Twenty-two years figuring out how institutions actually change.

Today I'm Head of Digital Transformation at Shiv Nadar Institution of Eminence (Deemed to be University), where I own the institution-wide OneDigital Program — the strategy spanning Academic ERP, Student Information Systems, and LMS modernization across academic, research, finance, HR, admissions, and administrative functions. It's a role that asks me to sit between the Vice Chancellor/Provost's Office, the CFO, the Registrar, and the Deans, and turn genuinely different priorities into one coherent, phased roadmap.

That's the part of the job that doesn't show up on an org chart: a Provost thinks in terms of academic quality and accreditation; a CFO thinks in terms of cost and risk; a Dean thinks in terms of what actually helps a classroom or a research lab. Digital transformation only works when someone translates between those languages continuously, not just at the kickoff meeting.

Before higher education, I spent seventeen years in enterprise technology, most recently at BT Group, where I progressed through a series of transformation leadership roles — Senior Consultant, Strategic Transformation Lead, Program Lead, ServiceNow Product Owner, and eventually Head of Transformation & Service Excellence. I led a full legacy Remedy-to-ServiceNow migration across 24+ business units, alongside ITOM/GRC deployments and Splunk/CMDB integrations, for a global telecommunications enterprise. Across those sequential mandates, the work delivered £14.3M+ in value and cost savings, a 32% improvement in service quality, and a 28% reduction in incidents.

Earlier still, I built a foundation in service management and major incident governance at Convergys, TSYS Card Tech Services, Computer Sciences Corporation, and, before that, Dell, HP, and vCustomer — the unglamorous groundwork of keeping complex systems running that, in hindsight, taught me more about organizational change than any framework did.

What carries across both worlds — telecom enterprise and higher education — is the same discipline: align technology to institutional strategy, secure genuine executive sign-off, and deliver in phases people can actually absorb. The credentials matter less than the pattern they represent — governance that's built in from the start, not bolted on after something breaks.

Outside the day job, I write about where I think enterprise AI playbooks get it wrong for institutions, and where higher education's slower pace of change is actually a strength rather than a liability.