Capgemini names Vishnu Kant T. Director in EA

Capgemini appoints Vishnu Kant T. as Director

Vishnu Kant T. has taken on a new role as Director at Capgemini, bringing 15+ years of experience across enterprise architecture, SAP S/4HANA programs, and AI/ML-driven transformation work. In his profile update, he is listed as based in New Delhi and stepping into the role from February 2026 onward.

In today’s consulting and enterprise-tech market, this kind of appointment is less about a title change and more about a signal: global organizations want leaders who can modernize the “digital core” while also making AI practical, governed, and measurable. That’s exactly the intersection where Vishnu has built his career—ERP architecture, data and integration, and real-world AI delivery—across multiple geographies and high-stakes transformation environments. For enterprise clients, the value is clear: migrations and platform shifts succeed when architecture, change management, and execution discipline move together instead of in silos.

From the perspective of the ai world organisation, leadership stories like this matter because they show where enterprise adoption is heading: clean-core ERP modernization, composable architecture, and AI platforms that can be scaled responsibly, not just piloted. This is also the type of practitioner-led experience that fits naturally into the ai world summit conversations—how to move from legacy complexity to an integrated digital core while still leaving room for continuous AI innovation. In the broader context of ai world organisation events and ai conferences by ai world, this appointment highlights a key theme for ai world summit 2025 / 2026: enterprise architecture is now the “control tower” for AI at scale.

A career built on ERP + AI execution

Vishnu’s profile describes him as a certified enterprise and SAP architect and AI tech lead with over 15 years of consulting and delivery experience across France, the USA, the Netherlands, the UAE, and the Asia-Pacific region. The through-line in his work is not just SAP implementation, but end-to-end delivery—covering architecture design, rollout, and support, and coordinating functional, data, integration, and development teams across regions. That blend is increasingly rare in complex programs because many leaders specialize either in blueprint/strategy or in delivery mechanics, while large-scale migrations require both.

A major part of his recent track record is tied to airline-scale transformation, where operational resilience, regulatory constraints, and 24/7 business continuity make “digital core” projects harder than typical enterprise rollouts. In his previous role at Etihad, he is listed as SAP Enterprise Architect & AI Tech Lead (contractor), working from September 2023 to November 2025 in Abu Dhabi. The experience section highlights responsibilities spanning an ERP transformation RFP, SAP S/4HANA digital core selection, governance for ECC-to-S/4HANA conversion, and architecture alignment across SAP, Azure, and data platforms.

What stands out is the explicit positioning of AI as a platform capability, not a side project: his profile states he conceived, built, and launched Etihad’s first AI Hub, and delivered 20+ enterprise AI/ML applications, including an AI assistant used by 10,000+ employees. Those are the kinds of production-grade adoption signals enterprise leaders look for—proof that AI has moved beyond labs into day-to-day workflows with measurable reach and change adoption. This is precisely the type of applied delivery story that the ai world organisation aims to surface through its global summit ecosystem, so practitioners can compare what worked, what failed, and what governance patterns actually scale.

If you’re shaping content for the ai world summit, the relevance is immediate: most organizations are still struggling to connect AI ambition with core system modernization timelines. Vishnu’s trajectory shows a pragmatic pattern—modernize the digital core, upgrade the integration backbone, and build an AI hub with governance and pipelines that can serve multiple business units rather than isolated proofs of concept. For ai world organisation events, this is also a reminder that enterprise architecture leadership is now a business leadership lane, not only a technology role—because the “core migration + AI” stack reshapes operating models, data accountability, and decision rights across the organization.

What the Director role signals at Capgemini

In Capgemini, Vishnu’s role sits in a high-impact zone where large organizations need confidence in modernization outcomes: digital core migrations, SAP S/4HANA transformation, and the integration of new technology landscapes into legacy environments without breaking business continuity. His experience section explicitly references work across enterprise architecture, SAP S/4HANA transformation, SAP BTP, integration modernization, and hybrid application patterns—areas that directly map to what global enterprises are buying in consulting today. The move also reflects how consulting firms are increasingly building leadership benches around “transformation as a product”: repeatable patterns for clean core, reference architectures, integration blueprints, and AI acceleration frameworks.

At a practical level, the Director lens typically means two simultaneous mandates: delivering outcomes in active programs and shaping the roadmap for a capability area—how the practice sells, delivers, and governs its work across multiple client contexts. Vishnu’s profile references leadership across solution design, data migration strategy, integration architecture modernization, and AI platform builds, which are all domains that frequently become program failure points if not governed end-to-end. So the appointment can be read as Capgemini doubling down on architects who can own the “whole chessboard,” not just one stream.

For enterprise clients considering SAP S/4HANA, the shift to a clean-core approach and composable architecture is not a buzzword exercise—it changes how you design extensions, where you place custom logic, and how you protect upgrade paths. Vishnu’s profile mentions composable architecture patterns leveraging SAP BTP services and analytics/data components, and migration from older integration setups to SAP BTP Integration Suite—exactly the kind of modernization required to reduce long-term technical debt. It also signals a delivery mindset that recognizes integration as a first-class architecture domain, because a digital core migration without integration modernization often just relocates complexity rather than reducing it.

From the ai world organisation perspective, this is a strong story to contextualize a broader industry truth: AI strategy cannot be separated from core modernization strategy anymore. When ERP becomes the decision backbone for finance, supply chain, procurement, and HR, adding AI on top without rethinking data flows, identity, and integration patterns creates fragile systems and governance gaps. That’s why the ai world summit and other ai world organisation events can use stories like this to frame actionable sessions: not “AI will transform ERP,” but “here’s how to build the architecture and delivery rails so AI can safely transform ERP.”

The Etihad chapter: digital core + enterprise AI hub

Vishnu’s Etihad tenure, as presented in his experience section, reads like a playbook for high-stakes transformation: start with a rigorous RFP and platform selection, define the bill of materials across core ERP and adjacent suites, govern conversion phases end-to-end, and align the enterprise architecture blueprint across SAP and hyperscaler ecosystems. It also includes modernization of integration architecture, specifically the shift from SAP PI/PO to SAP BTP Integration Suite, which is a common inflection point for organizations trying to move from point-to-point fragility to more scalable integration patterns. The profile also describes hybrid application development using SAP BTP services and CAPM framework approaches, which points toward an extensibility strategy that can reduce “core custom code sprawl.”

Data migration is another critical dimension called out in the profile—using tooling and automated pipelines for cleansing, transformation, validation, reconciliation, and cutover execution. In SAP transformations, data is where “strategy meets reality,” because master data quality, mapping complexity, and reconciliation discipline often define go-live success more than the application configuration itself. By highlighting automated cleansing and reconciliation pipelines, the profile signals a focus on operational rigor, not just architecture diagrams.

The enterprise AI hub portion is especially relevant for ai world summit 2025 / 2026 narratives because it bridges the gap between AI experimentation and enterprise operationalization. His profile states he built Etihad’s first AI Hub “fully hands-on” using Azure and Google Cloud Platform, and established governance, pipelines, and infrastructure at an enterprise level. It also states delivery of 20+ AI/ML applications including fuel optimization, guest sentiment analytics, predictive maintenance, revenue assurance, and cashflow forecasting, plus an AI assistant used by 10,000+ employees.

For readers following ai conferences by ai world and the ai world summit, this matters because it demonstrates AI’s strongest enterprise value pattern: focused business problems, measurable adoption, and a platform model that enables reuse rather than restarting from scratch for each new use case. It also provides a credible answer to a frequent executive question: “Should AI be embedded in every program, or centralized?”—with the practical approach being a hybrid, where an AI hub provides guardrails and shared capabilities, while business units still own outcomes. This is exactly the kind of discussion the ai world organisation can elevate at the ai world summit 2025 / 2026 through practitioner-led sessions, case-based panels, and architecture roundtables.

Why this matters to leaders—and to AI World Summit 2025/2026

For CIOs, enterprise architects, and transformation sponsors, the takeaway from this appointment is straightforward: the market is rewarding leaders who can unify ERP modernization, data/integration design, and AI platform thinking into one coherent execution system. That’s also a response to a reality many global enterprises face: they can’t pause business operations to “do transformation,” so leaders must deliver modernization in a way that preserves continuity, reduces risk, and still creates space for innovation. When this is done well, organizations get a stable digital core and a scalable innovation layer, rather than a brittle stack of disconnected upgrades.

This is where the ai world organisation can intentionally position its editorial and event programming: the ai world summit is not only about AI breakthroughs, but about the enterprise mechanisms that turn AI into repeatable value—architecture standards, identity and access patterns, data governance, integration modernization, and operating model design. In ai world organisation events, stories like Vishnu’s help anchor the conversation in delivery reality—how to design for clean core, how to avoid “customization traps,” how to select the right extension patterns, and how to build AI governance that enables speed without creating uncontrolled risk. And for ai conferences by ai world, this topic has strong search and audience pull because it targets a high-intent segment: organizations actively budgeting for SAP S/4HANA migrations, cloud platform modernization, and enterprise GenAI enablement.

For ai world summit 2025 / 2026, this narrative can also be framed as a “leadership lens” story: modern enterprise leaders need to speak both languages—board-level value and engineering-level feasibility. Vishnu’s profile reflects that duality through references to enterprise architecture governance, multi-geo delivery, integration strategy, and the hands-on building of AI hub capabilities. From a content strategy standpoint for the ai world organisation, this can be turned into a broader editorial arc: the new enterprise director archetype is an operator-architect—someone who can govern a roadmap, influence stakeholders, and still understand what it takes to deploy platforms, pipelines, and integrations in production.