Gainwell Technologies

Gainwell Technologies is a 12,500-employee, $3 billion revenue, Private Equity-owned Healthcare Technology Company. It is the leading provider of technology, services, and solutions vital to the administration and operations of health and human services programs. Gainwell is a new company with over 50 years of proven experience, a reputation for service excellence, and unparalleled industry expertise. It offers clients scalable and flexible solutions for their most complex challenges. These capabilities make Gainwell a trusted partner for organizations seeking reliability, innovation, and transformational outcomes.

In my current role, I lead a large-scale global enterprise transformation initiative that integrates people, processes, and technology to drive agility, scalability, and innovation across a $3B digital health business. I oversee the strategy and execution across ERP, enterprise applications, cloud, architecture, and analytics, enabling AI-powered, business-aligned outcomes.

LEADERSHIP HIGHLIGHTS:
► Enterprise Technology & ERP Leadership: 
Lead a global portfolio that includes SAP S/4HANA, Oracle PeopleSoft Cloud, Anaplan, data platforms, enterprise architecture, software development, cloud applications, reporting, analytics, and PMO.
► AI-Powered Transformation (AI, GenAI, AIOps, DataOps): 
Drive intelligent automation across the enterprise. Embed GenAI to improve service reliability, agility, and digital maturity.
► Strategic Alignment & Value Creation: 
Redesign IT operating models with OKRs and KPI governance to enable innovation and accelerate time-to-value. Shift internal teams toward growth-enabling initiatives.
► FinOps, Cost Optimization & TCO Reduction: 
Achieve cost optimization through vendor consolidation, modern licensing models, and global delivery model rebalancing.
► IT Governance & Compliance: 
Establish best-in-class SLA-anchored IT governance and audit frameworks that align with regulatory standards and enterprise risk priorities.

Global Head, Enterprise Technology Strategy & Transformation | AI, Data, ERP, Cloud, Innovation

IA FORUM

The IA FORUM (Intelligent Automation Forum) is an exclusive global community of C-Suites and senior executives across intelligent automation (IA), AI, technology, GBS, CoEs, and shared services who are driving digital and business transformation. The forum brings together world-class technology leaders to share best practices, benchmark initiatives, and exchange real-world insights.

Currently serving as a Senior Advisory Board Member, contributing to the forum’s direction by collaborating with executives, thought leaders, and practitioners to accelerate digital transformation, strengthen enterprise resilience, and deliver measurable business outcomes.

Focus areas include:
► Advancing dialogue on AI, Data, ERP, Cloud, and Intelligent Automation
► Supporting leaders in aligning technology with strategy, innovation, and risk management
► Helping position IA FORUM as a strategic asset for career growth and enterprise transformation

Senior Advisory Board Member

Forbes Technology Council

The Forbes Technology Council is an exclusive community for world-class CIOs, CTOs, and technology executives. Membership is by invitation only and is carefully vetted by a review committee based on their diverse experiences and qualifications. Criteria for acceptance include a proven track record of positively influencing business growth metrics and outcomes, along with notable personal and professional achievements and honors.

Official Member

Carestream

Carestream Health is a worldwide imaging company that provides digital X-ray products and X-ray film for the medical and non-destructive testing market worldwide. Carestream provides product, technical, and service support, including remote equipment and software management services. In addition, Carestream owns over 600 patents in digital imaging, film, and imaging chemistry. Carestream was formed in 2007 when Onex Corporation purchased Eastman Kodak's Health Group. Today, Carestream employs approximately 4,500 people who serve a global customer base. It is headquartered in Rochester, New York, and has locations worldwide.

Led enterprise architecture, systems modernization, and IT governance for a global medical device manufacturing company. Focused on aligning technology strategy with business goals and enabling transformation through automation, SaaS platforms, and architecture innovation.

LEADERSHIP SNAPSHOT:
► Directed enterprise-wide systems architecture and modernization strategy across ERP, corporate applications, and infrastructure platforms.
► Spearheaded automation of core business processes using RPA, improving efficiency and reducing manual complexity across finance and supply chain.
► Executed a large-scale infrastructure outsourcing initiative to modernize IT operations, streamline delivery, and reduce technical debt.
► Implemented a SaaS-based CLM platform, providing unified visibility into contract workflows and enabling improved commercial outcomes.
► Led global Annual Operating Plan (AOP) budgeting for IT, covering applications, data, automation, analytics, architecture, and infrastructure, focusing on business scalability and measurable ROI.
► Established enterprise architecture governance across application, data, business, infrastructure, and product domains.
► Represented the organization as a Forrester Research seat-holder, integrating emerging technology insights and best practices into architectural strategy.

Global Head, Enterprise Systems & Architecture | Digital Transformation, ERP, RPA, CLM, Governance

Change Healthcare

Reported to the Chief Accounting Officer. Led IT strategy, enterprise architecture, and digital transformation initiatives as part of the Change Healthcare–McKesson merger. Directed a large-scale business and technology integration program, including ERP unification (Oracle Fusion, SAP HANA clone), AWS cloud migration, and consolidating 450+ business applications, all executed within an 18-month TSA timeline.

LEADERSHIP HIGHLIGHTS:
► High-impact Business Leadership role executing the strategic, enterprise-wide implementation of Oracle Fusion for the Change Healthcare and SAP HANA clone for the former McKesson technology solutions business.
► Drove integration of business systems/applications and resources into an end-state ERP and migration to Amazon Web Services (AWS) Cloud, including 450+ applications, within an 18-month TSA timeline.
► Led the design and implementation of a best-in-class lean Chart of Accounts (COA) and reporting application, facilitating insightful analytics and financial information to Accounting, Corporate Finance, BU Finance, FP&A, Treasury, and Tax teams.
► Steered Organization Change Management (OCM) across the Finance organization. Conduct stakeholder management impact assessments and business readiness assessments covering 15K employees. Oversaw enterprise-wide user training plan, strategy & execution, and communications related to the program.
► Shaped long-term strategy/architecture of Corporate Financial systems /applications. Liaise with IT on the landscape of other ERP bolt-ons that impact finance, such as billing engines, SFDC, Workday, SAP Ariba, Hyperion Financial Management (HFM), etc.
► Implemented IT SOX and Business Process controls for Financial Applications, including segregation of duty analysis and mitigation plans.
► Developed finance data conversion strategy while considering internal and external reporting needs.

Vice President, IT Strategy & Enterprise Transformation | M&A Integration, Cloud, Shared Services

AGCO Corporation

Reported to the CIO. Led global enterprise applications, architecture, ERP strategy, and digital platform modernization initiatives for AGCO, a Fortune 500 agricultural equipment manufacturing leader. Directed the Cornerstone Program - AGCO’s strategic enterprise-wide ERP transformation initiative covering global business processes, automation, data, analytics, RPA, and platform architecture across North America, EMEA, and APAC regions.

LEADERSHIP HIGHLIGHTS:
► Led a global ERP and architecture organization with five Directors across functional domains, including business process, data, analytics, and reporting.
► Spearheaded enterprise solution architecture for the Cornerstone Program, AGCO’s flagship multi-region ERP modernization effort.
► Provided strategic vision for unified business process design, digital platform alignment, and transformation roadmaps across core enterprise systems.
► Re-established enterprise architecture governance, defining current and future state models across application, business, infrastructure, product, and data domains.
► Influenced IT investment decisions through lifecycle planning and architecture-driven modernization strategies.
► Implemented OKRs, KPIs, and quarterly reviews to align architecture with business strategy and eliminate silos across regional delivery teams.
► Acted as strategic advisor to the CIO on vendor platform selection, roadmap execution, and long-term architecture design.
► Championed global platform simplification, reduced technical debt, and accelerated cross-functional system integration.

Senior Director & Global Head, Enterprise Applications & Architecture | Digital Transformation & ERP

Amgen

Amgen is the world’s largest independent biotechnology company, known for pioneering biologic therapies and delivering cutting-edge treatments for serious illnesses. With operations in over 100 countries and a market capitalization exceeding $100B, Amgen is a global leader in scientific innovation, patient impact, and operational scale. 

As Global Head of the ERP Center of Excellence, I led enterprise-wide ERP and business intelligence strategy, enabling finance and operations transformation across 75 countries. I directed global SAP ERP, HRIS, and CRM programs, post-merger integrations, and service delivery optimization, supporting over 30,000 users, driving business alignment, digital enablement, and system modernization across the enterprise and global business services.

LEADERSHIP HIGHLIGHTS:
► Led the systems integration for the Onyx M&A integration into Amgen’s SAP ERP landscape, aligning business processes and ensuring regulatory compliance.
► Directed global SAP ERP and CRM initiatives, M&A systems integration, and enterprise application governance.
► Delivered substantial operational cost reduction by transitioning to a new service partner, adopting DevOps practices, and optimizing the IT operating model.
► Led an industry gold standard SAP Benchmarking assessment covering Strategy Alignment, Value Realization, and Operational Excellence.

Global Head, ERP Center of Excellence | SAP, Corporate Systems, M&A, Business Transformation

Pactiv Evergreen Inc.

Pactiv is a $4B leader in food packaging and supply chain solutions, serving global retail and foodservice industries. Reporting to the CIO with dotted-line accountability to the CFO, I led enterprise applications strategy and delivery across core business functions. My work focused on aligning enterprise systems architecture with business objectives while driving cost efficiency, operational performance, and shared services enablement.

LEADERSHIP HIGHLIGHTS:
► Defined enterprise architectural vision and led investments in corporate systems to align with long-term business strategy and digital transformation goals.
► Managed SAP ERP, Oracle HFM, Business Objects Planning & Consolidation (BPC), Ceridian Payroll, and Legal applications portfolio.
► Directed shared services integration for Finance, HR, and Legal, driving standardization and operating model redesign.
► Championed process automation and optimization using BI tools, contributing to cost reductions and improved reporting visibility.
► Spearheaded enterprise application rationalization and vendor consolidation to reduce complexity and technical debt.

Senior Director, Enterprise Applications & IT Strategy | SAP, Data, Business Transformation

Hollister Incorporated

Hollister Incorporated is a global medical device manufacturing company serving patients in over 90 countries. Hired by the CFO to lead enterprise applications and global applications strategy. Directed a high-performing global team across SAP, HRIS, CRM, BPC, BI, and Hyperion platforms, aligning IT capabilities with strategic business and finance transformation.

LEADERSHIP HIGHLIGHTS:
► Led global enterprise applications team covering SAP ERP, Business Intelligence (BI), Business Planning and Consolidation (BPC), and Hyperion application systems, across five manufacturing sites and 90+ countries.
► Reduced technical debt and increased enterprise agility by consolidating 14 legacy ERP systems into a single global SAP environment, streamlining support, and unifying business processes across regions.
► Partnered with global stakeholders and senior management to align enterprise applications with business objectives, compliance, and reporting modernization.
► Served on the IT Leadership and Steering Committee to prioritize, govern, and approve major technology initiatives. 
► Championed the design and rollout of a globally integrated financial planning and reporting system on SAP BPC, streamlining budgeting and forecasting across business units.
► Drove business process optimization and change management strategies to maximize adoption and ROI from standardized SAP platforms.
► Provided leadership towards effective change management for new processes and optimization of SAP usage by the business to maximize return on investment in the standardized application platform.

Global Head, Enterprise Applications & Transformation | ERP, SAP, Digital Operations, HRIS, CRM

Accenture

Accenture is a global consulting and technology leader serving Fortune 500 clients with strategic transformation and digital enablement programs. As Senior Manager, I led enterprise ERP and SAP transformation initiatives for global clients, including Dow Chemical and Corning Cable Systems, focusing on platform strategy, business process reengineering, and global program delivery.

LEADERSHIP HIGHLIGHTS:
► Directed SAP-led global transformation programs at Dow Chemical and Corning Cable Systems, including global design, implementation, and rollout across Finance, Supply Chain, Procurement, and HR.
► Partnered with CFOs and CIOs to shape the ERP roadmaps, build business cases, and drive delivery governance aligned with operational KPIs.
► Led business process transformation across Order to Cash, Record to Report, and Procure to Pay, achieving process standardization and automation.
► Oversaw large-scale global implementations with cross-regional teams (U.S., EMEA, APAC) and coordination of multi-vendor programs.
► Delivered system harmonization, data migration readiness, and post-go-live stabilization through best-in-class deployment strategies.
► Built transformation capability within client organizations, mentoring functional leaders, and establishing sustainable process ownership.

Senior Manager, Enterprise Solutions & Transformation | ERP, SAP, Global Delivery, Strategy

Vice President Elevating Business Performance, Growth and Efficiency Through Digital Transformation & IT Innovation | Enterprise Business Systems & Architecture | ERP Excellence | Data, AI, ML, RPA | Process Optimization

Technology does not create value. Strategy and people do.

As a senior technology executive, I have delivered $500M+ in enterprise value by leading AI-powered digital transformation, multi-ERP modernization (SAP S/4HANA, Oracle Cloud, Workday, PeopleSoft), enterprise architecture, and M&A integrations across 90+ countries. 

Over 20+ years, I have guided multi-billion-dollar organizations through programs that scale operations, strengthen resilience, and enable sustainable growth.

By combining cloud strategy, FinOps, and cybersecurity leadership, I ensure that technology investments deliver ROI, cost discipline, and shareholder value.

At Gainwell Technologies, I lead enterprise technology transformation across a $3B global organization, driving SAP S/4HANA & Oracle PeopleSoft Cloud modernization, enterprise architecture, data governance, GenAI, AIOps, and analytics platforms. These initiatives create value, optimize cost, maximize ROI, and enable scalable impact.

I partner with boards, CXOs, and private equity operating partners to align technology strategy with business goals, risk, cybersecurity, & compliance, reducing complexity, strengthening resilience, & enhancing the enterprise risk posture.

LEADERSHIP HIGHLIGHTS
► $1B+ multi-ERP modernization portfolio: directed SAP S/4HANA, Oracle Fusion/Cloud, Workday, Dynamics, and PeopleSoft transformations across 90+ countries, delivered on time and on budget
► Transformational leadership delivering $500M+ in enterprise value across global initiatives, including 10+ M&A integrations ($30B+ acquisitions)
► Enterprise architecture & compliance governance ensuring SOX compliance, IPO readiness, and cyber-resilience under aggressive timelines
► Board & CEO advisory: trusted partner aligning digital strategy, enterprise risk, and long-term value creation
► Operational excellence generating multimillion-dollar savings through FinOps, AIOps, DataOps, automation, vendor optimization, and IT modernization
► Business–technology alignment driving P&L growth, cost discipline, and measurable ROI
► Global leadership impact: mentored 400+ high-performance technology leaders and drove transformations at scale
► Recognized thought leader: Forbes Technology Council, Gartner CIO & CDAO forums; keynote speaker on AI, cloud, & transformation
► Certified digital transformation leader: AI Business Transformation, Generative AI, Technology Innovation, Digital Transformation
► Public recognition: face of Bayer Healthcare’s transformation, featured on 650+ billboards across Germany

Let's connect here or at ga@transformsmarter.ai

78% of organizations now use AI, but only a fraction are seeing real business impact.

The difference?
Some bolt AI onto old processes.
Others redesign their organizations around it.

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I’m seeing three major shifts across leading enterprises:
 → Governance models built around AI decision-making
 → Workflows redesigned to leverage AI capabilities
(Think: automated approvals with human oversight, not bottlenecked committees)
 → New roles emerging across every level of the organization

And the results speak for themselves:
Organizations that make these structural changes see 15 to 25% efficiency gains, 25 to 50% faster time-to-market, and far higher AI project success rates.

It’s not about having AI.
It’s about organizing around it.

Because your governance model either accelerates AI adoption or blocks it.
Your approval processes either enable innovation or hold it back.

So ask yourself:
“How is our governance structure enabling or limiting our AI potential?”

If you don’t have a clear answer, that’s your starting point.

🔁 Follow me for more insights on enterprise transformation.

What’s your biggest challenge in evolving governance for AI? 👇

#CIO #AITransformation #TransformSmarter

Ganesh Ariyur

Ganesh Ariyur, CIO, Global Technology and AI & Digital Transformation Executive, explaining ‘Adopting AI creates change. Organizing around AI creates transformation. #CIO #AITransformation #DigitalTransformation #TransformSmarter #TransformGenie

“Your AI pilot isn’t failing because the tech is bad.”

It’s failing because the business case was never real.

(read that again)

Most enterprises hear Agentic AI and see:
+ Reduced headcount
+ Faster workflows
+ Lower costs

But here’s what they should be asking:
 ➡ What exactly is the problem Agentic AI will solve?
 ➡ What is the cost of not solving it?
 ➡ And who benefits most when we do?

Let me break it down.

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Agentic AI isn’t your average chatbot.
It’s not “predictive text with attitude.”
It acts autonomously, iteratively, and even proactively.

But just because it can, doesn’t mean it should.
Enterprise leaders need to treat Agentic AI like a new hire.

So before you plug it into your workflows, ask these 4 questions:

 1. Is the task high-volume, low-creativity?
 Agentic AI thrives on repeatable tasks with minimal nuance. Think claims processing, report generation, or summarization, where scale matters more than style.

 2. Are the rules known, or can they be learned?
 The more structured your processes, the faster the AI adapts. But if humans can’t describe the task clearly, the agent won’t just “figure it out.”

 3. What does ‘success’ look like quantitatively?
 You need a baseline. Time saved. Revenue generated. Errors reduced. No fuzzy goals, no business case.

 4. Can you simulate before you scale?
 You wouldn’t hire a full team based on one resume. Same with AI agents. Pilot first. Measure second. Scale last.

As Peter Drucker once said:
"There is nothing so useless as doing efficiently what should not be done at all."
Agentic AI can do a lot.

But should it?
That’s the real assessment.

 ✅ Start small.
 ✅ Prove value.
 ✅ Scale with confidence.

Are you assessing Agentic AI or just experimenting?

👇 What’s your biggest hesitation when it comes to deploying Agentic AI at scale?
Let’s hear your thoughts below.

🔁 Follow me for more insights on enterprise transformation.

#CIO #AITransformation #TransformSmarter

Ganesh Ariyur, Global CIO and digital transformation executive, shares a strategic framework for evaluating the business case for Agentic AI in large organizations. The guide helps CIOs, CTOs, and AI leaders assess readiness, define success metrics, and drive measurable outcomes from AI investments.
This infographic outlines a 4-step executive roadmap:
• AI Planning: Define problems, evaluate costs, and clarify goals
• AI Execution: Start small, simulate value, measure results
• AI Strategy: Align AI with business objectives through defined roles and review loops
• Best Practices: What to do and avoid when integrating autonomous AI agents in enterprise settings
Professional infographic titled “Agentic AI Insights” featuring strategic decision blocks for enterprise AI leaders. Includes labeled sections, diagrams, and color-coded action items to help executives assess if Agentic AI aligns with digital transformation goals. TransformSmarter, CIO decision framework, Agentic AI Insights. 

The most dangerous place for a company to be is running perfectly in the wrong direction.

That happens when success metrics reward speed instead of relevance.

(Save this + ♻️ Repost if it is useful)

Every CEO says they are transforming.
Most are just optimizing.

Optimization improves the old model.
Transformation redefines it.

One drives efficiency.
The other builds resilience.

If your organization is running fast but not forward, it might be time to pause and rethink what progress truly means.

I explore this in my latest newsletter article, Optimize or Transform: The Digital Transformation Decision Every Leader Must Make.

How do you know when it is time to stop optimizing and start transforming? 
Share your perspective below.

#DigitalTransformation #CIO #TransformSmarter

View newsletter: Transform Smarter Blueprint

The most dangerous place for a company to be is running perfectly in the wrong direction. It happens when success metrics reward speed instead of rele

Open article: Optimize or Transform: The Digital Transformation Decision Every Leader Must Make by Ganesh Ariyur • 2 min read

Optimize or Transform: The Digital Transformation Decision Every Leader Must Make

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