SREI Infrastructure Finance is using digital transformation to create new revenue streams with a robust underlying digital platform
DEBNIL CHAKRAVARTY
SREI INFRASTRUCTURE FINANCE
As an asset financing company, our key stakeholders are customers, OEMs/ dealers, assets, employees and partners. We took mobility projects touching upon all the stakeholders and largely categorised them into enterprise mobility and data management/ analysis that included mobile applications enabling real-time customer on-boarding, tablet-based collections activity, asset tracking and management and a customer app for existing/ new clients to easily connect with us. All these applications and data are connected with proactive analytics to have a data visualisation and decisioning.
Debnil Chakravarty, Chief Business Officer at the digital platform for the construction industry called iQuippo and head of digital transformation at the parent company, SREI Infrastructure Finance, is a living example of the changing role of a CIO.
Chakravarty, a London Business School alumnus, is not only working towards creating a robust IT infrastructure for SREI but is acting as a change agent for the company, creating value beyond the obvious. “Every business and entity has a uniqueness. The challenge is how you protect it and still create solutions adaptable to the business in the new paradigm. This requires a strong business acumen, management expertise, strategic planning and technical expertise. Continuous change and experiment business dynamics with stakeholders and a close watch on the new tends,” believes Chakravarty.
As a holistic and integrated infrastructure institution, SREI offers all possible services in the infrastructure value chain under one umbrella. It is perhaps the only establishment to be present across all the touch points of the infrastructure canvas. With seven subsidiaries offering financing projects to rentals and from advisory services to creating innovative programmes, SREI has been at the forefront of the infrastructure sector.
Chakravarty has envisaged a comprehensive vision of digital transformation for the two-and-a-half decade-old organisation so that the entire ecosystem migrates to a robust platform. This is done by identifying key stakeholders (internal and external) as well as underlying business synergies to establish a “Connected Ecosystem”' approach.
All the initiated projects have been envisaged with a projected quantification of impact on cost of acquisition, cost of risk and experience. “We have framed measurable target parameters and will review the same after the gestation periods post-implementation,” Chakravarty explains. Meanwhile, he is trying to ensure what he is trying to build for the company is not just a cost but a revenue generator. “As an organisation, we are looking to develop and implement simple innovative solutions and subsequently explore the idea of offering such products/ solutions on commercial terms. We believe that other businesses may benefit from tried and tested solutions in similar business eco-systems,” he says.
Professional entrepreneurship has always been the promoted culture within the SREI Group and has helped to take on new initiatives. To take a step further in this regard, SREI is in the process of launching incubated start-ups based on internally developed platforms with promising business models.
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