Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

I’ve spent close to two decades at the intersection of business insights, analytics, and Market Research for Enterprise IT & ITES Clients. I’ve led large analytics teams for multi-billion-dollar portfolios, mainly focused on sales operations, GTM strategy, Executive Dashboarding, Market and Competitive Intelligence, and BI solutions for global tech firms like Dell and HP. Over the years, I’ve helped transform how companies use data to drive Sales growth, Customer Segmentation, Change Management in terms of IT infrastructure for Data operations, Quota Deployment, GTM Strategy, pipeline health, pricing intelligence, Market Sizing, and Competitive analysis. So, I’m someone who likes to turn complex tech and data puzzles into simple, actionable insights that move the top line.

Q2. What major trends are shaping enterprise tech buying decisions today—cloud migration, AI-readiness, or cost optimization?

All three are in play, but the weighting shifts by who’s buying and where they are in their digital maturity. Cloud migration remains a top priority because legacy infrastructure is still hindering agility. AI-readiness has shot up the list; however, it's not just about experimenting with AI pilots, but also about ensuring your data estate, governance, and talent are AI-ready. And cost optimization, that’s evergreen, especially now (given the inconsistent political and economic landscape), CFOs want clear ROI cases, not vanity tech buys. The smartest vendors align their pitch to all three: “We’ll help you modernize infra, unlock AI value, and optimize TCO.”

Q3. What shifts are you seeing in procurement behavior—are enterprise customers more value-driven, sustainability-conscious, or focused on lifecycle cost?

As mentioned before, it’s definitely becoming more holistic. Buyers are much more value-driven; they want clear business outcomes tied to KPIs. At the same time, sustainability is shifting from a nice-to-have to a genuine differentiator, particularly in large enterprise and public sector deals. The other significant shift is around lifecycle thinking; buyers want to know the total cost of ownership, how upgrades and integrations will work in the long term, and how quickly they can decommission legacy assets. So, you can’t just sell shiny tech, you have to sell the full value story and prove you can deliver it responsibly.

Q4. How would you describe the current size and growth trajectory of the enterprise technology market—especially infrastructure, data center, and endpoint solutions?

The core infrastructure market is still massive and surprisingly resilient. Even with economic headwinds, spending on data center modernization, edge computing, and endpoint security continues to climb. You’ve got mature markets pushing upgrades for efficiency and sustainability, while emerging markets are leapfrogging straight to hybrid or cloud-native stacks. Growth is decent, ranging from single to low double digits, but the mix is changing: there are more managed services, more “as-a-Service” plays, and, obviously, a significant tilt toward AI-enabling investments.

Q5. What would you consider the core strengths of the enterprise technology sector today—resilience, innovation pace, customer stickiness, or partner ecosystems?

It’s really the combination. Resilience was evident in a big way during the COVID pandemic and supply chain crunches, particularly in the IT industry. This industry finds ways to pivot and deliver. The pace of innovation, especially in areas such as AI, security, and edge computing, is impressive. Customer stickiness is underpinned by how embedded these platforms are; once you’re in, you’re often there for the long haul. And the partner ecosystems? That’s the secret sauce for scale — the best vendors know you win by co-selling and co-innovating with hyperscalers, ISVs, and service integrators.

Q6. How would you describe the current competitive landscape in enterprise IT—are we seeing more consolidation, specialization, or platform plays?

Honestly, it’s all three at once. There’s a wave of consolidation among big players acquiring niche tech to plug gaps, especially in AI and cybersecurity. At the same time, you see a lot of specialization in vertical solutions, such as healthcare or manufacturing-specific clouds. And then there’s the platform play: everyone wants to be the control plane that sits across the stack and locks in the customer. So you get this dance: consolidate where it makes sense, specialize where you can win deep, and build platforms for stickiness.

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

I’d ask: How will you sustain your competitive moat over the next 3-5 years as AI disrupts traditional workflows, customers demand more value, and the margin game shifts from hardware to services? That gets right to the heart of it: everyone has great tech today, but staying differentiated, profitable, and relevant in a market that’s consolidating and automating rapidly is the real test.