Airtel Cloud Launch Decoded | Sanchit Vir Gogia with Sharat Sinha & Pradipt Kapoor of Airtel

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Sanchit Vir Gogia: Good evening, everybody.

So, I’ve been tracking Airtel for the last 20 odd years. Yes, 20 odd years. Back then it was a very simple, very network-oriented business. And today, look at what it has grown into—Xtelify, Nxtra, and so much more.

But through all these waves of change at Airtel, if there are a few underpinnings I have consistently seen as an independent analyst, it is the laser-sharp focus on customer excellence and on building a premium product.

A great example of this is the Airtel Thanks app, which started at a very nascent stage as a simple mobile application. I remember back in time when it started, I did some pretty little advisory around the topic as well. And look at what it has grown into today—a full self-service stack, where as customers, we don’t even need to call the contact center. It’s been an absolutely wonderful journey.

The second one is Airtel Black. I remember as an enterprise customer—I’m an Airtel enterprise customer myself. I’ve got about 12 odd connections on a personal level as well, and I had DTH back in the day. Managing so many billings was such a nightmare. And today, it’s just one bill. Such an amazing evolution of the business.

But if there’s one thing more that I think has truly stood out, it is Airtel’s focus on pushing boundaries—a little bit on innovation. I remember the early days of SaaS, when Airtel tried its hand with some of the early SaaS providers, formed partnerships, and went to customers. I experienced that very, very closely. From that to today, where we now have Xtelify and Airtel Cloud—it’s been such a lovely journey.

Now, the only way I felt I could really add value was by authoring an independent report, which will be shared with you at the end of this session. It’s a truly independent report, in the sense that we, as an analyst firm, have gone down to the brass tacks of Airtel Cloud, understood the stack, and put together a report that talks about: if you are considering adopting Airtel Cloud—or a telco cloud—what should be the levers of consideration? What should you think about?

Because telco cloud, relatively speaking, is still a newer entity in the market. You’ve all been approached by hyperscalers, but how you would engage differently with a telco cloud is something this report will discuss.

But to do more justice to the topic, I must call upon two lovely gentlemen who are the experts in this business and who will give us the complete low-down. Please join me in welcoming Mr. Sharat Sinha, Director and CEO of Airtel Business. A large round of applause. Thank you very much. Thank you. May I also call upon Mr. Pradipt Kapoor, CEO of Xtelify and also the Chief Digital and Information Officer of Bharti Airtel. Little louder, come on. Let’s pump up the gents. The reason I’m saying pump up is because I’m going to be the Arnab Goswami of the night—because the nation of the CIO wants to know: is Airtel Cloud even worthy of a conversation, right?

So let’s start. We’ve heard Gopal do great justice around the evolution of Airtel and how Xtelify is empowering the world’s telcos. We’ve also heard about Nxtra as a brand, and then of course Airtel Business as a brand. Now simplify this for me. If I’m a CIO in the audience, how do these three entities come together to simplify my experience as a customer? And more importantly, what are the synergies these businesses have internally that allow you to actually deliver a competitive output?

Sharat Sinha: You’re referring to Airtel Business, Nxtra, and Xtelify. Airtel Business is everything B2B. We have serviced the needs of global hyperscalers, global carriers, and global enterprises on one side as part of our global business. Then there is the domestic business that includes all government entities, PSUs, enterprises, and emerging businesses. Nxtra is our data center business. And Xtelify is a wholly-owned subsidiary of Bharti Airtel, which has Airtel Cloud. It houses all the digital platforms and digital products. Airtel Business leverages Nxtra as well as Xtelify to provide propositions to our customers.

Sanchit Vir Gogia: Okay, now help me sort of, you know, go a little further down—probably from a tech side as well. Pradipt, how does, let’s say, an Xtelify team feed into Airtel Cloud as a product, as a platform? Are there things you learn, let’s say, from other instances in the world that help you make this platform much richer? And also, Sharat, for you as well—with so much, so much at work in the background—does it make my life complicated as a CIO?

Pradipt Kapoor: For us to answer your question, and just building on what Sharat said—for the enterprise customer, it shouldn’t matter which subsidiary of Airtel is providing the service. We are all working together. We all wear the Airtel badge. Doesn’t matter. From a subsidiary perspective, that’s for Gopal and the investors. But from a customer perspective, it really doesn’t make any difference at all.

If I were to take your question on how we learn from other places—that Chakra, as was mentioned in the earlier presentation, right? We’ve had our own five- to six-year journey on building some of these things. At the same time, we also work with other providers, other hyperscalers as well. And like any CIO would, we have a hybrid strategy, which is there. But for certain workloads, we think, which are sovereign, which need the scale that we need, we’ve built this ourselves. We have partnered with customers globally, and at the same time, we understand their problems in solving some of those challenges that they have—be it on data residency, be it on security, be it on optimizing their workforce, which is the example we gave on SingTel.

And these things go hand in hand. As you do the platform work, you also understand the infrastructure. And as you do the infrastructure, you also understand more on the platform side. So we are continuously learning. Even when we engage now with enterprises, in the conversations we have, we bring the knowledge we already have, but we also learn in the process itself. So it’s a continuous journey. Our product roadmap also evolves based on the inputs we get from our enterprise customers—be it on the connectivity side, or on the platform side, or on the cloud side. So it’s a virtuous journey as we go through this.

Sanchit Vir Gogia: Sharat, you know, the reason I asked you that question from a customer’s perspective is because, very often, when we do a lot of advisory with customers, they complain—even with large brands—that there are so many sales people, so many support people, that they don’t know who to go to. It’s such a lacuna. How are you solving that with Airtel Cloud?

Sharat Sinha: So when it comes to interfacing with Airtel, we have simplified the way we interact with our customers. When it comes to go-to-market, it’s the Airtel Business part which interacts with them. We have a corresponding delivery and assurance organization that supports the post-sales part of it, and then we have a very strong engineering organization.

See, one advantage when you are going for Airtel Cloud is this large, highly efficient, expert engineering team in the country that you have access to as well. But as far as customers are concerned, we have created a very simple interface. They interact with the people at Airtel Business, and we pull in resources as needed.

Sanchit Vir Gogia: Wonderful. That’s a great answer, thank you very much. You know, I want to roll back. Gopal mentioned that seven, eight years ago the journey for Airtel Cloud started. And that really piqued my interest, because it’s very similar to how AWS’s problem statement was—there was complexity, there was scale, there was fragmentation of IT.

So, brother, walk us through that journey. What was that tipping point? Let’s go a little deeper into what Gopal said. What was the tipping point when you said, “Enough is enough, we just need to go all in and think differently about this”? What was the thought process internally?

Pradipt Kapoor: So you know, this goes to the heart of the DNA of Airtel overall, right? I mean, even if you look at—let’s even forget cloud for the moment—but if you look at our connectivity services, the connectivity services that we provide at the cost we provide means there is continuous innovation at a network level which we have to do. It’s not just take a simple, out-of-the-box solution and just run services on it

So the DNA is: how do you provide, and as you saw in our tagline, optimize high performance at optimized TCO? That’s at the heart of what we do.

As we were evolving, and as more of our consumers were engaging with us digitally, we ran into the four challenges that Gopal talked about, but we also ran into the challenge of: how do we keep running this in an optimized manner, with high availability?

Just to give you a simple example—you know, we have so many prepaid customers who recharge with us regularly. If there’s a five-minute outage… and I measure success not on how many severities we had, but on how many minutes of outage we had. Every minute has a value associated in this business. So when we talk about telco-grade availability, it truly is that—it has to be 99.99% available. Which then brought us not only the digital challenges, but also the infrastructure challenges.

We had a choice to make. Either we went to a hyperscaler and put all our cloud there, but then we had challenges of data residency, cost, how do we re-architect everything, and a whole bunch of other challenges associated with it. At that point, about four or five years ago, we made the decision to say: we will craft our own cloud for our needs initially. And we did that, and the results have been phenomenal.

Our incident rates have crashed over the last two or three years—I mean, we can share some of those statistics. The automation we’ve driven in the platform itself has also defined recovery times which are much better. And what happened was, when we were talking to our customers, they started questioning us: how have you done this? And that’s where the genesis of building this as a proposition for our enterprise customers came in. Because when we were showing off what we had built, the response we got was incredible. And that’s what led to this cloud launch.

It’s based on our own success. We’ve eaten the dog food, so to say.

And this is truly real. A lot of the people who have built this—you’ll see them in the product booths outside. They are not just sales specialists. They are the engineers who actually solved the problems of stitching all of these technologies together to build Airtel Cloud.

Sanchit Vir Gogia: I think that’s such a transition for Airtel—where it’s not the sales people doing the demos, but actually the product guys, right? And isn’t there a nicer word these days for eating your own dog food? It’s said, “having your own champagne

Anyway. You mentioned cost, and before we go to cost specifically—which is a topic I’d love to talk to you about—let’s talk about architecture choices. When you started this journey, what were some of the architecture choices that you were making? And how has customer feedback, either directly or via your teams, changed those choices over the course of time? Because, you know, technology has come a long way in the last eight years.

Pradipt Kapoor: So it’s an excellent question, Sanchit. Irrespective of the fact that we have our own cloud, any CIO—and my peers in the room here—are always making choices on where to put what workloads, right? And we’ve gone through this journey too.

We’ve tried to share our experiences in the format of a Cloud Cookbook that we’ve offered to people, where we’ve articulated what the choices have been for us—whether it’s cost, data, connectivity, latency, security. All these factors drive different choices.

One thing that was clear to me was: it’s not one size fits all. So even today, we have a hybrid approach. I’m not going to take a workload like Oracle Financials and try to move it to my cloud. It’s best done on an Oracle Financials SaaS model. That’s where we do it. But there are certain workloads where I feel we’re better suited. So first, our experience is being shared through the Cloud Cookbook.

The second element for me, especially when I come back to the cost piece, was being able to analyze spend. So today, as part of our launch, we have a Cloud Analyzer which helps you look at your spends across different hybrid clouds and gives you a recommendation of where the workload would be better from a cost perspective.

And the final piece is the roadmap. Of course, what we have launched today is mature, but we already have a roadmap for the next nine months. And that roadmap has been built based on the conversations we’ve had in the roundtables we’ve conducted with enterprises.

Sanchit Vir Gogia: And this is where I want Sharat to come in. You told me earlier on that you took this to the road. You did a test trial with about 60 odd customers. Give us a sense of what the response was from those customers. What was the feedback, what was the top-of-mind recall, and how did some of that feedback flow back to Pradipt’s stream?

Sharat Sinha: So if you ask me, the cloud journey has been ongoing for many years, and in fact, our cloud was ready even a year ago. What we did about six to nine months ago was—between Gopal, Pradipt, and me—we went and met CIOs. We held multiple roundtables, met over 60 CIOs to start with, just to assess what they were looking for.

We took that feedback and enriched our cloud on the basis of it. And some of the feedback was very clear. As Pradipt was explaining, CIOs have to constantly make choices about where to put which workload, and what kind of infrastructure is optimal for that workload.

For example, you might decide that certain applications are very core to your business, mission-critical, so you want to keep them on-prem. On the other side of the spectrum, there might be applications perfectly suited for pre-packaged SaaS. And in between, you might decide there are workloads that—because of their inherent requirements for compute, storage, networking, or security—are ideally suited for cloud. And once you’ve taken that decision, then you decide which cloud is ideal for it.

There were also some fundamental challenges people were facing. To be candid with you, the biggest challenge was simply having visibility and control over costs. So an optimized total cost of ownership, where you have full visibility and control over your spend, was very, very critical.

For certain verticals that are regulated, sovereignty was also important. So we took all that feedback and fine-tuned our offerings further. We made sure that the Cloud Cookbook was available to everyone. This is something Airtel has tried internally. Pradipt and his team developed it over a period of time. We know exactly how to decide, when you have an application, whether to put it on a public cloud, on our own infrastructure, or buy pre-packed software. And once you take those decisions, some of those methodologies are now available to customers as well.

We also looked at the operations part of it. People felt that AI chatbots, automated workflows, and so on were critical. Others highlighted that migration was important. So we developed appropriate migration tools to make sure it’s smooth.

This is the first phase of the launch, but this journey will continue. We also have a well-developed roadmap with at least nine months’ visibility. But as we get more and more feedback, we’ll continue to evolve that roadmap to meet the needs of our customers.

Sanchit Vir Gogia: I’ll come back to the roadmap—very interesting. Thank you. And you mentioned Cookbook twice, and you know, trust you me, in 20 years, I’ve seen a million cookbooks come and go. Don’t mind my cynicism. I’m the CIOs’ voice, so I’m telling you what’s going on in their heads. So don’t throw stones at me, okay?

But the thing is, the success of any such initiative—like a Cookbook—ultimately depends on the kind of handholding you do with the customer. Because customers… you know, I have a very lovely CIO customer who says a very lovely line. He says, “Committee, team, lagaan hai, bahasha chhanchi. My team is a lagaan.” So that’s a classic example. Today, the classic CIO challenge is that they have board asks—just like you do. They have a rapidly growing SaaS architecture, which is often not supported, and often not even a matter of choice anymore.

So how does that toolkit, or a Cookbook, come to use for the customer? And how is that an aided journey for a customer?

Sharat Sinha: I can take this. We don’t just provide the Cookbook. In fact, in the first phase, even beyond the Cookbook, we will be handholding our customers to make sure the migration is smooth. The Cookbook is very self-explanatory, but at the same time, our product sales specialists and solution architects work with customers to help them apply it to their specific needs.

Sanchit Vir Gogia: Okay. And does your team also step into the Cookbook?

Pradipt Kapoor: Sanchit, I think the one piece that is different—which you will see with this proposition—is that normally, when you engage with a provider, with a hyperscaler for example, the sales team and the product team are far away. Why something was engineered a certain way is not answerable.

Here, you have access directly to the people who are building the product. So Sharat and his team regularly parachute in the very people who built this into those conversations. They can explain: why did you design it this way, what were the trade-offs, and if a customer is stuck, can they speak to someone directly?

So two things. One, the product sales specialists are not just taking a cookie-cutter approach. They’re backed by real architectural and consulting resources. We have about 300 people in Pune—Gopal mentioned this—who can do that. Overall, my engineering workforce is around 3,000 people. And those we need to extract for conversations, we will extract.

Second, we are very eager to learn what challenges our customers are facing, so that we can help them solve those problems. For us, it’s not just about spinning up workloads and moving on. We’re here to solve, and we’re here to solve for the long term with our partners. Our engineering teams work closely with the go-to-market teams to actually help solve problems.

So it’s not: here’s a Cookbook, now walk away. We understand the technology challenges. We’ll work through the architecture. We’ll work through the solution design. And we’ll actually help you implement it.

Sanchit Vir Gogia: Don’t mind my cynicism—I’m their voice, I’m just being the devil’s advocate here. But there’s a certain sentence I read in one of Airtel Cloud’s marketing materials that stayed with me: that your IT cost as part of revenue is down by 75%. Now that’s an extremely bold claim to make, and by any stretch of imagination, that’s far ahead.

But tell me one thing: what have you done differently to ensure that this dip doesn’t come at the cost of efficiency, or a lack of control—or let’s say, auditability and traceability? Those are the kinds of issues I’m sure most CIOs here would be worried about.

Pradipt Kapoor: As I said earlier, optimized performance—higher performance at optimized cost—is in our DNA. So yes, it’s true as a fact that our revenue-to-cost ratio is fairly low. We’ve cut it down by 75%.

Different industries have different metrics, so I can’t say my metric is better than anybody else’s metric, because it is industry-specific and company-specific. But if you look at telco comparisons, typically—globally—the cost of IT as a percentage of revenue tends to be between 6% and 14%. We operate at sub-2%.

And you yourself were talking about the experience change that you’ve seen on the Thanks app, which is another digital property we built. So I’m pretty sure, as I said, from an overall perspective, while we have driven costs down, driving down cost was never the main objective. As Gopal also mentioned, we call it the “war on waste.”

We always want to deliver optimal cost with higher performance and quality services first. So our intention wasn’t just to reduce cost. Our intention was to deliver better service. The cost reduction was a positive consequence of doing things better—organizing ourselves in platforms, organizing the infrastructure intelligently.

Both were the result of good architecture and technology decisions. The cost reduction came as a benefit, which we are happy to share with others.

Sanchit Vir Gogia: Perfect. Thank you. Great answer. Thank you. Sharat, over to you. You said something very interesting—60 plus CIO conversations. But you know, the variety and the length and breadth in India is absolutely fascinating. There is a mid-market customer with probably no CIO, but still a great need for cloud. Then there is the startup, which is full DevOps, hands-on, roll up the sleeves—“I don’t want any trouble, just give me the credits and move on.” And then there are these large boys. Tell me, what’s resonating with who in your customer base?

Sharat Sinha: You’re absolutely right. And even within that, depending on the vertical you talk to, a BFSI customer versus a manufacturing customer may have very different requirements. As we went across, even within the same vertical, each enterprise was very unique.

If you look at large enterprises, typically the Cookbook approach really helps, because it allows them to identify exactly what should be put on the cloud, and for what Airtel’s public cloud will be ideal. We’ve identified the pain points, and we’ve come out with a proposition that addresses all of them.

When it comes to mid-market, they are also looking because it’s not very easy to find cloud resources who are highly specialist. So they’re not just going to go for Airtel Cloud because it has better total cost of ownership. It also allows them to not really worry about hiring those resources, because we are managing it for them, and they can focus on their core business.

And when it comes to SMB—and I wouldn’t even call them SMB, we call them emerging customers, because nobody wants to stay small forever—we give them pre-packaged bundled solutions for backup, disaster recovery, archival, etc.

So depending on the size of the business, the needs are different. Depending on the vertical, the needs are different. In fact, I felt that pretty much every customer is unique, so we’ve allowed them to have bespoke solutions for themselves. Cookbook helps them arrive at that conclusion, and we continue to learn from that. We didn’t stop at 60. I’m pretty much meeting or interacting with a customer on a daily basis.

Sanchit Vir Gogia: Some examples. Give us some concrete examples of some customers, some use cases that your team is currently working on and trying to aid the customer’s journey.

Sharat Sinha: There are some very interesting cases we’ve found. In one of the roundtables, I very distinctly remember, as we were trying to show our migration tool—which also had some built-in compute and storage capability, which we thought was good for migration—one of the manufacturing customers said it’s ideally suited for the shop floor environment, where at times they can’t get that capacity. So that input came from there.

When I was talking to one of the customers that was digital native, they actually wanted to migrate from an existing public cloud environment to ours. And when we talked about the proposition we provide them, they said they wished they had known about something like that earlier. It very much integrated with their idea of their proposition, which was “made and built in India, for India.” That really resonated well with them.

So we are learning all the time, and we’ll continue to learn as we talk to more customers.

Pradipt Kapoor: I think, just adding on to Sharat’s point, the combination that we have as a strength is the fact that we have network. Ultimately, what is network? It’s how you transfer the data across. The egress cost that you typically get with any other hyperscaler—if you do the network design with us, you pretty much don’t have to worry about that.

We also have a strong CDN that we offer. So how do you have data securely on your network is one aspect of it. Then we have the cloud compute aspect of it. And then you add on the bits that we’ve built—for example, the spam and AI aspects.

Now, if you’re a financial services customer, how do we help run your workload in a secure manner, while also letting you benefit from our spam protection integrated into your fraud systems? These are the use cases we are dealing with right now.

I have another example where we have an IoT customer who has to deal with large volumes of data. IoT has to run on the cloud. And then, of course, there is the question of where you can deploy your IoT devices. So that kind of combined offering is another area where we are seeing a lot of interesting conversations and solutions being developed.

These are two examples unique to us. It’s not that they’re impossible with other providers, but here we’re bringing the power of all that we have together.

Sanchit Vir Gogia: If adoption was to go extremely well, how do you manage support at scale? Because a lot of customers, when they are initial customers, get great feedback, great support. But when the customer base starts to increase, the big question is, will the scale be there as well?

Sharat Sinha: I think that is one area where we probably have good experience. We manage national-level, critical infrastructure at scale. So I won’t say support is perfect, but I think we have experience in providing that kind of support, and we’re extending that to cloud. Now, cloud obviously requires slightly more nuanced support—it’s a different kind of support structure—but supporting things at scale is something Airtel understands.

Sanchit Vir Gogia: Airtel has a wonderful foothold on the CIO’s door. But the CIO’s problem is that he or she has to, in the end, make a business case with the CFO. And you don’t necessarily have an ear with the CFO yet—I’m sure you’ll get that at some stage. But how are you helping CIOs become successful in front of the CFO? Not just to look good, but actually put numbers on the table?

Sharat Sinha: I think a few propositions are ideally suited. We are giving CIOs the tools so they can get approvals from CFOs more easily. It optimizes total cost of ownership. But more importantly, we are giving them visibility and control—especially around egress-related costs, which create a lot of unpredictability in cloud and become a concern for CFOs. What we are providing actually creates a very good justification for migrating to cloud on a larger scale.

Sanchit Vir Gogia: In the interest of time, we’ll quickly move on to the ecosystem part. Because I remember when another competing cloud came in—when they launched in 2020, I wrote a large report—and one of the underpinnings I thought was different about Airtel was the ecosystem-centricity.

Right now, in the modern day and age, with ISVs, MSPs, so much happening in the ecosystem—even large companies like IBM talk about ecosystem-centricity. How is Airtel onboarding that, not just to solve internal problems, but to solve CIO architecture and compliance issues?

Sharat Sinha: For Airtel Cloud to actually happen, there was an ecosystem of multiple technologies that we integrated and created. So that ecosystem is very much there. But it’s an evolving process, and we will be integrating more and more partners in the ecosystem to create a full end-to-end proposition for our customers. Ecosystem is very much at the heart of how we do business. It’s been part of Airtel Cloud’s creation, and we’ll keep adding more.

Pradipt Kapoor: Just adding on to Sharat’s point, there’s an ecosystem for the infrastructure layer, there’s an ecosystem for the PaaS layer, and then there are SaaS services on top. We’ve started bottom-up, to make sure the first two layers of IaaS and PaaS are provided. Coverage is already there for a certain level of PaaS services.

You were asking earlier for an example—we support multiple databases as a service. But there are so many databases you’d want to add to that PaaS list, and that’s what is in our roadmap. But our roadmap is very much customer-backed. I don’t want to create a 400-item PaaS list which nobody uses. If our customers ask for it, we have a way and a method to prioritize and drive those PaaSes.

So it will be an ecosystem play. Same way, if there’s a SaaS provider who also buys into this sovereign need—and we have a few of them—and they want to deploy onto our sovereign cloud, they will be welcome. We are developing some of those partnerships.

Sanchit Vir Gogia: I went through the stack, and I must say, I thought the weakest link in the system—and don’t mind my honesty—the weakest link in the system was the developer experience. The SDK availability, the CI/CD pipeline. I think there’s an awful lot of work that’s required there. So when do you think we’re going to be true DevSecOps-ready?

Pradipt Kapoor: I think, again, we had to prioritize different things to deliver in the first place. The first delivery that you’ve seen today is backed by what the customers we were engaging with asked for. That is not to say that developer tools are not there. You have two approaches we can solve for. One is we can provide it as a PaaS service or, as a CIO, you can deploy your own tools. We will, like any agile organization, do a release every quarter on new tool sets. So the weakness that you are identifying is already in the build phase and will be done by the time we progress.

Sanchit Vir Gogia: I have another question for you, Sharat, because cloud is relatively brand new. Of course, there’s going to be a question. You have an existing relationship with Google, AWS and the others. How does this dual mode strategy work? We spoke about hybrid but let’s double-click this a little bit for the customers.

Sharat Sinha: We will coexist, as we highlighted earlier as well. We are guiding customers towards making the right choice in the cloud. I expect that in a large enterprise there will be hybrid cloud, and there are things for which we are ideally suited. We will help our customers migrate to us. There are certain applications for which certain hyperscalers or other clouds might be suitable. We will advise them to stay there and grow there. There might be certain applications which are ideally suited for on-prem, maybe sometimes hosted in a Nxtra data center. We’ll drive them towards that. We want them to make a good decision for their business, and we want to be a facilitator in that.

Sanchit Vir Gogia: Wonderful. Architecture first before anything else. Right? So we’re going to end this session. I’m no Karan Johar, and I have no gift hampers for you, but we’ll have a rapid fire. So if I was a CIO sitting in the audience, give me in one line why I should even consider an Airtel Cloud.

Sharat Sinha: As a CIO, you should consider Airtel Cloud because it is well tested at scale, it optimizes your total cost of ownership, and it is something which allows you to grow as you grow your infrastructure.

Pradipt Kapoor: I would say, as a CIO, we are here. We are a partner to solve your cloud problems, and we will help you get the agility and reliability that you need. That’s the message.

Sanchit Vir Gogia: Great answers, gents. Can we have a large round of applause for these two gents. Thank you very much.

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