TCS Names Amit Tiwari to Lead MarTech & Digital

TCS appoints Amit Tiwari as global head of Marketing Technology & Digital, a newly created position designed to bring its digital marketing, creative, and marketing technology teams under one integrated leadership umbrella. The appointment puts fresh emphasis on building a unified framework that connects technology, data, and AI-led marketing execution across TCS’s industry, services, and geography marketing teams.

TCS creates a new MarTech leadership role

Tata Consultancy Services (TCS) has elevated Amit Tiwari to serve as Global Head of Marketing Technology & Digital, a newly established role that consolidates key marketing capabilities—digital marketing, creative, and marketing technology—into a single, coordinated function. The intent behind creating this role is to align modern marketing execution with the realities of platform-first customer journeys and enterprise-grade technology systems, where marketing outcomes depend as much on orchestration and measurement as they do on messaging.

From an industry standpoint, this move signals that large, global services brands are treating marketing technology as a strategic growth lever rather than a back-office support function. In many enterprises, marketing teams now operate like product teams: they manage roadmaps, run experimentation programs, coordinate data flows, and optimize conversion pathways across channels that change continuously. When a company elevates marketing technology leadership to a global role, it often indicates a push for consistency in customer experience and stronger governance across regions, business units, and digital touchpoints.

For leaders tracking transformation in marketing operations, the bigger story is the convergence of creative and technology in one operating model. In the past, creative teams could be separated from performance, and performance could be separated from data engineering; today those boundaries create friction, slow down execution, and dilute accountability. A centralized leader can reduce duplication, standardize tool stacks, and ensure that marketing is not only visible—but measurable, scalable, and connected to enterprise priorities.

This is also the kind of strategic shift that draws attention from communities focused on practical AI adoption and enterprise innovation—topics regularly explored by the ai world organisation through the ai world summit and broader ai world organisation events. For professionals attending ai conferences by ai world, leadership changes like this provide real-world examples of how organizations are restructuring to make AI and marketing technology operational, not just aspirational.

A unified, AI-led marketing engine

In his LinkedIn announcement, Tiwari described a long-held belief that the strongest marketing is built on a foundation of robust technology, and that marketing and technology do their best work when they evolve together rather than operate as separate silos. He framed the new role as an opportunity to bring digital marketing, creative, and marketing CTO-linked capabilities into one structure to improve how the brand engages clients, builds awareness, generates demand, and drives measurable growth at scale using MarTech and AI. He also referenced authoring a book titled “Mar-Tech: A Marriage Made on Earth,” positioning the appointment as a continuation of his career-long focus on integrating marketing strategy with technology enablement.

Tiwari further indicated that he will partner with industry, services, and geography marketing teams to build a unified, AI-led, full-stack marketing engine that strengthens relationships and accelerates outcomes across both new wins and renewals. For a global enterprise brand, that “full-stack” idea generally implies aligning multiple layers—brand, demand, content, campaigns, lifecycle programs, analytics, and the underlying data and automation infrastructure—so marketing can perform consistently across countries, sectors, and account types.

A core implication of this approach is operational clarity: one shared framework can unify how teams plan campaigns, define audiences, manage content production, measure attribution, and report impact. It can also reduce the “tool sprawl” problem, where different teams buy overlapping platforms that don’t integrate well and create fragmented customer experiences. The effectiveness of modern marketing often depends on the systems beneath the surface—identity resolution, consent and privacy controls, tagging and event schemas, dashboard definitions, and the governance rules that keep them consistent over time.

This is precisely where AI becomes less about novelty and more about performance: AI can accelerate creative iteration, enhance personalization, automate routine workflows, and improve targeting efficiency—but only if the underlying data and processes are stable enough to support it. When marketing, creative, and MarTech work from a shared blueprint, AI adoption becomes easier to scale responsibly across regions and business units. That practical, implementation-driven lens aligns strongly with themes typically highlighted in the ai world summit and discussions anticipated for ai world summit 2025 / 2026, where enterprises compare what it takes to move from pilots to production at scale.

For the ai world organisation, this kind of enterprise operating-model change is also a valuable case study for marketing leaders, CMOs, growth teams, and transformation heads who attend ai world organisation events to understand what “AI-led marketing” looks like in the real world. It reinforces a message that often gets lost in surface-level conversations: tools don’t transform businesses—integrated operating models do, and tools enable them.

Amit Tiwari’s background and mandate

Amit Tiwari has been with TCS since 2021 and most recently served as Global Head of the Marketing Demand Centre before taking on the new global marketing technology and digital role. Earlier in his career, he held senior marketing leadership roles at Havells India and Philips, with experience spanning brand, media, strategy, and digital transformation.

That blend of experience matters because the demands of modern marketing leadership are broader than a single discipline. Brand leadership builds narrative discipline and long-term equity; media and performance experience builds measurement rigor; digital transformation experience builds the muscle to change processes, adopt new systems, and lead cross-functional teams through ambiguity. When these capabilities converge, a leader is better positioned to create a marketing system that doesn’t just produce campaigns, but produces repeatable outcomes—demand creation, pipeline influence, stronger client relationships, and clearer growth signals that tie back to business goals.

At the enterprise level, a “global head” mandate is rarely about a single campaign or a single platform. It’s about setting standards that teams can use without losing local agility: consistent audience definitions, consistent measurement logic, consistent creative production pipelines, and consistent governance for AI usage and data practices. In practice, that can mean setting global principles while allowing local teams to customize messaging, channel choices, and cultural nuances—without breaking the measurement model or fragmenting the customer experience.

Another major dimension is stakeholder alignment. Marketing technology sits at the intersection of marketing, IT, data, security, compliance, and business leadership. A leader in this role typically has to create shared language across these groups: marketers speak in outcomes and audiences, while technologists speak in architecture and scalability, and security teams speak in risk and controls. The real value comes from turning these into a single operating rhythm so that innovation doesn’t get stuck in approvals, and governance doesn’t become a blocker to growth.

The appointment also highlights a wider shift in how marketing careers are evolving. Traditional marketing paths emphasized communications and brand storytelling; modern paths increasingly include data fluency, platform understanding, automation thinking, and the ability to design systems that scale. This reflects how marketing has become a “systems discipline” in many global companies, where execution depends on infrastructure, integration, and repeatability as much as creativity.

For professionals following talent moves and capability-building trends, this kind of role creation offers a clear message: marketing technology is now a leadership priority, and organizations want leaders who can connect creativity, data, AI, and enterprise tech into one coherent growth engine.

What this shift means for enterprise marketers and AI leaders

For enterprise marketers, a consolidated Marketing Technology & Digital leadership structure can change how quickly teams execute and how consistently they measure success. When multiple functions share one roadmap, teams can reduce delays caused by handoffs, rework, and competing priorities. Faster execution can be a competitive advantage in markets where client expectations shift quickly and where digital experiences influence brand trust as much as traditional reputation.

For growth and demand teams, the bigger advantage is often visibility: a unified marketing engine can clarify where demand comes from, what content influences decisions, how accounts move through lifecycle stages, and which interactions lead to pipeline and renewal outcomes. With a shared measurement framework, marketing can answer the toughest questions leaders ask: What is working, for whom, in which market, and why? When those answers become clear, budgets can be optimized more confidently and performance improvements become repeatable rather than accidental.

For AI leaders and practitioners, the story is equally important because it shows where AI can be applied responsibly and at scale. AI in marketing can be transformative, but it can also amplify inconsistency if the underlying data is fragmented or if teams use different rules and definitions. A unified framework makes it easier to introduce AI capabilities—like predictive scoring, personalization, creative variation testing, and workflow automation—while maintaining governance, quality controls, and brand consistency.

This is why marketing technology leadership belongs in the broader AI transformation conversation, not on the sidelines. AI does not sit only in product engineering or analytics teams anymore; it lives in how companies acquire customers, communicate value, and build trust through digital channels. As more organizations adopt AI-led marketing models, the competitive benchmark shifts from “Who has AI?” to “Who has an AI-ready operating model?”—and that usually comes down to data discipline, platform integration, and cross-functional alignment.

For the ai world organisation, updates like this are meaningful because they provide current, enterprise-grade examples that can shape panels, workshops, and peer discussions at the ai world summit and other ai world organisation events. In the run-up to ai world summit 2025 / 2026, the rise of roles that unify creative, MarTech, digital, and AI capabilities is likely to be a recurring theme—especially for leaders looking to operationalize AI across customer experience, marketing performance, and brand building. Communities that track these shifts closely, including attendees of ai conferences by ai world, can use the signal to sharpen their own priorities: unify the stack, unify measurement, and then scale AI where it drives real business outcomes.

For readers on The AI World Organisation’s platform, this appointment also reinforces a practical takeaway: transformation is not only about choosing new tools—it’s about designing leadership, processes, and accountability that make technology and creativity work together every day. That is where sustained growth is built, and that is where modern marketing earns a seat at the strategic table.