Press
Bylines, interviews and coverage on enterprise AI, cloud transformation, and what it takes to execute at scale.
An editorial feature arguing that too many enterprise AI programmes are approved on the strength of a demonstration rather than a defined investment thesis — a discipline gap that sits with the executive team, not with engineering. Pankaj’s test is that leaders name the business outcome they will own and say why AI is the right way to reach it, separating efficiency bets from growth and new-capability bets, each judged on its own criteria. He warns against volume-based portfolios and against booking hours saved as financial value, and argues for visible assumptions, full implementation and operating costs, and conditions agreed in advance for expanding or stopping. AI, on his account, is an operating capability to be managed over time, with autonomy extended only as the evidence supports it.
“The easiest mistake is allowing a compelling demonstration to substitute for an investment thesis.”
ReadAn editorial feature on why most enterprise technology partnerships underdeliver — run like vendor relationships, signed and handed to procurement, they stall once the initial enthusiasm fades. Pankaj sets out three correctives: start with a joint business plan rather than a contract, put your strongest engineers alongside the partner’s rather than whoever has spare bandwidth, and measure on customer outcomes rather than certifications and tier badges. The test is whether customers modernize faster, spend less, or launch something they could not have launched alone.
“Most CEOs treat their technology partners like suppliers.”
ReadA byline drawing on twenty years across AWS, Google, Automation Anywhere and Kyndryl. Pankaj argues that scale is rarely a technology problem but an alignment problem: transformations struggle when strategy, ownership, incentives and execution pull in different directions. With AI, the leadership question is no longer how many pilots have launched, but what has actually changed in the economics and operating model of the business.
“Scale is rarely a technology problem, but an alignment problem.”
ReadIndiSight
InterviewJuly 2026
A long-form interview on why enterprise technology fails through organizational misalignment rather than technical deficiency. Pankaj sets out what he looks for in a working partnership — a shared scorecard, field enablement, accountable governance — and argues that as AI systems gain autonomy, institutional trust rather than platform access becomes the scarce advantage.
“Technology leaders still confuse value creation with technology adoption.”
ReadKyndryl
FeatureFebruary 2026
How the Kyndryl and AWS alliance has evolved from a delivery relationship into a transformation-focused partnership, and the part it plays in the modernization initiatives customers treat as most critical.
ReadKyndryl
FeatureDecember 2025
On moving enterprises past AI experimentation and into agentic AI running in real, mission-critical environments — and what has to be true operationally before that transition holds.
ReadInside Partnering
Interview2025
An interview on how the Kyndryl-AWS Business Group is structured, how joint investment is prioritised across agentic AI and modernization, and how a partnership of this size is actually run day to day.
ReadKyndryl
ProfileDecember 2024
Pankaj’s first extended interview after taking over the AWS alliance, setting out where he saw the growth and what he intended to change about how the two companies worked together.
ReadPR Newswire
Press releaseJune 2026
The multi-year Strategic Collaboration Agreement Pankaj signed with AWS, covering agentic AI adoption, mainframe modernization, joint solution engineering, sovereign cloud, and continued investment in a global team of more than 11,000 AWS-certified professionals.
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