Founder & CEO
Shailendra Puri brings together enterprise business experience, trusted customer relationships and a practical understanding of how organisations turn ambition into sustained performance. His leadership spans technology services, global capability centres and professional services, connecting business strategy with the people, commercial decisions and delivery disciplines required to make it work.
Having built businesses and led growth and operations, he understands the decisions leaders face when entering new markets, developing capabilities, strengthening performance or changing how work is delivered. He brings that perspective to Averanta: listen closely, understand the business behind the requirement and take responsibility for the commitments made.
Industry understanding that informs decisions
Financial services is a particular area of depth. His experience across banking, insurance, capital markets and financial-market infrastructure has shaped his understanding of enterprise buying, stakeholder expectations and the relationship between technology investment, risk, trust and business continuity. He understands that a proposal must stand up to commercial scrutiny and the demands of a controlled operating environment.
His work with manufacturing, engineering, automotive and global enterprises brings a complementary perspective on capability development, service transitions and the coordination of distributed business and technology teams. Wider experience across healthcare, life sciences and logistics helps him recognise where a common service approach can be useful and where industry context requires a different answer.
Across GCCs, he connects the parent organisation's priorities with the centre's capabilities and operating responsibilities. His experience in advisory, capability development and transformation informs decisions about what a centre should own, where specialist partners add value and how responsibilities should evolve as the business matures.
Relationships built on understanding and trust
Shailendra's customer relationships have been built through direct engagement with business sponsors, technology leaders and enterprise decision-makers. His strength lies in understanding their priorities, bringing different stakeholders into alignment and shaping commitments that the organisation can support commercially and operationally.
He approaches a relationship as an ongoing responsibility. That means being candid about what is achievable, staying involved when delivery becomes difficult and adapting the engagement as the customer's needs change. For Averanta, trust must be earned through judgement, follow-through and the quality of the people working with the client.
Business judgement connected to execution
His capabilities span enterprise growth, strategic accounts, business planning, commercial negotiation, service economics and operating governance. He understands how a promising opportunity becomes a viable service: the scope must be clear, the right capability must be available and the economics must support dependable delivery.
His technology-services experience covers cybersecurity, data and AI, cloud, enterprise platforms and managed services. He works with technical and domain specialists to translate business requirements into a practical approach, with clear ownership for the decisions, delivery and outcomes. His contribution is to connect the commercial and operating picture while enabling specialists to lead their disciplines.
People and leadership at the centre
Shailendra believes organisational capability is built through people who understand the purpose of their work and have the authority, support and accountability to deliver it. His experience includes building teams, developing leaders, aligning business and delivery functions and helping people take on broader responsibilities.
He brings a collaborative leadership style, supported by direct conversations and clear expectations. Coaching and mentoring are an extension of that approach: helping founders, leaders and teams work through real decisions, develop confidence and build an organisation that can sustain progress beyond individual effort.
Leadership for a changing market
As customers reconsider the role of AI, specialist partners and their own internal capabilities, Shailendra brings a business-led approach to change. His involvement in transformation discussions and proofs of concept informs how he evaluates the purpose of an investment, readiness to adopt it and the responsibilities needed to sustain its value.
For GCCs taking on broader mandates, that means connecting capability growth with service ownership and governance. For financial institutions and enterprises modernising their operations, it means considering data, security, workforce readiness and continuity alongside the technology. For growing services businesses, it means connecting customer acquisition with credible capability and sound economics.
What this means for Averanta's clients
Shailendra is building Averanta around an enduring commitment: understand the customer's business, bring the right expertise to the table and remain accountable for the agreed work. Clients should expect access to senior leadership, honest advice, respect for their internal capabilities and a clear view of how an engagement supports their wider ambitions.
His aspiration is for Averanta to become a trusted partner as organisations build their next stage of growth: helping them make informed choices, develop people and capabilities, and establish operations they can sustain. The relationship should remain valuable because Averanta continues to contribute, with knowledge and ownership transferred wherever that best serves the client.