Jayanta Sekhar Das

I started my career on the floor of a refractory plant in Katni, learning that transformation isn’t a slide deck — it’s a queue that’s too long, a handoff that keeps failing, a process nobody’s owned in years. That instinct — go find where the friction actually lives — has stayed with me through retail consulting, SAP implementations on three continents, and eventually a discipline that didn’t fully exist when I started: process mining.

At Wipro, I built the Global Process Mining Centre of Excellence from a blank page — no team, no methodology, no client base — into 16 consultants and 15+ enterprise engagements with names like Medtronic, Estée Lauder, and VF Corp. At Microsoft, inside the AI Transformation Office, I’ve taken that same discipline and pointed it at the company’s own internal operations, driving $10M+ in identified business impact across sales, compensation, and partner programs — and folding AI and agentic automation into how that work gets done.

What I’ve learned, across an MBA at IIM Calcutta, a brief stint running my own food-tech startup, and two decades of enterprise consulting, is that the hardest part of transformation is rarely the technology. It’s getting the organization to trust the data enough to change how it works. That’s the conversation I still find most interesting — and it’s the one I write about on this site.