across geographies. He has worked with global technology companies including Oracle Financial Services Software, Infinite Computer Solutions (ICS), Emitac, and Frontier Business Systems serving in US, Middle East and ASEAN regions. Nilesh comes with a strong background in technology-related solutions and conceptualizing IT solutions to business challenges with vast experience in Banking, Insurance, Manufacturing, Retail, and Public Sector verticals.
Chief Human Resource Officer
27+ years of Human Resource expertise across Industry segments (IT, ITES, Telecom, Food Processing & Manufacturing). Experiential knowledge in dealing with different situations/cultures. Most of his professional life was spent on Talent Acquisition, Performance Management, Compensation Management, Industrial Relations, Employee Retention interventions/Engagement, Rebadging, and Organizational Development interventions. Experience in diverse practices for different geographies/ cultural expectations.
Highlights: Talent Acquisition, Compensation Management, Performance Management, Employee Engagement, Industrial Relations, Business & Domain knowledge in IT for HR interventions, HR Transitions and solutions, Rebadging, Organizational Development Interventions, and Digitalization of HR work processes.
Chief Financial Officer
Mr. Sanjay Rawa has over 28 years of extensive experience in leading the finance and strategic operations in IT / ITES, Manufacturing and Multinational corporates driving financial management, governance, mergers & acquisitions, change management and implement best practices and systems. In his last stint, he has been a freelance CFO and earlier to that was the Vice President & Global Finance Controller at Zensar Technologies for over a decade. Sanjay’s corporate stints prior to Zensar has been with Geometric, Philips, Future group, DSQ Software and Netel India.
Sanjay is a qualified CMA and an executive alumni with IIM and ISB. In his free time he loves travelling, read books and articles on ancient world and archaeology and watch cricket.
Non-Executive Director
Dr. Aruna Sharma an Indian Administrative Officer of 1982 batch Madhya Pradesh
Cadre retired after her work as Secretary of Steel and Information Technology in government of India. She has always focused to have a comprehensive approach and establish a system in all her postings for ensuring sustainable quality outcomes. She has books reaching the Last Beneficiary: Resource Convergence Mantra Model (2008) and Impact of Recourse Convergence in Policy Making, Mainstreaming of Resource Convergence in Policy Making Program Design and Execution (2014) released by UNDP. FAO has also published her work on food security. Her latest work is the book U@Game Changer for Inclusive Growth for public representatives. Her article on “The Samagra
anti‐poverty program in Madhya Pradesh: Integrating household data, overcoming silo‐problems and leaving nobody behind “is published in electronic version and in print will come in April 2021 in Development Policy Review. Her new book Dancing Towards the $5 Trillion Economy on Holistic Beat.
As Secretary Steel drafted and successfully executed Steel Policy and preferential procurement policy. The GFR amendment set the trend to enhance domestic demand and was key to the revival of the sector. Logistic improvements were planned and envisaged by getting a ‘right of way policy’ from Railways for slurry pipelines and maximum usage of Sagarmala routes.
At State and Center, she has visualized, worked, and implemented successful software like SAMAGRA ( a household wise common database) used by all the individual and family benefit schemes, now implemented in 8 states, Panch Parmeshwar has made the entire working of Panchayat, Block and district for all works executed cashlessly. This graduated to Priya Soft. The software is real-time data of all the receipts expenditures by the Panchayat irrespective of the source of funding. Besides, all receipts and payments are cashless. It generates all the statutory 8 reports required by CAG in auto mode. The Panchayat only must enter the project estimates, cash book, and upload bills and photographs of the status of work. It is online on the web and any Panchayat can be viewed and monitored. The financial inclusion model involving all kinds of financial institutions to ensure access in 5km radius was developed along with the popularization RuPay card. Besides, envisaged and by coordination developed have a common National Scholarship portal and GeM portal for procurement to list a few. She was Secretary of Information Technology and later Secretary Steel in the government of India. She was instrumental to bring in a comprehensive approach and has visualized and drafted the National Steel Policy 2017 and a clear policy on preference for local manufacturing that has enabled the complete revival of the sector. The amendment to GFR rules by adding the life cycle cost has been the game-changer.
She was also Director General Doordarshan where she gave world-class coverage to Commonwealth Games 2010 and that sent benchmark. Doordarshan channels went up in TRP and revenue generation in her tenure. Her focus of work is also in the area of Water Security and enhancing local jobs. Access to preventive health care has been the focus when she worked as Secretary of Health and Family Welfare. The focus has been on holistic care in terms of drinking water, sanitation, preventive hygiene and vaccination, and access to inpatient. She has been a member of the National Knowledge
Commission on health care and education. Her doctoral work is on psycho-barriers in access to public health care. She has worked extensively with policymakers for the revival of mining in Goa and the new draft of the proposed mining policy.
She was in the 5 member High-Level RBI committee on Deepening of Digital Payments constituted by the Reserve Bank of India- a report that had immediate execution.
She is a Fellow with the University of Bath in the UK and working on accelerating the success and sustainability of SDGs by resorting to the common household database. She is an alumnus of Harvard Kennedy School. Her forte is development, core sectors, and environmental issues. She regularly writes for Financial Express, Economic Times, and CNBC 18. She is an independent director with SRO of MFIN, Welspun Infra, Arjas Steel Pvt Limited, IQuippino besides a lot of pro bono work in the field of development, core sector, and environment.
Non-Executive Independent Director
Mr. Avtar Singh Monga has been associated with the Financial/Banking industry for almost 38 years and has worked with some of the best global enterprises in leadership positions both for India as well as the global level. He has spent a considerable amount of time with Bank of America, first as part of their India business and later establishing and scaling their Global Delivery Centres of Expertise as its Managing Director. He has also been part of GE Capital India where he spearheaded SBI Card JV as well as transport Financial Services as CEO. More recently, he has been Chief Operating Officer/Executive Director/Head of Retail Bank with IDFC Bank and was instrumental in launching the bank and building it as a key player in the fintech space.
He has been actively involved while at IDFC and even in a personal capacity to promote digital as well support Fintech and is also an Angel Investor.
He is passionate about building leadership and has been mentoring several successful industry leaders as well as advising a few global and local start-ups.
He holds a Master’s Degree in commerce as well as an MBA in Marketing and Finance and also is a Fellow member of the Institute of Directors.
MD, Global CEO
Thompson P. Gnanam is a computer science engineer from the College of Engineering Guindy, Chennai, with an overall experience of 27+ years in the IT, ITES, and Telecom industry.
A natural entrepreneur-turned-corporate intrapreneur who has built various “Centres of Excellence”, he has grown businesses globally and transformed business outcomes. He has successfully built people-centric business models based on the idea that people are the biggest assets and the most important differentiators; he believes in the ideology that ‘Customer is first; Customer is always right’.
An assertive problem-solver with a strong process reengineering and ‘Design and Lean’ thinking mindset, Thompson challenges the status quo and has been a catalyst of change in various organizations by leading from the front through inclusive and collaborative leadership. He also strives to leverage the power of technology to drive business transformation.
He started as an entrepreneur in the 90s, established his IT infrastructure management, system integration, and networking business, and expanded to manufactured computer systems.
He entered the corporate world in 2001 and has since, worked with multiple global organizations, such as Danaher, Hewlett Packard, Vodafone, Hexaware, Tata Business Support Services (BSS), and Lebara Mobile and Conneqt Business Solutions. He has experience in various diverse roles in Global Sales &Marketing, Operations, Business Transformation, Business Unit Management, Profit-and-Loss Management, and Digital Business Services. He was the Chief Digital Business Officer in his last assignment with Conneqt.
He believes that the 2021 post-COVID decade is a ‘Digital First, AI-First, Cloud-Native, Edge-Computing, Real-time analytics’ era in which business models have to be based on the ‘co-existence of humans and humanoid’ in a cognitive enterprise.
Non-Executive Independent Director
Ms. Zohra Chatterji retired in 2014 as Secretary, Ministry of Textiles in the Government of India. She belongs to the 1979 Batch of the IAS, UP Cadre, and has held several important positions in her home state including Secretary and Director Industries, Labour Commissioner, Secretary & DG Tourism, Secretary & Project Director Basic Education, etc. Her last assignment at UP was Principal Secretary IT & Industries when she was awarded the Prime Minister’s Award for Excellence in Public Administration.
She joined the Government of India on Central deputation in 2007 as Joint Secretary, Broadcasting in the Ministry of Information & Broadcasting. She became Member Secretary, National Commission for Women on promotion as Additional Secretary and was associated with drafting landmark amendments to the Criminal Law Amendment Bill and the Act for Prevention of Harassment of Women at the Workplace. She went on to serve as Additional Secretary Coal where she also held additional charge of CMD Coal India as its first woman CMD and chaired the IMG for monitoring and de-allocation of coal blocks. She became Secretary to the Government of India; Ministry of Textiles in Feb.2013. She has a keen interest in handlooms and handicrafts and introduced many new initiatives for the same, including the setting up of a Hastkala Academy in New Delhi for documentation, promotion, and preservation of handicrafts. Post-retirement, Ms. Chatterji is serving on the Board of NCML and Travel Corporation of India (TCI) as an Independent Director. She was also the former non-executive Chairman of the UP Institute of Design.
Ms. Chatterji is a graduate of Physics from Miranda House, New Delhi. She did her post-graduation in English Literature from AMU and had her schooling in Loreto Convent, Lucknow. She is currently pursuing a Ph.D. from the University of Lucknow and is the President of Alliance Francaise in Lucknow, an organization supported by the Government of France for the teaching of the French language and the promotion of Indo-French cultural relations. Her many interests include painting, photography, dramatics, and writing.
Chief Business Excellence Officer
Dr. Kalyan Krishnamoorthy (Chief Business Excellence Officer) boasts over 27 years of experience in manufacturing, IT, and services. His specialization lies in people, process, and technology transformation, holding a Ph.D. in Digital Service Quality and having conducted research in experimental psychology. He orchestrates enterprise value solutions for clients, aiming for continuous improvement across quality, governance, and customer success.
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Mrinal Ghosh
Company Secretary, Head-Legal and Nodal Officer
Rajeev Limaye – Member of the Institute of Chartered Secretaries and Administrators UK and ICSI, India. Offering 15 years of experience in managing Corporate Law Matters and Legal Affairs. Proven track record of leading a team of professionals and handling complex legal and financial transactions. Ability to strike a balance between facilitating business and ensuring compliance. Handled team of 15 people for the last 4 years.
Non-Executive Independent Chairman
Mr. Ashok Shah holds a bachelor`s degree in science with a post-graduate degree in Economics. Mr. Ashok Shah Joined the Life Insurance Corporation of India (LIC) as a direct recruit officer in 1977. In his more than three decades in the Corporation, he has served in all important positions in Operations. He retired as Zonal Manager (Executive Director cadre) at Delhi and oversaw LIC’s premier Zone, Northern Zone, for five years. Subsequently, he went on deputation to the National Insurance Academy, Pune, as Chair Professor. In June 2010, he subsequently joined LIMRA (Life Insurance Marketing and Research Association), a U.S.-based entity as Director–India.
Nominee Director (IDBI Bank Limited)
Mr. Rajeev Kumar Sinha has done M Sc (Electrical engineering) from St. Petersburg University, Russia (erstwhile Leningrad Institute, USSR). He has also cleared UPSC and served in Ministry of Defense for a period of one and half years. He has joined IDBI bank in 1998 in Mumbai and worked in Corporate Finance upto 2006 and he was a part of the team implementing first Corporate Debt Restructuring in the Banking Sector of India.In 2009, Mr. Sinha was posted at Dubai to set up and start the first overseas Branch of the IDBI Bank Limited and he served as CEO of Dubai branch at Dubai International Financial Center till November 2014. Later, in January 2015, he was posted to Corporate banking Group at Head Office in Mumbai.
Head, Human Capital Management Services
It gives us immense pleasure to welcome Mr. Shreesh Katti, who has joined us as Head- Human Capital Management Services. Shreesh holds a Post-graduate degree in Business Finance. Shreesh has overall 24 years of rich experience in building profitable businesses, managing delivery centres and has been in leadership positions for Human Capital Management Services. He started his career in Recruitment & Professional Services with Genius Consultants. Shreesh will be responsible for managing and growing India, ME and APAC business.
ASEAN Head
Colin has 25 years of regional experience in the enterprise IT business. He specializes in leading sales pursuit of IoT, big data, analytics, customer experience, telecom BSS and mobile money solutions covering enterprises across Asia Pacific and Japan. He has held regional sales and executive positions with the world’s leading technology companies such as IBM, Hewlett Packard Enterprise, Software AG, Verifone and Fuji Xerox. He has extensive regional business experience having been based in KL, Bangkok, Jakarta, Taipei, and Tokyo. Colin graduated with an MBA from the University of South Australia.
Global Delivery Head, Infrastructure Management Services
Saravana Murugesan have 24+ years of experience with 20+ years in the IT Infrastructure domain, with global experience across collaborative, business development and consulting led sales & delivery engagements. Sarvana worked across different business assignments, diverse markets, various teams, different segments and have a fair understanding of the strategies that drive the key business objectives. His experience have been as incubator & founding member in building businesses to building and managing large and diverse assignments in regions including South Asia, UK, Middle East & Africa and US.
Global Head, Digital Business Solutions
Meghashyam is a transformation focused digital solutions expert with more than 20 years of diverse techno-functional and cross-domain experience across BFSI, manufacturing, retail, transportation, airlines & hospitality. He has incubated Centres of Excellence around various technologies in the past and has managed large cross-technology teams to develop cutting-edge business solutions across B2C, B2E & B2B domains. With hands-on experience in conceptualizing, designing, building & launching solutions, he is currently responsible for leading 3i Infotech’s Altiray powered innovative solutions & services.
Mr. Pravir Vohra
(Non-Executive) Director
Mr. Pravir Vohra is a postgraduate in Economics from St. Stephen’s College, University of Delhi and a Certified Associate of the Indian Institute of Bankers. He began his career in banking with State Bank of India where he worked for over 23 years. He held various senior level positions in business as well as technology within the bank, both in India and abroad. His assignments included responsibility for the technology function for State Bank’s branches in the US and Canada. He also headed the Bank’s Forex Division at New Delhi. The late 1990s saw Mr. Vohra as Vice President in charge of the Corporate Services group at Times Bank Ltd. He was responsible for spearheading the bank’s technology enabled services to corporate in areas like cash management, supply chain management and merchant banking.
In January 2000, he moved to the ICICI Bank group where he headed a number of functions like the Retail Technology Group and Technology Management Group. In these capacities, he oversaw the deployment of technology across ICICI Bank’s domestic & international operations and was instrumental in creating a future-ready, platform independent & scalable infrastructure.
From 2005 till 2012 he was the President and Group CTO at ICICI Bank. His focus was to ensure a meaningful alignment of Technology with overall business goals and obtain the best from people, processes and information within the organization. The objective was to help ICICI Group remain agile, flexible and competitive. As a Group CTO, he played a key role in shaping the Bank’s technology investments through repositioning strategies across both execution and product innovation. By leveraging both new and existing technologies, he consistently focused on increasing efficiency, reducing costs and supporting competitiveness, as well as creating differentiated products which enabled the enterprise to retain market relevance. Mr. Vohra oversaw IT strategy & innovation, enterprise architecture, process automation, group IT infrastructure and was responsible for leveraging technology synergies across ICICI Bank and its group companies. He also carried additional responsibilities for facilities management, infrastructure and administration; in this capacity he oversaw the roll out of new branches, ATMs, two state of the art data centers and a large 4 million square feet office facility at Hyderabad.
What is unique is his ability to evaluate technology from a business perspective, leveraging it to reduce costs or generate revenues combined with incredible foresight in an ever changing landscape. With a stint spanning close to four decades in the industry, Mr. Vohra has immense experience and knowledge in IT architecture, domain expertise in financial products, process re‐engineering, IT operations and strategy.
Post his retirement from ICICI Bank in 2012, he mentored start-ups in the payments space and, more recently, completed a 2 year assignment with New Development Bank, Shanghai. He also continues to serve on the Technology Advisory Committees of organizations like the Bombay Stock Exchange, NCDEX, Indian Clearing Corporation and Power Exchange India etc. He also serves as an independent Director on the Boards of Thomas Cook India Ltd., IDFC Bank, NCML Ltd. & Quess Corporation.
Mr. Vohra has served on numerous technology & functional committees set up by organizations such as the Central Board of Direct Taxes, the Unique Identification Authority of India (UIAI) as well as the Reserve Bank of India, the Indian Banking Association and NPCI. He has also served as a nominee director on the boards of Loyalty Solutions & Research Pvt Ltd, ICICI Securities Ltd, Firstsource Solutions Ltd and as an independent director on MCX India Ltd and Goldman Sachs AMC (India) Ltd. Accolades won by Mr. Vohra include The Asian Banker Achievement Award for Technology & Operations in 2006 and the Symantec Asia South Visionary 2008. He was also one of the three CIOs of international banks to have featured on the Information Week’s Global CIO 50 List for 2009.
He is passionate about leveraging the power of available and emerging technologies to solve real life business issues, improve operating efficiency, design new products and processes that would touch the lives of the Indian people.
Viraf Sirvala
India Sales Head IT Services
Viraf Sirvala, Senior Vice President & Sales Head (India & SAG), has over 30 years of rich and varied experience in Sales, Marketing and System Integration of Digital IT Solutions. He has successfully spearheaded large value Sales deals in Banking, Insurance, Manufacturing, Defence, Power and E Governance sectors amongst others. In the past, he has worked with reputed groups such as Forbes, Wadia and HCL. He also had a successful stint as an entrepreneur in the IT domain. A thought leader and speaker in the field of IT solutions and Business start-ups, Viraf holds a Bachelor of Engineering degree in Electronics and Telecommunication.
Amitabh Vartak
Global Head Delivery BPS
Amitabh is the Senior Vice president & Global Delivery Head, BPS . In his long-accomplished career of over 24+ years of experience, he has held leadership positions at Sutherland Global Services, Aditya Birla Minacs/Concentrix, Vertex, Access Healthcare & Conneqt. His experience spans across a wide spectrum of the industries like Telecom, BFSI, Government projects, E-commerce, Consumer Electronics and Healthcare.
Mr. Sriram V
Non-Executive Director
Sriram has been with the IT/ITES industry for nearly 4 decades. He has worked in various leadership positions for over 20 years such as Global VP HP Services based out of the USA, VP HP Shared Services Centres in India, VP IT Services CGI, Director – HP BPO Asia-Pacific Japan, GM Operations HP India S/W Operations to name a few.
He has a rich, multi-faceted experience covering most IT domains such as Customer support, Business development, Server/PC and Printer manufacturing, S/W operations, IT Infrastructure management, and BPO/Shared services delivery. Has proven expertise in M&A and JV, Organizational restructuring & transformation, Strategy & Planning, execution excellence through Process management & Lean 6 sigma.
He has provided leadership in seven business start-ups and in scaling them up.
The companies he had been associated with include CMC Ltd., PCL, Trigyn Technologies, CGI, Hewlett-Packard and DXC Technologies.
An employee champion with strong belief that a happy employee ensures delighted customers, consistently achieved high employee & Customer satisfaction scores, “Back to where you belong” program for women employees returning from parental leave.
He is a Practitioner with personal values of authenticity, speed, and agility.
His mission is to leverage his experience & expertise in partnering with CXOs to transform organizations for high growth, profitability, and customer loyalty. Identify and develop a leadership pipeline for succession planning.
Industry Advisor
An experienced strategist and mentor to start-ups and innovation funds, Ms. Amrita Gangotra serves as a member of several advisory boards. She has played a key role in many business-impacting transformation initiatives. These include revenue-share IT outsourcing deal for Bharti Airtel with IBM, launch of tech platform for Airtel Payment, creating the IT platform for Global Enterprise business at Vodafone, introducing the tools and organization to support the Digital Telco strategy of Vodafone, CWW M&A integration, 4G network roll out and preparing for 5G introduction and more.
Since Jan 2019, Amrita, a commercially focused, award-winning technology leader, has been providing niche consultancy and advisory services specialising in 5G, IoT, AI /ML based digital transformation for Enterprise.
With her vast experience of mentoring start-ups, innovation funds and serving as a member of several customer advisory boards, Amrita brings to 3i Infotech’s Industry Advisory Panel her vast experience gained in India, UK, and Europe of using technology to drive business performance and deliver value in the telecommunications, IT services and FMCG sectors.
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E-commerce
Automotive
BFSI
Insurance
Insurance companies leverage BPM services for different aspects of their operations which include policy servicing, claims handling and underwriting to various other systems which reinforce those functions.
Business Process Management services have enabled Insurance companies to drastically reduce their operating expense and to streamline their back office operations.
Healthcare & Insurance
Our healthcare services for payers and providers help increase efficacies and results, Cost effective and risk, progress their Net Promoter Scores and deliver competitive services cost-effectively. We put forth continuous efforts to strengthen our expertise across the healthcare ecosystem.
Telecom & Media
Realty
Enhanced video
Monitoring and Tracking
Real time automation
Enhanced video
Monitoring and Tracking
Enhanced video
Monitoring and Tracking
Be future ready with NuRe Edge!!
Based on Global 5G standards that delivers Secure Access Services Edge (SASE) and 5G Edge services on a single scalable platform
Secure Private Access (SPA) provides zero trust, secure remote access to internal
applications running in public cloud environments or private data canter’s, reducing risk, and simplifying security operations without relying on legacy VPN services
Secure Internet Access (SIA) allows operating SaaS apps, web apps, and rich-media
websites at full speed with secure, seamless, unrestricted access to the internet. With Secure Internet Access (SIA), you can safely use SaaS apps, open web links and email attachments without the fear of infection
Securely connect IoT devices over any network to their destination apps while
providing complete visibility and control.
Procedures
Registered Office3i Infotech Limited,
Tower # 5, 3rd to 6th Floors,
International Infotech Park, Vashi,
Navi Mumbai 400 703
INDIA
Corporate Office
3i Infotech Limited
Tower # 5, 3rd to 6th Floors,
International Infotech Park, Vashi,
Navi Mumbai 400 703
INDIA
Tel (+91 22) 7123 8000 / 6792 8000
STOCK EXCHANGE
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STOCK CODES
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1)
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NSE
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3I INFOTECH
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BSE
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532628
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ISIN – INE748C01020 |
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