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Kepler
Airo
Zuse
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Kepler
Airo
Zuse
Founders
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connect@kairhos.com

Privacy Policy
Terms of Service

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Kairhos | Performance Accelerator Platform

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Kepler
Airo
Zuse
Founders
Careers
connect@kairhos.com

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United States:
Kairhos Inc.
16192 Coastal Highway
Lewes Delaware 19958

India:
Kairhos Labs Private Limited
62 The Pavillion Church Street
Bangalore 560 001

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Global Capability Center - fulfillment options and maturity models

Global Capability Centers (GCCs) have become a pivotal element in the strategic landscape of global business operations. These centers are essentially offshore units that undertake a variety of tasks ranging from back-office operations to core business functions and innovation activities. The evolution into GCCs signifies a maturation process where offshoring is not just about cost savings but also focuses on adding long-term value to the organization, enhancing quality, stability and standardization of technological environments and fostering a culture of innovation and excellence.

GCCs serve multiple purposes, including but not limited to:

Strategic Drivers and Business Intent:

They are driven by a need to adapt to a maturing environment where offshoring has become mainstream, aiming to leverage the strategic advantages that come with global sourcing. This includes increasing competitive potential, managing regulatory pressures and utilizing technology as a source of competitive advantage.

Operational Excellence and Innovation:

GCCs aim to create a replicable core competency for the organization that involves managing risks, adhering to regulations and creating an efficient and high-quality service delivery system that is at par or better than Third Party Providers (TPPs).

Talent Management and Culture:

They focus on attracting and retaining talent, establishing a performance culture governed by tight Service Level Agreements (SLAs) and avoiding a captive culture, thereby ensuring the GCC aligns with the organization's cultural values and people principles.

Risk Mitigation and Compliance:

GCCs prioritize control over ownership, governance, people and processes with appropriate data security and intellectual property protection. They aim to mitigate risks associated with sourcing services from TPPs.

Cost and Efficiency:

While establishing a GCC, organizations aim to minimize lead times, potential regulatory implications and management time required during the setup and delivery phases, all while leveraging local tax incentives and maintaining control over costs.

The whitepaper indicates a holistic approach towards establishing GCCs, emphasizing not just the operational and strategic aspects but also highlighting the importance of governance, culture and innovation. This approach ensures that GCCs are not seen merely as cost centers but as integral parts of the organization contributing to its strategic goals and competitive edge.

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Global Delivery Partnerships - maturity and effectiveness markers

The Global Tech Delivery Maturity whitepaper is a comprehensive strategic assessment involving various facets of a legacy organization’s global delivery program, including leadership, strategic planning, operational adoption and partnership models.

A high-level overview of the document:

Executive Summary and Strategic Assessment:

This is an executive summary that contains situation assessment, recommendations, capability appraisals, adoption, investments, leadership and sourcing model among other key points.

Global Delivery Program Strategy:

This section discusses strategic assessments related to the legacy organization’s global delivery program, including evaluations of capability structures, governance, best practices and roadmap for partnerships.

Adoption - Current State Heatmap:

Covers operational specifics such as 24x7 support for various technology platforms and security monitoring, indicating a section on the current state of technology adoption and support.

Captive Fulfilment Models:

There is a section dedicated to captive fulfilment models, including key considerations, assessments and recommendations, along with a timeline divided into horizons marking different phases of implementation or strategy.

Strategic Recommendations:

The document provides references to strategic recommendations, including draft lists, pre-reviews, baseline recommendation reports and various models (Federated, Extended, Delegated, etc.) for partnership structures or operational enhancements.

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Tech transformation and stabilization - operate model considerations

This paper encompasses several key themes such as innovation, execution and excellence, delivery and ingenuity. It emphasizes a vision for what is and what can be, suggesting a forward-looking approach to technology transformation and stabilization.

Specifically, it mentions a 3-pronged approach to manage the supply-chain for predictable and self-improving delivery, including supplier performance management, contractual coverage and delivery certainty interlocks. The paper also focusses on service delivery, including availability plans, design criteria, targets/thresholds and reports including audit reports and analysis. A stage referred to as "REPEATABLE," suggesting a phase or approach within the project or methodology is one of the key elements of this paper.

This document focuses on the strategic approach to technology transformation, emphasizing innovation, excellence and a structured, repeatable process for delivery and service management.

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Tech Run - focus areas, controls and measurability

This paper focusses on enhancing IT service management through proactive service level management, detailed performance metrics and a comprehensive approach to availability, capacity and continuity management. It focuses on several key areas critical to IT service management and performance measurement.

The points are:

Service Level Management Transition:

The paper talks about moving from a "reactive" to a "proactive" approach in service level management. This includes defining business measurements in the Availability Plan and generating reports to analyze actual availability against agreed service targets, with operations logs providing chronological information for review and examination.

Key Performance Indicators (KPIs) and Critical Success Factors (CSFs):

It outlines specific KPIs such as the percentage reduction in IT Service unavailability, reduction of business overtime costs due to unavailability, reduction in failures during critical times, improvement in business and user satisfaction with IT services and providing cost-justified availability. These KPIs are linked to CSFs like meeting agreed business requirements and managing the quality and quantity of IT services.

Availability Design:

The paper emphasizes that availability design must account for Security Service Level Requirements (SLR) and adhere to the corporate Security Policy. It highlights the importance of meaningful standardized reports on Availability Management, including metrics like number of outages, Mean Time To Repair (MTTR), Mean Time Between Failures (MTBF) and Mean Time Between System Incidents (MTBSI).

Management Topics:

It covers management areas such as Availability, Capacity, Service Continuity and Service Level Agreements (SLA). It mentions the involvement of the Change Advisory Board (CAB) and Emergency Change Advisory Board (ECAB) in decision-making processes, the tracking of temporary workarounds and registered problems and the focus on resolving incidents quickly to manage the quality of IT services efficiently.

Incident Management:

The paper touches upon incident management, outlining metrics for tracking incidents by business department and severity, aiming for reduced response times and managing the quality and quantity of IT services.

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Non-banking financial institutions - Tech blueprint for digital disruption

The paper gives a comprehensive plan for technology and infrastructure development within a financial services context.

The blueprint outlines several key areas:

IT Governance and Control:

It emphasizes the importance of a governance framework that includes monitoring performance through a Technology Balanced Scorecard and managing IT risks as a second line of defence.

Infrastructure Hosting Considerations:

For executive attention, it recommends pursuing a "Trusted Private Cloud" for infrastructure hosting, considering factors like reliability, availability, security, scalability and recoverability.

Resident IT Capability:

The paper advises on having a robust IT capability for scalability, sustainability and compliance, suggesting a lean team size supported by Agile delivery processes.

Assessment and Operations Process:

It details a process that includes psychometric evaluation, digital document capture and field visits for loan disbursal.

Risk and Operations Management:

It discusses frameworks and analyses for managing consumer fraud, money laundering and portfolio health including credit/market risk evaluation and recovery maximization.

Strategic Achievements:

Highlights career accomplishments of a Group CIO and a Regional CIO, showcasing experience in technology transformation and management in the banking sector.

Technology and Automation:

Mentions the integration of automation in core platforms covering loan management and collections.

IT Change Management:

Outlines the processes for defining technology roadmaps, delivering turnkey solutions and integrating products with sales, operations and risk management.

This summary encapsulates the strategic objectives, operational processes and governance structures proposed in the tech blueprint for a large financial services company, focusing on leveraging technology for improved performance, compliance and risk management within the non-banking financial company (NBFC) sector.

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Digital transformation for financial institutions

A comprehensive paper which provides details on the collaboration of various industry experts and technology providers, with a significant focus on the financial services sector. The document outlines the partnership with FIS Global as the technology backbone provider, emphasizing their role in developing and integrating systems crucial for financial services. Key aspects of the project include the implementation of technology and operational strategies to enhance customer service, streamline operations and improve governance and flexibility in business processes.

The document highlights several advantages of adopting a collaborative technology offering, such as de-risked deployment, business flexibility, improvement in time-to-market and cost efficiency compared to dedicated setups. It also mentions the strategic benefits of integrating mobile and digital banking channels, leveraging cloud computing and building an intelligent information infrastructure to realize technology ROI in financial services.

Furthermore, it discusses the implementation blueprint, including technology coverage, go-live support, testing services, data migration and managed services. It emphasizes the creation of simplified technology platforms, optimization of customer experiences, and the continuous benchmarking of enterprise performance against key performance indicators.

In essence, it is a document that outlines the strategic, technological, and operational framework aimed at enhancing the efficiency and effectiveness of financial services through innovative technology solutions and partnerships.

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⁠Focus areas to setup a Small Finance Bank

The document provides a comprehensive guide on setting up a Small Finance Bank, covering governance, human resources, partnerships, operational models, financial management, risk management and customer service excellence.

Here's a summary of the key focus areas and components outlined:

Governance and Policies: 

The document outlines the importance of a robust governance structure, including IT, HR, operational risk management, legal policies and fair practices code for lenders. A comprehensive approach towards governance ensures that the SFB operates within regulatory guidelines and maintains high standards of corporate governance.

Leadership and Human Resources: 

Emphasis is placed on leadership training, hiring strategies, compensation benchmarking and organizational structure. This includes key leadership hires in various departments such as branch banking, human resources, credit, retail assets and treasury/ALM. The document highlights the need for a clear organizational hierarchy and role segregation to ensure efficient operations.

Partnerships and People Management: 

The document discusses the strategy for assessing and implementing partnerships, including a roadmap for implementation. It also covers role definitions, job descriptions and a competency framework, indicating a focus on building a competent workforce aligned with industry standards.

Operating Model and Finance Management: 

 An extensive operating model covering workflow, data flow, and performance management models is detailed. This includes financial aspects such as balance sheet management, financial accounting, capital management and compliance with regulatory reserves requirements.

Risk, Audit, and Compliance Management: 

The document outlines a risk management model compliant with the Reserve Bank of India (RBI) guidelines, detailing the risk governance structure, risk profile assessment and the establishment of committees and charters for effective risk and compliance management.

Investment and Regulatory Compliance:  

It mentions the investment model for government securities and other approved securities, highlighting the importance of maintaining regulatory reserves like CRR (Cash Reserve Ratio) and SLR (Statutory Liquidity Ratio).

Business Performance and Customer Service: 

The document discusses the development of Management Information Systems (MIS) for monitoring business performance across various segments and emphasizes customer service delivery indicators and metrics.

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⁠Cloud security considerations for financial institutions

It discusses best practices for security in cloud adoption among banks, with a focus on addressing the unique security, compliance and operational challenges associated with cloud computing within the financial sector.

Key highlights from the document include:

Introduction to Cloud Computing in Banking: 

It mentions the traction and adoption of cloud services in the banking and financial markets space in India, highlighting variations in adoption based on operational cost reduction desires and openness towards newer technologies.

Legal and Regulatory Landscape:

The document outlines how laws and regulations in India must evolve to accommodate the use of cloud services in the financial sector. It references a report by the RBI Working Group on Information Security, which advises banks to exercise caution and conduct thorough due diligence to assess risks before considering cloud computing.

Security and Compliance Challenges:

It discusses the security and privacy concerns associated with cloud computing, emphasizing the need for financial institutions to understand these challenges thoroughly. The document suggests that successful cloud adoption in the financial sector requires addressing these identified concerns, among others.

Best Practices and Control Requirements:

The document provides best practices for security in cloud adoption, detailing control requirements, sources from Indian laws & regulations, and guidance. It also assesses the relevance of these practices and controls to Software as a Service (SaaS) and Infrastructure as a Service (IaaS) models.

Cloud Adoption Case Studies:

Specific references are made to the community cloud initiative "Meghdoot" inaugurated by the RBI Governor, along with several case studies of banks adopting cloud solutions, such as IBM’s Data Center Solutions and IBM SmartCloud for core banking.

Cloud Services in Banking Workloads: 

It lists priority banking applications considered for moving to cloud computing, including common services, customer analytics and CRM, delivery channels, and client sales and servicing.

Benefits and Opportunities for Cloud Computing:

The document underscores the significant benefits of cloud adoption in Indian banks and articulates deployable architectures and opportunities for cloud computing adoption, while also indicating rapid market growth predictions by analysts such as Gartner.

In summary, the "Cloud Security in Banks" document serves as a guide for banks considering or currently adopting cloud services, focusing on navigating the complexities of security, legal and regulatory challenges to leverage the operational and cost benefits of cloud computing effectively.

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founders

Sridhar and Parvathi possess rich experience with large scale global transformations in business, technology & operations. This includes launch of new business lines, business transformations & process re-engineering, technology re-platforming, corporate mergers (Operations Day-1) and setup up tech & ops capability centers / captives. Their global work exposure spans US, UK, UAE, Africa, India, Australia & New Zealand

Sridhar Guru

CEO & Founder

30+ years of Global Technology & Enterprise leadership roles with industry leaders like State Bank of Mauritius, Barclays Bank, Bank of America, American Financial Group & ANZ Bank (8 years in regional / group CIO roles).

Parvathi Viswanathan

COO & Co-founder

25+ years of Technology and Business consulting expertise with industry leaders like Capgemini, Bank Of America, Sapient Corporation, American Financial Group and Titan Industries.