Ramesh Kannan

He began in data centre operations, supervising multi-region support and delivering consistently against operational key performance indicators.

The habit formed here shaped everything after it: he improved reliability not by responding faster but by watching earlier — proactive server performance monitoring and reporting, so that a degradation was visible before it became an outage.

Moving into infrastructure management analysis, he delivered 98% SLA attainment for incident resolution across global enterprise clients — the first time his work was measured against a contractual number rather than an internal one.

He also executed disaster recovery and server patch operations, the unglamorous work that decides whether a business survives its worst day. Both remain central to how he assesses an estate today.

Here the work turned from operating to governing. He implemented security governance that produced a significant reduction in operational risk findings during audits, and partnered directly with internal audit to align practice with industry control standards.

This is the stage that gave him a second language — the vocabulary of control, evidence and assurance rather than uptime and tickets — which is what later allowed him to report credibly at executive level.

As a technical manager he took ownership of data centre operation and site operations together — the physical estate and the service running on it as a single responsibility rather than two teams pointing at each other.

He automated service operations to remove 40% of manual workload, and — more importantly for a service organisation — to make delivery consistent, so that the outcome no longer depended on which engineer picked up the ticket.

Alongside that he strengthened monitoring and remediation workflows, improving both service availability and response time.

He led round-the-clock operations supporting more than 10,000 users at 99.9% service availability, across a business where downtime is measured in lost trade rather than lost hours.

Optimising user support workflows improved the customer experience measure by 20%, and sharpening root cause analysis and playbook execution reduced operational incidents by 35% — an important pairing, because one number is about how it feels and the other about how often it happens.

He also oversaw vendor performance and the full ITSM process set, including SLA reporting and structured service improvement programmes.

In his current work he has optimised ITSM governance for change and incident management, lifting SLA achievement by 20% year on year, and led post-incident reviews that cut mean time to resolution on priority incidents by 30%.

He reports compliance and operational risk oversight across business units directly to the executive committee — the point at which infrastructure work stops being a technical function and becomes part of how the organisation understands its own exposure.

He has strengthened delivery performance further by implementing proactive escalation and service analytics frameworks, so that patterns are visible in aggregate rather than one ticket at a time.