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I have one primary agenda for the next 12 months: to ensure that the organization has enough support available across all of the functions to enable scale. I want to ensure that every part of the organization is in a position to enable scale and monetize market opportunities, explains Vijay. At times, it must seem to Vijay Kumar that his 12-year tenure as a CFO has been spent not at one company, but three. This must be a sense that most C-suite members at Sify Technologies likely experience in light of the companyβs appetite for continuous reinvention.
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At times, it must seem to Vijay Kumar that his 12-year tenure as a CFO has been spent not at one company, but three. This must be a sense that most C-suite members at Sify Technologies likely experience in light of the companyβs appetite for continuous reinvention.
Back in 2007, when Kumar arrived at the information and communications technology company, Sify was widely known as a consumer businessβand one perhaps without the will or resources to attract business customers. As CFO, Kumar was part of a management team tasked with changing that perception both inside and outside of Sifyβs existing world. More specifically, Kumar and his finance team were responsible for calculating and tracking the necessary capital expenditures that could provide the new business-to-business infrastructure that business customers would demand. Of course, no sooner was the infrastructure in place then Sify decided to super-size its business services menu, making it a bonafide provider of technology services. Looking forward, Kumar says that Sifyβs latest innovation involves not so much its customer offerings but how customers buy its offerings by using outcome-based pricing. This is an approach that Kumar believes will empower Sify to open a new chapter of growth.
https://www.cfothoughtleader.com/cfopodcasts/493-vijay-kumar-cfo-sify-technologies/
