Anjani Kumar (Jha)

Very few executives get the opportunity to scale businesses at the intersection of product, platforms, and P&L ownership. Across five industries and three continents, that has been my life's work!At Ather Energy, I lead the operating platform powering one of India's most differentiated EV businesses. AtherStack - a software-led revenue engine and customer retention moat - is evolving into an AI-powered, data-driven advantage shaping Ather's next phase of growth.Before Ather, I worked across four industries at the point where digital became structural rather than optional.At Tata AIG, I partnered with the CEO and COO to embed AI into core business decisioning and evolve the operating model to support scale in a regulated industry. At Collabera, I worked alongside the Founder and Chairman to build a GCC from zero to EBITDA-aligned scale - and co-founded an Uber-like staffing platform ahead of a maturing market. At Strides and Nissan, I rebuilt operating foundations to enable transformation, scale, and future readiness across complex businesses.Across these roles, I have operated as a business builder first - using operating model innovation to expand margins, accelerate revenue, and create structural competitive advantage.My operating foundation was shaped during 13 years at IBM, including 8 years in the US as a Digital Business Unit Head. I owned and grew a $400M+ P&L, led teams of 1,500+ across three continents, and drove complex global accounts requiring commercial judgment, delivery excellence, and organisational leadership at scale.My roles have required balancing growth, efficiency, and capability - the trade-offs that define enterprise leadership.Throughout my career, my closest working forums have been with CEOs, Founders, COOs, Boards, Investors, and leadership teams on enterprise questions that matter:• Where to invest vs optimise• How to structure for scale• GCC strategy and global operating models• Partnerships, JVs, and M&A evaluationThe belief that anchors everything: the best organisations scale performance without losing humanity. Systems should improve judgment, not replace it.The conversations I find most valuable are with founders, CEOs, and operators navigating the inflection point where operating model, product, and technology either converge to create durable advantage - or must be re-architected to achieve it.🎓 NIT Rourkela · Kelley School of Business, Indiana University · London Business School🏆 India's Top Digital Business Leader · CDO of the Year · GCC & Enterprise Strategy Leadership