Digitize ineffective communication channels between food services
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Data storage isn’t as simple as it once seemed. Intricate machines and technologies now collect an incredible breadth of data — over 2.5 quintillion bytes every day! — from equipment sensors, logs, users, consumers, and elsewhere. All of that data must go somewhere and be stored in a way that allows businesses to leverage it.
Considering the volume and variety of data available today, quite a few misconceptions exist about the ways in which data can be stored. Today we’ll tackle common myths about two popular types of data storage: data lakes and data warehouses. And don’t miss our infographic below demystifying the differences between data lakes and data warehouses.Myth #1: You Only Need One Or The Other
Nowadays you often hear people talk about data lakes and data warehouses as if businesses must choose one or the other. But the reality is that data lakes and data warehouses serve different purposes. While both provide storage for data, they do so using a different structure, support different formats, and are optimized for different uses. Often, a company may benefit from using a data warehouse as well as a data lake.
Data warehouses best serve businesses looking to analyze operational systems data for business intelligence. Data warehouses work well for this because the stored data is structured, cleaned, and prepped for analysis. Alternatively, data lakes allow businesses to store data in any format for virtually any use, including machine learning (ML) models and big data analysis.Myth #2: Data Lakes Are Niche; Data Warehouses Aren’t
Artificial intelligence (AI) and ML represent some of the fastest-growing cloud workloads, and organizations are increasingly turning to data lakes to help ensure the success of these projects. Because data lakes allow you to store virtually any type of data (structured and unstructured) without first prepping or cleansing, you’re able to retain as much potential value as possible for future, unspecified use. This setup is ideal for more complex workloads like machine learning models where the specific data types and uses have yet to be determined.
Data warehouses may be the more well-known of the two options, but data lakes (and similar types of storage infrastructure) are likely to continue rising in popularity in conjunction with data workload trends. Data warehouses work well for certain types of workloads and use cases, and data lakes represent another option that serves other types of workloads.Myth #3: Data Warehouses Are Easy To Use, While Data Lakes Are Complex
It’s true that data lakes require the specific skills of data engineers and data scientists (or experts with similar skill sets) to sort and make use of the data stored within. The unstructured nature of the data makes it less readily accessible to those without a full understanding of how the data lake works.
However, once data scientists and data engineers build data models or pipelines, business users can often leverage integrations (custom or pre-built) with popular business tools to explore the data. Likewise, most business users access data stored within data warehouses through connected business intelligence (BI) tools like Tableau and Looker. With the help of third-party BI tools, business users should be able to access and analyze data, whether that data is stored in a data warehouse or a data lake.
Learn all about the differences between data lakes and data warehouses in the infographic below.
Plus: Check out our free eBook on Operationalizing the Data Lake for information on how to maximize the value of your data lake.
During the NIPP challenge in June 2019, I met a start-up whose founder a passionate engineering student from Bhopal was keen on solving the freight issues faced by agriculture and MSMEs. And he seems to be solving it with his freight mobility application ‘Easyport’, which was launched in February 2019.
This young student entrepreneur is Atharva Kulkarni, founder of SmartUp, whose EasyPort app is trying to solve the truck booking (freight) problems for agriculture and MSMEs in tier 2, 3 & 4.
The Indian Freight Market
In India, road remains the most preferred mode of travel despite its notional cost disadvantage, considering it is more reliable compared to rail and waterways.
Though the demand for road freight is high and increasing, on the supply side the market is highly fragmented with numerous small players, which gives rise to high level of operational inefficiencies, making it relatively expensive and inefficient.
Lack of Efficient Agricultural Logistics in India
Efficient logistics becomes an even bigger challenge in case of agricultural produce which is a waste if it does not reach its destination on time.
Thus, an efficient logistics system can benefit farmers in a big way as it would help in reduction in loss and wastage of produce during transportation to markets. Moreover, reducing this wastage could both provide an income boost to farmers and also lower overall prices for produce, creating better access to high quality food for Indian citizens.
The ‘EasyPort’ Solution
Atharva Kulkarni is trying to solve for these inefficiencies in the freight process through its app EasyPort, which uses platform as a service approach to empower existing transport agencies to remove the operational hassles from the entire system. Moreover, the company claims that it ensures load tracking and makes insurance available at a very cheap rate. Also, what makes the solution stand apart is the company’s satellite based tracker which never goes offline, making the whole tracking process more reliable.
As per Atharva, “Though the app is still to upload on Google play, it’s already a 5.0 as we have upgraded the app each time we got any feedback. Currently, we are working only in Madhya Pradesh and will slowly move outside as and when we find the right partners – as the focus is on recurring customers. Also, we see good amount of traction among the gen 2 farmers who are fairly tech savvy and support tech applications like ours”
The company plans to file a patent for the tracker soon and claims that the app is gaining traction and has added 20 happy customers in tier 3 cities, since its launch in February this year. Also, till June 2019 it had:
In my words I saw the current Easyport app as “Technology simplified for Good use” while for Atharva he aims to grow this from “One click truck booking” to “Complete logistics solution in a pocket” with plans to add every segment of logistics in their offering!!
More such startup stories which are working towards solving the urban mobility challenges in NASSCOM’s upcoming report “Making Urban Mobility – Seamless, Sustainable and Safe”
The post Easyport – Trying to solve for freight issues in agriculture and MSMEs with one click truck booking service! appeared first on NASSCOM Community |The Official Community of Indian IT Industry.
Nearly 70% of firms in the country have automated half of their HR functions, including day-to-day operations like performance management, recruitments, collaboration and communication. Their core objectives to automate these processes are to increase the effectiveness of the HR functions, empower leaders to manage workflows, improve execution/implementation of HR policies and saving on costs being the main reason behind the investment.
The findings are from State of Human Resource Technology India 2019-’20 report published by People Matters, a Gurugram-based multimedia organisation specialising in human resource services, after reaching out to 250 multinational companies and small and medium businesses in the country between June and July to identify key trends in the sector.
When evaluating particular technologies for the HR department, 74% of organisations look for the ability to integrate various functions in the human resource system. Yet, only 37% of companies have an integrated system or a common platform where managers and company leaders can monitor all human resource functions. 34% of the firms say that they have multiple HR technologies procured from multiple vendors, operating across different functions within HR, which are not fully integrated.
Budget constraints, Leadership buy-in, and skills and competencies make up the top three challenges when it comes to adopting technologies in HR. Presently, efforts and investments in these technologies are highly scattered or in the planning phase.
While most of the buzz is around Analytics, AI and chatbots, the emergence of Low code platforms with no-code capabilities seem to be a promising solution. Gartner reports that “by 2024, low code applications will be responsible for more the 65% of application development activity.” These platforms solve the challenge of integration of multiple technologies while taking care of budget constraint and skills and competencies requirements and provide code-free solutions. General features of a low code platform are visual and data modelling along with workflows for process automation.
You can create robust apps for the new age HR from hire to retire, customized for any business large or small and set HR on autopilot. Digitizing HR functions through app development will mean elimination of redundant manual tasks, lesser paper and email trails at work, no more running around employees for dependencies, speeding up of request and approvals through workflows and creating overall self-serving portals for the workforce, giving each employee and the HR team to focus on more strategically important business tasks.
Anyone from the team can create an app for functions like recruitment and employee onboarding to performance reviews and employee offboarding. See what functions you can automate and bring operational efficiency in the HR department.
Here is a use case:
An HR professional at an SMB was juggling with the processing of year-end submission of Investment declarations from its employees. Collating 100-200 employees’ details sent over an email, was a daunting task ahead. He turned to few options in hand like google forms which would only collect the details. However, the approval from the accounts team, communicating back to employees regarding the same was mundane.
Instead, he digitized and automated the whole process. He adopted a low-code approach to building an app. This App was used by employees to send in their updated declaration form. He built a workflow, so these declarations go to accounts, who will get a notification and can update the status, request for clarification, request changes, etc. While all this was up and running within a day.
The low code market is growing due to the continued demand for automation via applications and a shortage of skilled developer. See how companies like L&T are finding solutions on low code platform to quickly create apps and automate processes.
It is an exciting time to be a product startup in India. The country is among the hottest innovation hubs in the world – thanks to a growing talent pool, seasoned investors and a strong impetus from the government for socially impactful innovation. Investors and product startups believe that the time is ripe for robust support systems in the form of investments for startups to become market-ready and further enable digitisation. Given the highly competitive nature of the Indian startup ecosystem, it is imperative that startups find the right investors, and can seamlessly accelerate their growth potential.
As of last year alone, investments in deep tech touched US4248mn, twice the amount invested in 2017 – and many believe this is due to the increase in demand for technologies like AI & ML in business processes, a growing talent pool that is working on high-end solutions and the ever-growing demand for technology to solve crises that arise in social sectors like healthcare, sanitation, water and transport.
NASSCOM Center of Excellence IoT & AI, being a leader in accelerating India’s innovation ecosystem, conducted the first ever Tech Invest Forum 25th July, 2019. The Tech Invest Forum identified Promising Startups based on startup & enterprise research firm UnearthInsight’s Proprietary Start-up Scoring Framework. Along with NASSCOM CoE IoT, data was collected on 20 parameters for each early stage start-up across FOUR large categories
Each parameter has FOUR sub-parameters, which have been identified based on feedback from 50+ incubators, investment analysts, senior investor community connect and NASSCOM CoE network.
Examples of sub-parameters in Market Traction includes Paying Customer, Total Addressable Market (TAM), Serviceable Obtainable Market (SOM) & Market Maturity for Adoption. Similarly, investment score looks at Quality of Angel or Seed investment received & Size of Investment.
NASSCOM CoE is publishing a list of promising startups periodically to drive the following:
The event witnessed participation from Bangalore’s leading technology investors and accelerators:
50+ startups registered to participate. 17 were shortlisted to pitch
Here is the list of the 10 Most Promising Technology Startups To Watch Out For in 2019
UnearthInsight Reports: The Investor Landscape in India
In the past decade, India’s investor landscape has matured rapidly. Technology investment in particular has witnessed a surge, bolstering the confidence of startups considerably.
Unearthinsights provided this exclusive data on India’s deeptech funding ecosystem
India’s deeptech ecosystem is full of promise and potential. More industries and enterprises are actively seeking high-impact, precise, analytics-driven solutions to deliver impact and have a competitive edge over their counterparts.
As India’s talent pool in technical skills widens, enterprise interest in applying advanced technologies piques, investors can facilitate funds into innovative solutions and startups can truly push the boundaries of their creativity with technology.
The post Tech Invest Forum: India’s Innovation Quotient Gets A Fillip Thanks To Creative Business Solutions With High-Investment Potential appeared first on NASSCOM Community |The Official Community of Indian IT Industry.
1. The company has been around for a very long time. Please share your thoughts on how the landscape has shaped up, laying emphasis on digital disruption. How differently are you doing things now?
Yes, it has indeed been a very long journey especially after having started from a Tier 2 city (Ahmedabad) where the ecosystem leaves a lot to be desired. Later on, we expanded to Mumbai, Delhi, USA, UK and France. Moreover, our footprints spread across smaller Indian cities as well, to include Surat, Baroda, Lucknow, Chandigarh, Kolkata and Bangalore.
The first decade was about learning, and consolidation followed afterwards. During the second decade, after having strengthened our base we started to expand. The last 3 years have been particularly memorable for us. A well-directed strategy helped grow in organic terms with that we easily reached 200 crores mark in revenue, making it a memorable experience. Expansion to other cities coupled with growth, have added to the overall organizational learning. In addition, working in the government sector has also vastly improved upon our skills repository.
Among other positive outcomes, the ticket size of orders increased significantly as well. Digital transformation in addition, led to new offerings and widening of the horizon. In Gujarat today, I’d like to add that sensitization on the benefits of digitization, is not an issue any longer. Due to the presence of large players such as the Adani Group, Reliance, Torrent and others, people realize the importance of going digital from the existing legacy-based systems. Significant work is also being done.
2. What kind of work do you do using Blockchain? Your thoughts on the ecosystem in India – opportunities and challenges. What kind of policy interventions do you seek?
Blockchain is disruptive technology. As much as it’s true, much more clarity is required from a regulatory standpoint – especially after RBI’s announcement that crypto currencies will not be recognized as legal tender. Barring that angle of course, we are sold on the idea that distributed ledgers can bring about great positive change for our end clients in terms of security. For instance, how do we introduce Blockchain technology in Government records (land, death records etc.) to bring about much higher levels of security? This is a great opportunity for private players who offer Blockchain solutions, to engage with the government. Though the potential is unimaginable, what we are witnessing right now is a raft of pilot projects. We are yet to see major transformational change through Blockchain. It would help to have a “Blockchain Consortium” of sorts which can be tasked with fostering the right environment both from a policy standpoint and market access.
3. Your thoughts on RPA. How has it helped you? Would you like to cite a few examples? What kind of a future do you see specifically for RPA?
We have successfully done an Automation project for the government – issuing smartcards for RC Book. Earlier, on an average, 15 – 20k of such smartcards could be issued on a daily basis. After automation, the figure is as high as 2 – 2.5 lakhs daily. The work load earlier was being managed by 45 – 50 people which was significantly brought down to about 20 – 25. Wherever the nature of work involves bulk processing, Robotic Process Automation is hugely advantageous. We have seen huge gains in the sphere of BPO, Banking and others.
Non-standard Automation is the next level – processing emails, paper-based files. We did this successfully for a legal client. It takes about 5 legal assistants to keep abreast on 2000 cases – dates for the next hearing etc. An RPA program can do that in a matter of few hours. Compliance is increasingly becoming a very complex affair. Innovative RPA solutions can be greatly advantageous and will ensure that compliance parameters are met.
4. You have services business, consulting and products. How do you manage to keep all three under a common vision? Key learnings?
In a way, there’s a similarity between the services business and consulting. A solutions-based approach can be made to work in multiple areas. We continue to invest heavily in both. The product business requires heavy investments and we’ve had both success and failures. Today, the challenge is how to build a cloud-based product and have it competitively priced as well. Right now, the products business is aspirational, if services and consulting be the bread and butter. We will have to treat products as a separate SBU and channelize investments accordingly. It’s for the long haul.
5. Please tell us the kind of work you are doing in IoT. Areas like agriculture, healthcare, security – what kind of gains do you see?
We have to resist from treating it like a mere buzzword. The idea of sensors capturing data on temperature, humidity etc. is nothing new. However, that we now have advanced analytics which can cull out insights is truly revolutionary. Video Analytics will truly be disruptive technology of the future. Particularly from a security standpoint it will change everything. Once implemented, it will be a major step forward in creating smart cities.
On the solutions side we have developed IoT sensors for automated test drives which can map drivers’ competency very minutely. So far, our solution has helped conduct 22 lakh tests in five years.
In the coming years, due to IoT, we can expect massive changes in transportation, water management and surveillance.
6. Your thoughts on the “Experience Economy”. Is it hype or for real?
It is very real. Take for example, how companies like Ola & Uber have changed the idea of commuting. The app-based economy has particularly changed lives in smaller cities which may not have access to all amenities such as malls etc. This kind of access continues to narrow the gap between the urban and rural parts of the country.
Even for us it’s critical. We realize that we can’t keep on serving our customers exactly the way we have been doing in the past, however successful we may have been. It’s just a matter of time that customers will expect that the bar will be raised and the “experience” will have to be bettered.
7. What kind of talent reskilling do you have in your org.?
Manpower cost is the highest overhead for most organizations. Re-skilling / upskilling is obviously our main focus right now. Though tech is moving at a frenetic pace, the supply side (talent) has not been able to keep pace and that’s why it’s imperative we address this gap right away.
Our observation is that it takes 3 – 6 months for people to pick up new technology. We try and attach the “learners” with the experienced people (from a technical expertise standpoint). This way, the next layer of technical expertise gets created. It works on the lines of a CoE. Fresh talent coming out of colleges is better equipped to work with deep tech and prefer to work in areas like AI & ML. While there are no easy answers on how to invest in re-skilling but know this, it’s an imperative and will have to be done. Companies will have to work out effective ways on how to go about it.
8. Your leadership mantra and big bets for the future.
Nothing has come easy, in a manner of speaking. Whatever we are today is a result of two decades of sustained efforts and more. In future, we will continue to explore newer ways in which we can add value to our customers. We’d be happy to be the IT vendor of choice for our esteemed clients. In their digital transformational journey, they should be able to rely on us and not fall back on a multiple vendor strategy.
Traditional IT architecture operates generally on single application databases, and adding new features on to pre-existing, tightly coupled dependencies is hard, since the entire structure is managed as a unique package.
But it doesn’t have to be that way. Within a microservices architecture, each feature is independent of all others, and free from the siloed approach. An API or message bus is utilized to enable asynchronous communication within that ecosystem.
Monolith Vs Microservices
With legacy architecture, you essentially sign up for large monolithic packages that can be challenging to deploy. If that wasn’t enough, this comes with tricky configurations too, leading developers to deploy these packages seldom, just about once every few weeks or months. Microservices, on the other hand are small, isolated and easier to manage, so they can be plugged in as and when required..
Another significant advantage that microservices offers, is reduced dependency, and increased storage capacity. Traditional architecture usually scales out an application by ramping up more hardware, but microservices save resources instead. The best part is that these features are load balanced across multiple servers.
Interdependency also means increased resilience, as each feature is designed to handle times of crisis in the event that other services fail. Time-to-market that was once measured in months, is now measured in days. Way to enhance business agility!
1. Better alignment with the organisation
Microservices enable organizations to align their IT architecture better with existing business goals. With large code bases, there might be three or four teams involved, and confusion may ensue over these codebases. Small decisions like who gets to check in, who is in charge for part of this code etc. can often lead to people stepping on each other’s toes. If teams are in different geographical locations, a microservice architecture can also enhance team ownership, making it much easier to collaborate and let go of silos.
Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization’s communication structure. — Melvin Conway
2. Ship features faster and safer
Everybody wants to ship software faster. This is unlikely in monolith, where the entire app needs to be restructured even to make single line of change. Microservices are more like blocks of lego, operating on plug-and-play. If we know what to modify, there’s no need to dismantle everything. A high degree of risk can also be avoided, as monoliths bring the entire system down at once. With microservices, more resilient systems are built, and these are systems that don’t allow failure to cascade.
3. Independent scaling and segregation
All businesses want to scale up, but an understanding of how to go about the process is important. It needs to be a step-by-step approach, and if organisations try to do everything all at once, there’s a good chance of failure. With microservices, single services can be scaled independently as per business requirements. No need to scale the whole system. Independent services enable us to utilize different segregation models. Specific perimeters (such as access control list i.e ACL or network segments) can be applied to singular services, which in turn allows developers to chart out a streamlined, modular way to use microservices. This saves the resources’ time, infrastructure costs and reduces delivery time. Truly the best of both worlds!
4. Easy adoption of technology
Multiple deployable units within a plug and play system allow developers to look at distinct technology choices, different deployment platforms, various coding languages and better database choices. Whereas with a monolithic system within a single codebase we’re often looking for consistency that will drive us towards a single programming idiom, with microservices there’s freedom of choice. The focus still remains on ensuring that API/Communication mechanisms still work, but developers have more room to experiment and innovate.
Challenges with Microservices
1. Service Communication
Maintaining seamless inter-process communication is a huge challenge for developers across the table. While variations across synchronous, asynchronous ( one to one ) and asynchronous (one to many) are available, it’s recommended that the asynchronous communication be utilized across APIs, for event driven MSA as that ensures quicker turnaround times.
2. Data management
The hardest part of working with a microservices architecture is the data management. Whether that data is generated through internal APIs or across external services, it has to be mined in a certain manner for it to be useful. There are multiple approaches to manage data, one of them and recommended way is to operate your own data store. Data, then, will be accessible via only through the service APIs or message bus, thus ensuring customisation.
3. Distributed Transactions in Microservices
To follow the Single Responsibility Principle ( SRP ), as mentioned earlier, each microservice has to maintain its own data and no other service can access the data without knowledge of the responsible microservice. To overcome the challenge of decentralized data management, a 2 step implementation phase is ideal, so that even if one of transaction fails, it can roll back to the last successful one.
4. Configuration management
We may have multiple microservices running at the same time, in different environments. An external configuration server is more appropriate to manage applications, and take care of concerns in real time. The configuration management code (in chef or puppet) can solely be responsible for cluster management.
Imagine that functionality is distributed among ten micro-services and there’s a bug in one. How do you identify where the bug is? You need to have a centralized log where specific requests can be tracked, to figure out which service caused the problem. Monitoring is imperative, and it helps identify which services go down at what time. Automation plays a huge role here, and the more you bring it in, the faster processes will be.
6. Fault tolerance
Microservices depend on other services in order to fulfill their requirements. Since microservices are deployed independently, their instances may go up and down frequently. Avoiding cascading failures and single point failure is a big challenge with MSA implementation. Fault tolerance can be achieved with the help of a circuit breaker, a pattern that wraps requests to external services and detects when they are faulty.
If you’re looking at fast, scalable and flexible architectures, microservices are your best bet. Bring in CI/CD, automation and cloud environments, and your path to agility is all set. Try for yourself, and you will see the difference!
Krunal Chaudhari is a Team Lead at iauro Systems
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Dr. Chandrika Kambam, Vice President – Clinical Services, Columbia Asia Group of Hospitals, on developing robust IT infrastructure in hospitals in line with their immediate needs
Over the last couple of years, I had an opportunity to work closely with information technology (IT) team on various initiatives that we undertook to improve and support our business processes. I was the bridge between the team that executed the services on the ground and the technology team that put these systems in place. What I have observed is that very few systems meet 100% customer expectations in one go. There are always reiterations, innumerable versions of the systems that are released, before it meets even 90% of the end user needs.
As I reflect on the various reasons for this, I was surprised to read few of the statistics world over. The worldwide cost of the failed IT projects is around $6.2 trillion. As I looked at the various statistics on the failure of these projects, it was indeed an eye opener.
And the list goes on and on…
IT industry has been one of the fastest growing and largest sources of employment in the world. While we started with simple tools like word, XL, PDF, internet, we now talk about artificial intelligence, machine learning, predictive analytics etc. Then why is there, such a gap and cause for failure? Since I come from healthcare background, let me dwell a bit more on this.
The hospital information system has come a long way from simple electronic medical records, to picture archiving and communication systems, Lab software, clinical decision support system, telemedicine, IoT and finally to artificial intelligence, machine learning and predictive analytics. Most of the projects involve either improving the existing system or migrating from one system to another, establishing interoperability and standardization. In my opinion, the reasons for a gap in the expectations of the end user on what systems need to deliver and what it delivers are:
Though we all like to blame others and blame the system for failure of process and outcomes. The main reason for this gap is the end user themselves. We must understand our business process better, should be able to articulate it to the IT team in the form of # BRD. The word BRD send chills to most of the end users and looked at like a taboo. Lack of defining the scope is the major contributor for the failure of the projects. Followed by lack of communication, understanding of the system and lack of training.
What can we do better?
The technology team should understand the need of the industry that they are working in. Especially so in healthcare as we are dealing with people’s lives, when they are at their most vulnerable period. The pursuit of growth should not place patients as secondary. It takes a long time to develop products for healthcare due to nature of the human body and variations we deal with. It takes even longer to prove the clinical validity of these products. Not every product can be looked at for RoI. Containing costs and helping hospitals to deliver care in a cost-effective manner is as much a responsibility of the technology team as it is of the healthcare provider.
What can we do better?
The industry has recognised this gap, and many have moved from watershed-based management of projects to agile methodology. Though both have their pros and cons, agile methodology is becoming more popular as it is more collaborative and flexible in nature. Recent survey shows 81% of the companies have started adopting agile method. Having teams spend enough time with each other helps them to understand both sides of the coin, which in turn helps to ensure success of the projects.
Let us build systems that are agile, sustainable, replicable, scalable and makes our process safe and effective so that we improve patient safety and clinical outcomes.
 Causes of failure in Healthcare IT projects: 2011 3rd International Conference on Advanced Management ScienceIPEDR vol.19 (2011) © (2011) IACSIT Press, Singapore
This is part of our ongoing series TechVoice, where we bring to you the leaders of the industry talk about the latest in innovation, technology and trends in their industry sectors. If you want to contribute, write to firstname.lastname@example.org or email@example.com
Clients are increasingly seeking partners who can help them in their transformation journey. Datamatics offers a unique blend of core as well as digital technologies. While we have strong foothold in the IT Services and BPM space, we are aggressively investing in building our products portfolio in RPA, AI, and Advanced Analytics Space.
Rahul leads all strategic and corporate initiatives globally, leading to the long-term growth, profitability and industry leadership of the organization. He has over 28 years of professional experience and has held several progressively senior and leadership positions.
He has been the Chief Architect for re-positioning and transforming Datamatics from a service led organization to a solutions organization focused on enhancing business productivity through smart automation of data driven processes. Rahul is responsible for driving the company's strategic process of identifying, evaluating and integrating organic and inorganic business growth options, including mergers & acquisitions, partnerships and alliances. He has also been driving the company’s foray into new geographies, and the company’s digital growth strategy.
Recognizing his contribution, in the year 2014, he was presented with the ‘CEO of the Year Award’ for his exemplary leadership amongst organizations from across 41 Asian countries.
He is the Chairman of NASSCOM’s Regional Council as well as the Western Region of ESC (Electronics and Computer Software Export Promotion Council, Government of India’s largest Electronics and IT trade facilitation organization).
Rahul holds an MBA from Columbia University (USA) with a major in Business Strategy & Marketing and a minor in Mergers & Acquisition and Turnaround Management, and is on its Advisory Board for the India Business Initiative (NY). He is also on the Client Advisory Board of Citi Commercial Bank Asia (HK) and a Director at Safari Industries.
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