An Interview with Ranga Reddy, CEO and Co-founder, Maveric Systems
“Today, there is an increasing play with regard to domain, technology and product. There is neither role nor opportunity for players who do not have all these 3 competencies.”
– Ranga Reddy, CEO and Co-founder, Maveric Systems
As the co-founder and CEO of Maveric Systems, Ranga Reddy is the game changer at Maveric Systems. As early as the year 2000, Ranga was quick to spot the emergence of independent testing and assurance services as a fast-growing niche area that allowed for a differentiated service offering in an already crowded IT services space.
Under his leadership, Maveric has grown over the last decade to become a leading pure-play assurance provider that works with reputed banking, insurance and telecom providers across the globe. Having established a leadership position in the Middle East, APAC and India markets, we are expanding our footprint further in UK, Continental Europe and US.
Ranga started his professional life in management consulting. He has worked with organizations like World Bank, American Express, Reckitt and Coleman, Arthur Andersen, Ernst & Young, Polaris Software, AT Kearney, NDDB and the Government of India for close to 15 years in the areas of business strategy, people management, change management and transformational leadership.
With over a decade’s proven experience in the Telecom Technology Space, Ranga is known to be a distinguished leader in the IT industry. In an exclusive interview to Mouseworld Now, Ranga bares open his priorities, vision, strategy and commitments for the Indian independent testing and assurance services space. Edited Excerpts…
Q. Would you please give a brief introduction on brand journey of Maveric so far?
Started in 2000, Maveric Systems is a leading provider of IT Lifecycle Assurance with expertise across requirements to release. With a strong focus on the BFSI and Telecom sectors Maveric has built a business on the principles of deep domain expertise and innovation. Maveric’s client portfolio includes a wide array of Tier 1 Banks, Challenger Banks, Financial Services product and platform providers and telecom companies.
With our primary focus always attuned towards the client’s domain, from 2000 to 2012we were a single service provider (Application Testing) concentrating on a single domain (banking) backed by of IPs that differentiate our services viz. coverage and high productivity. Our primary markets during this period constituted India, MEA and UK.
From 2010 to 2014, we grew by partnering with clients across the IT Adoption Lifecycle and became IT Lifecycle Assurance specialists. We leveraged our domain skills and defect detection expertise to expand our footprint across the entire requirements to release cycle adding defect prevention to our skill set. Apart from Banking we added Insurance and Telecom to our list of domains; our services now covered Requirements Assurance, Application Assurance and Program Assurance.
From 2014 onwards, we have become super-specialists with deeper sub-vertical focus in Banking and investments in horizontals and with a target of 28% of our revenue to be achieved from our platforms. Our markets have expanded to include Europe, US as well as global leaders in Banking and opened up large accounts that gave us annuity business and larger revenue per project.
By 2019, we aim to have established ourselves as“A domain-led Technology Assurance partner to Banking and Telecom leaders driven by integrated requirements-to-release offerings, product centric assets and differentiated talent”.
Q. What opportunities and challenges do you see for IT Lifecycle Assurance providers in India?
When testing evolved in the 2000s, it was primarily seen as a process competency and then somewhere between 2005 and 2008, client demands required providers to pack this process competency with domain and product competency.
Today, there is an increasing play with regard to domain, technology and product. There is neither role nor opportunity for players who do not have all these 3 competencies. For e.g. It is not only essential to know banking, but providers must have expertise and ability to cope with change to development approach to Agile, cope with demands on API lead development, Master data Management, various middle ware replacement challenges etc.
IT Lifecycle Assurance today demands expertise in all 3 portfolios – domain, technology and testing – Those who have managed to attain all 3 are progressing and the others are struggling to cope.
Q. Any fresh innovative solutions from Maveric’s stable? Any patents pending? What kind of R&D work does Maveric do to stay ahead of competition?
At Maveric, the current focus is on Platform-led services. Services embedded with productivity accelerators that will be our key delivery differentiator as against offering pure services.
We provide such platforms in the form of tools, methods, frameworks, etc. across services along the SDLC.
Q. What are the main service support concerns in the Lifecycle Assurance space?
The largest concern in the Lifecycle Assurance space is its alignment to the agile development model especially on the requirements and testing fronts. The primary objective of agile development is delivery of a quality assured application with reduced cycle times, to achieve which, it incorporates short cycles or sprints with continuous integration and changing requirements. Agile also brings in the shift left principle through Test Driven Development (TDD) or Acceptance Criteria Driven Development (ACDD). Further, it deploys unique test types such as A/B, exploratory, blink and galumphing. In practice, speed or agility drives the agile approach and therefore automation skill scores above the assurance skill. This results in developer muting in to tester because of his supposed superior scripting skill much needed for automation. In the process, test coverage gets severely affected with the developer missing several critical tests that are essential to the application. Defect detection, that is the cornerstone of lifecycle assurance, gets severely impacted ultimately leading to application quality issues in live environment.
The second concern is with regard to the complexity of domain, technology, process and tools, LCA providers are required to explore a host of tools and embed them in service delivery. Earlier the tool sets were limited in terms of availability and scope. Today, different types of tools are required at every stage of the SDLC. What differentiates you from other providers in entirely dependent on your competency to stitch all tools together and offer seamless delivery.
The third concern is with regard to the shift in client demand from Manual to Automation – esp. in terms of the time-to-market pressure.
Q. What constitutes your key India strategy?
We are very selective as far as our India strategy is concerned and we would primarily like to play a greater role with FS in India. Our focus is PSUs with high transaction volume and large customer base, India Post, National Payment Corporationsand RBI, etc. Apart from this, we are focused on servicing captives of the international banks.
Q. Please brief us on your current channel engagement. Any significant channel expansion in the pipeline?
As a service provider, here we will talk about our market focus. Currently, our revenues are in the ratio of 50:50 – developed markets: developing markets. By 2019, our target is to convert this ratio to 80:20.
In line with this goal, we have put together a concrete go-to-market strategy comprising of Strategic account pursuit, i.e., focus on global Tier-1 banks and Top 3 telecom equipment manufacturers.Second initiative is focused on forging service partnership with regional leaders in banking and telecom in the UK and US.
We offer super-specialised offerings across 7 banking sub verticals namely Retail Banking, Corporate Banking, Payments, Multi-Channels, Wealth Management, Regulatory & Compliance, and Equities & Derivatives. Our horizontal services focus on Digital, Data, API testing, Virtualization, performance tuning and test automation.