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

I have spent a significant part of my career working at the intersection of enterprise IT, digital platforms, and the automotive ecosystem. My experience spans large-scale IT operations, cloud and infrastructure transformation, enterprise applications, and governance across global organizations.
Over the years, I’ve been closely involved in modernizing legacy systems, enabling digital services at scale, and aligning IT strategy with business outcomes—particularly in environments where reliability, security, and regulatory compliance are non-negotiable. What has consistently interested me is how technology transitions from being a cost center to a strategic enabler of innovation, speed, and competitive differentiation in the automotive value chain.

Ǫ2. How have you observed the evolution of IT infrastructure and digital services demand across different automotive segments globally?

The evolution has been uneven but unmistakable across segments. Traditional OEM manufacturing environments initially focused on stability and cost efficiency, but are now rapidly adopting hybrid and cloud-native architectures to support connected vehicles, software-defined platforms, and global operations.
In contrast, newer segments—such as EV manufacturers, mobility providers, and captive finance arms—started digital-first. Their demand is driven by scalability, data analytics, and customer experience, rather than just infrastructure uptime.
Globally, what’s clear is that IT demand has shifted from “supporting the business” to being integral to the product itself, whether that’s through connected services, over-the-air updates, or data-driven decision-making across the supply chain.

Ǫ3. Which emerging technologies do you see reshaping enterprise operations in automotive manufacturing over the next 5–10 years?

Several technologies stand out, but their impact will come from convergence rather than isolation. Cloud platforms will continue to underpin scalability and ecosystem integration, while AI and advanced analytics will increasingly drive predictive maintenance, quality control, and demand forecasting.
Automation—particularly intelligent automation—will reshape manufacturing operations by reducing variability and improving throughput. In parallel, digital twins, edge computing, and cybersecurity-by-design will become standard components of enterprise architecture rather than experimental initiatives.
The fundamental shift will be cultural: organizations that treat software and data as core manufacturing assets will move faster and operate more resiliently than those that don’t.

Ǫ4. Looking at global automotive trends, where do you see the biggest potential for IT- driven innovation that competitors are currently underestimating?

One underappreciated area is enterprise integration and data interoperability. Many organizations focus heavily on customer-facing innovation, but struggle internally with fragmented systems, inconsistent data models, and slow decision cycles.
Another underestimated opportunity lies in IT-enabled supply chain resilience—leveraging real-time data, analytics, and scenario modeling rather than static planning tools. Companies that invest here can respond far more effectively to disruptions, cost volatility, and regulatory changes.
In my view, competitive advantage will increasingly come from how well enterprises connect people, processes, and platforms—not just from headline technologies.

Ǫ5. How do companies weigh compliance, security, and regulatory considerations when making large IT investments?

In regulated industries like automotive, compliance and security are no longer constraints— they are design principles. Successful organizations embed regulatory requirements, data protection, and cybersecurity into architecture decisions from day one, rather than treating them as downstream approvals.
What I’ve observed is a growing preference for platform-based investments that offer built-in governance, auditability, and scalability. Decision-makers increasingly evaluate IT investments not just on ROI, but on risk reduction, resilience, and long-term compliance readiness, especially as global regulations continue to diverge.

Ǫ6. How have emerging technologies, like cloud, AI, or automation, shifted competitive dynamics in enterprise IT services?

These technologies have dramatically lowered the barrier to entry, while raising expectations around speed and outcomes. Cloud and automation enable organizations to scale quickly, but they also expose inefficiencies and skill gaps much faster than before.
AI, in particular, is shifting the conversation from operational efficiency to decision quality and insight generation. Service providers and internal IT teams that can combine domain knowledge with technology execution now have a clear advantage.
The competitive edge no longer comes from owning infrastructure—it comes from how effectively organizations orchestrate services, data, and intelligence across the enterprise.

Ǫ7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

I would ask:
“How does your IT and digital strategy directly enable your long-term business model— and how quickly can it adapt when that model changes?”
This question reveals whether technology is viewed as a strategic asset or merely an operational necessity. Companies that can clearly articulate this alignment—and demonstrate execution discipline—are far better positioned to sustain growth, manage risk, and respond to disruption in an increasingly software-driven automotive industry.