CTO INTERVIEW : We are continuously looking at technology to reduce cost

Part of the multi-billion dollar conglomerate, Hinduja Group, HTMT Global

solution is a $130 mn company with around 13,000 employees across the globe. The

company offers solutions in back office processing, contact center, and

customized IT services.

HTMT has grown inorganically with the acquisition of US-based AFFINA for $30

mn in FY 2006-07. The acquisition helped HTMT to not only add sixty-five clients

but also seven delivery centers across the US and Canada. The company remains

looking for acquisitions in Europe and China.

The domestic market remains significant focus area for the company with over

15% of its revenue coming from this segment. HTMT has eleven delivery centers in

India, and recently inaugurated its second delivery center in Chennai. The

center will cater to both domestic and international business.

We spoke to Subramanya C, global chief technology officer of the company to

find out about the company's IT infrastructure and their future plans regarding

the same. Excerpts

How will you describe the IT infrastructure at HTMT?



As a third party provider we have to be agnostic about the solutions

available in the market. We generally use products from different companies, and

continuously look at technology to help reduce cost and innovate.

We have a diverse infrastructure which is not specific to any company in

particular, and our company uses products by all the top brands like Cisco,

Nortel and Avaya in India and across the locations. In telecom infrastructure we

use both, TDM and IP, depending on customer requirements. In dialer, we are

using Aspect for international outbound calls. In voice recording we have both

the platforms-`Variant' and `Nice'. In server, we are using HP and Dell. And in

workforce management and customer relationship management, we use Aspect and

Blue Pumpkin.

We also have a network symposium, which immediately links inbound calls to

the most appropriate representative to best serve customer needs. For instance,

if a call is received in the US, it would be routed to India or any other center

which is at that time most appropriate to take the call.

What percentage of your revenue do you spend on IT? And how big is your

team?



As a BPO we have to continuously invest in technology. And as a global

company we have to have the best technology and continuously enhance the

infrastructure to meet the growing needs of an enterprise. We spend around 8-10%

of our revenue on IT spend, and our team consists of around 36 people in India,

and another 120 globally.

On which technologies do you plan to invest in the near future?



We have invested partially in IP infrastructure and are planning to invest

more in this technology. We are also deploying SAP in some of our departments

like material management and finance, which will help us in a much-desired

single view, especially in the finance segment. Recently, we implemented Cognos,

a consolidation tool that helps in extracting information.

In telecom, as well, we have deployed cutting-edge technology. We have also

started deploying multi-protocol label switching (MPLS), which would integrate

our email, videoconferencing, and chat within the organization.

What technological challenges do you face in integrating the acquired

company into HTMT?



Basically, we like to keep our business objectives in mind. If it is not

required to change the technology of the acquired company then we don't touch

it. However, if we are not happy with the technology then we go ahead and change

it, so it meets our business objective. We have to merge the technologies

keeping the business objective in mind.

And to speak about acquisitions, we have plans to go for either Europe or

China by the end of the year.

What challenges do you face in establishing centers in such locations like

Durgapur?



The Durgapur center was actually driven by an Indian customer, since they

had a synergy with the place. There are various advantages of having a center at

a place like Durgapur. For instance, the attrition rate is very low and people

are very proud of working for a multinational. The processes followed by a

person in Durgapur are the same as processes followed by our employees

elsewhere. There is no difference.

The government recently gave a go-ahead to agents working from home. Is

the technology going to be vastly different? How is it likely to evolve?



The US has been using home agents for a while now. And although, the

technology to be used is not much different, whether we will use them is not yet

clear. The decision totally depends on our clients, considering that they should

be comfortable with using home agents. Apart from that, security will also be an

issue. Clients are usually very particular about security. Simultaneously, we

have also to think about the processes that can be driven from home. Not all

processes can be transferred to home agents. I feel that it will be for

lower-end customers. Also, infrastructure might be an issue with connectivity

and electricity being other problem areas.

What would you say are the major technological trends in the outsourcing

industry?



In the outsourcing industry, there is a definite movement toward tier-2

cities since connectivity is not an issue any more. Also, attrition is very low

in smaller towns. Another factor that has triggered this movement is that

connectivity in such cities is not a problem. BPOs are also moving toward MPLS

and IP technology.

How do you think the role of the CTO has changed over the years?



While earlier CTOs were driven by technology, this has considerably changed

since now they are driven by the business objectives of the company. Our

functioning has to be aligned with the rest of the organization. Technology has

to find solutions to the problems being faced by the organization. And in our

case, sometimes, it is a differentiating factor in getting business for the

organization.

Gagandeep Kaur



gagandeepk@cybermedia.co.in