The key opportunities lie at the intersection of platformisation, data, and AI: Xoriant’s Rohit Kedia

US-based IT engineering and consulting firm Xoriant has been expanding in the Indian market by setting up new delivery centers, co-creation with clients and through the acquisition route. In a TechCircle interview, Rohit Kedia, who has been appointed chief executive officer (CEO) of the ChrysCapital-backed company in February, said that these moves enhance capabilities in product engineering, cloud services, artificial intelligence (AI) and data analytics while tapping into the country's talent pool. Kedia, an IT industry veteran, and a former LTIMindtree executive, explains the company’s strategy and roadmap for the India market. Edited Excerpts: '

The company has made several acquisitions in the last 2-3 years. Are there plans for similar or different acquisitions in the next 1-2 years? What criteria regarding size, sectors, geographies, and enterprise value will guide your selection of potential targets?

Over the last few years, Xoriant has made strategic acquisitions to strengthen capabilities in key areas such as cloud, data, and digital engineering. These moves have been accretive not just in scale, but more importantly, in bringing in specialised talent and differentiated IP that enhance our value to clients. Looking ahead, we remain open to inorganic opportunities, guided by a clear strategic lens. Our focus is on acquiring companies that amplify our engineering DNA, accelerate our presence in high-growth verticals, or bring niche capabilities in areas like AI, data engineering, or platform modernisation. Geographic expansion may be a consideration, but strategic fit takes precedence over footprint.

We are not driven by size thresholds or enterprise value benchmarks. What matters most is whether an acquisition aligns with our vision of helping customers become software-defined businesses. With the agility of a private equity (PE)-backed company, we have the flexibility to move decisively when the right opportunity presents itself. Every move must ultimately serve our long-term mission of driving meaningful innovation and growth for our clients.

What growth did the company achieve in FY 24- 25, and do you expect to exceed the ₹1,000 crore revenue-mark in FY26?

As a privately held company, we do not disclose specific financials. That said, FY25 was a year of disciplined execution and foundational momentum. We sharpened our focus on high-value engineering work, strengthened our capabilities in AI-led transformation, and deepened client partnerships across key verticals. These moves have put us on a solid trajectory.

The market continues to evolve rapidly, and our strategy is anchored in building long-term value rather than chasing short-term milestones. The ₹1,000 crore-mark is not just a financial aspiration — it represents the kind of scale at which our engineering-led impact can be even more meaningful. Our priorities are clear: stay deeply relevant to our clients, expand into adjacencies where we have a right to win, and continue investing in the future of engineering. With that mindset, we are confident about sustaining strong momentum in FY26.

Given the current volatility in the IT sector, what strategies do you have to maintain competitiveness? Where do you see the most significant opportunities?

Volatility in the IT sector is a given, especially in a period of deep technological and business model shifts. I fundamentally believe that there is more digital demand in the world than there is digital capacity. So our approach is not to react to cycles but to stay structurally resilient and strategically differentiated. We are anchored in digital engineering, and that space continues to see strong demand as every enterprise moves closer to becoming a software-defined business.

Our competitiveness is driven by three pillars. First, a sharp focus on mission-critical platform engineering, where we bring deep capabilities that are hard to replicate. Second, the integration of AI into both what we build and how we build, allowing us to deliver smarter, faster, and more scalable outcomes. And third, staying agile in how we work, how we partner, and how we respond to new client needs. This is where we are currently spending a lot of time and investment in upskilling our teams.

The most significant opportunities lie at the intersection of platformisation, data, and AI. Enterprises are seeking not just cost efficiency, but true transformation — whether that’s building new digital revenue models, modernising legacy systems, or embedding intelligence into the core of operations. That’s where we see Xoriant playing a pivotal role, with precision and purpose.

Which areas do you think need improvement compared to your competitors?

Every company, no matter how successful, must continuously reflect on areas where it can do better. At Xoriant, we operate from a position of strength in engineering excellence and client trust, but there is scope to elevate how we scale these capabilities with even greater consistency and velocity.

Compared to some of our larger peers, we can improve in areas such as brand visibility, depth of vertical expertise in certain industries, and the breadth of go-to-market execution. These are important dimensions as we evolve from being a high-quality engineering partner to a more strategic transformation partner for our clients. Ofcourse, with our PE-backing these become attainable at speed. All we have to do is add more fuel to the fire, strategically.

We are also investing in upskilling our talent, building stronger partnerships in the AI and cloud ecosystem, and accelerating our ability to deliver end-to-end outcomes. The aspiration is not just to catch up, but to redefine how engineering-led services are delivered in the era of intelligent platforms. That’s the mindset we are bringing into every aspect of our evolution.

What is your technology strategy for FY26, and which specific areas will you focus on for technology investments to drive business growth?

Our technology strategy is rooted in the belief that every business is becoming software-defined, and the future belongs to companies that can build, scale, and intelligently operate digital platforms. We are doubling down on two dimensions — AI for engineering, and engineering for AI. On one hand, we are embedding AI across the software development lifecycle to drive productivity, speed, and better outcomes. On the other hand, we are helping our clients build AI-native platforms and data ecosystems that unlock new business models and revenue streams.

Investment-wise, we are prioritising areas such as AI engineering, cloud-native modernisation, secure software design, data monetisation frameworks, and tools that accelerate platformisation at scale. Alongside that, we are reimagining developer experience, strengthening DevSecOps, and investing in reusable accelerators that compress time to value for clients. This strategy is not about chasing trends — it is about making technology investments that are tightly aligned to the emerging needs of our customers, and building the future of engineering with intent.

Are you planning to further expand your operations in the Indian market, or are alternative growth strategies being considered?

India remains a core part of our delivery, talent, and innovation strategy. As the digital engineering landscape continues to evolve, we see India not just as a cost-effective location but as a hub for next-generation capabilities, especially in areas like AI, cloud-native development, and platform engineering. We are constantly evaluating how to deepen our presence across key cities, expand our talent pool, and strengthen our collaboration with GCCs and innovation ecosystems in India. At the same time, our growth strategy is not limited by geography. We are actively looking at opportunities to scale in client markets through deeper vertical focus, strategic partnerships, and differentiated offerings.

Whether it’s through expanding delivery capacity, co-innovation with clients, or building IP-led solutions, the intent is to grow in a way that aligns with our core strengths. Growth for us is not just about adding locations — it is about becoming more relevant, more strategic, and more future-ready in every market we operate in.

Can we anticipate a public offering in the next 3-5 years, and will it be in India or international markets?

As a company backed by private equity, we remain focused on building long-term value through sustained growth, differentiated capabilities, and deep client trust. Our priority right now is to scale the business, invest in engineering-led innovation, and expand our strategic relevance across key markets. A public offering is one possible path in the future, but it is not the focus at this stage. The next few years are about strengthening our foundation, accelerating our momentum, and building a business that is both structurally resilient and highly differentiated. Decisions around future ownership or listing will be made in due course, in alignment with our shareholders and based on what best supports our long-term ambitions. 

How do you leverage your extensive experience from LTIMindtree and Infosys to enhance Xoriant's business?

My experience at LTIMindtree and Infosys has been deeply formative, not just in understanding the mechanics of scaling large technology businesses, but in recognising the transformative power of digital engineering. The experience have been diverse – from entry level to the C-suite - across business growth and engineering, and now to a more agile and engineering-focused organisation in Xoriant. We have many unique advantages: deep engineering DNA, solutioning capabilities & mindset and a nimble structure, supported by PE-backing. My role is to amplify these strengths by creating the right strategic scaffolding for growth, be it through sharper go-to-market execution, upskilling our teams for the future, or partnerships in the AI-driven ecosystem. Typically, I see my mandate as helping Xoriant enabling clients to become software-defined via mission-critical platforms, intelligent models, and resilient, rapid deliverables.