Enterprise system integration interview: how Praruh Technologies’ Amardeep Sharma delivers mission-critical ICT
The biggest ICT projects in India — railways, defence, aviation — rarely go to the largest vendor or the smallest. They go to integrators who can deliver on time, on spec and at cost. In this enterprise system integration interview, Praruh Technologies’ CTO explains how a mid-sized, vendor-agnostic integrator competes for that work.
Executive Introduction
India’s most consequential technology projects are not consumer apps. They are the communications, networking and surveillance systems that keep railways running, airports operating and defence networks secure. These are mission-critical builds, procured through tenders and RFPs, and delivered by system integrators — a category where the winners are rarely the biggest names.
Praruh Technologies operates in exactly that space. A BSE-listed IT and ICT services firm established in 2019, it specialises in system integration and digital transformation: hardware and software implementation, data-centre design and deployment, enterprise networking, security solutions, unified communications, audio-video integration and managed services. Its clients include DMRC, RailTel, DFCCIL, ONGC, AAI and BEL. In this enterprise system integration interview, its Chief Technology Officer explains how a mid-sized firm competes for that work.
Amardeep Sharma is the Chief Technology Officer and Director at Praruh Technologies. He brings more than 19 years of experience in unified communications, video conferencing and network design, with deep expertise in technical presales for tenders and RFPs, solution ROI aligned to business value, and OEM relations. He has led Proof of Concepts for enterprise and government clients and worked on large-scale video conferencing projects. Earlier in his career he was associated with Spanco Telesystems, HCL Infosystems, Polycom and Presto Infosolutions.
Readers will come away with a clear view of how large public-sector ICT projects are actually won and delivered, why vendor-agnostic integration matters in a market of single-vendor shops, and where unified communications and network architecture go next.
About the Company
Praruh Technologies is a BSE-listed IT and ICT services firm specialising in system integration and digital transformation. It provides end-to-end ICT infrastructure solutions covering hardware and software implementation, data-centre design and deployment, enterprise networking, security solutions, unified communications, audio-video integration, and managed services. It also offers IT consultancy, including cloud strategy, disaster recovery planning, and risk management. This enterprise system integration interview examines how that full-spectrum model works in practice.
Praruh serves both public-sector organisations — including railways, defence and government agencies — and large enterprises requiring enterprise-grade ICT infrastructure. Its key clients include DMRC, RailTel, DFCCIL, ONGC, AAI and BEL. The company was established on 15 November 2019.
Its key services span system integration and turnkey ICT solutions; data-centre design, deployment and consolidation; enterprise and campus networking (LAN/WAN, Wi-Fi, MPLS, EMS/NMS); security solutions (network, cloud, endpoint and application security, and SOC operations); unified communications and audio-video integration; surveillance and CCTV solutions; IT consultancy and advisory; and IT operations and managed services.
Praruh positions itself between large IT and ICT giants and small niche integrators — a mid-sized, agile, full-spectrum system integrator. Its stated differentiators are vendor-agnostic, end-to-end integration capability, strong delivery on mission-critical public-sector and transport projects, and the ability to customise solutions while maintaining cost-efficiency and timely execution.
About the Executive
Amardeep Sharma is the Chief Technology Officer and Director at Praruh Technologies Ltd. He brings more than 19 years of experience in unified communications, video conferencing and network design.
His expertise spans technical presales for tenders and RFPs, developing solution ROI aligned with business value propositions, and managing OEM relations. He has led and supported multiple Proof of Concepts for enterprise and government clients, ensuring seamless solution evaluation and deployment readiness. His core strengths are presales solution design, video conferencing technologies, and end-to-end network architecture. That combination — technical depth plus tender discipline — is the lens for this enterprise system integration interview.
Sharma has worked on large-scale video conferencing solution projects, responded to complex RFPs and RFIs, and handled key relationships across enterprise and government sectors. Throughout his career he has been associated with reputed organisations including Spanco Telesystems, HCL Infosystems, Polycom and Presto Infosolutions, contributing to their communication and network transformation initiatives.
The mid-sized integrator’s edge
Q1. Praruh positions itself between large ICT giants and small niche integrators. In one line, what does a mid-sized integrator do better than either?
AS: A mid-sized integrator brings together the technical expertise needed for complex projects and the flexibility to respond quickly to customer needs, with closer involvement from the team throughout the project.
Q2. Where does size actually work against you when you bid for large public-sector projects?
AS: In large public-sector tenders, companies are often assessed on their financial strength, past experience and ability to handle projects at scale. This can be a challenge for a mid-sized integrator competing with much larger players. The way to address it is through a strong track record, a capable technical team, reliable OEM partnerships and a clear execution plan. Ultimately, the focus should be on whether the company can deliver the project as promised, within the required timelines and performance standards.
Winning mission-critical work
Q3. You have spent years in technical presales for tenders and RFPs. Walk us through what makes a winning bid — is it price, solution design, or the ROI story?
AS: Price matters, but it cannot make up for a solution that does not meet the customer’s requirements. The starting point is to understand the problem and propose a design that addresses it without adding unnecessary complexity. The solution must also integrate with existing systems and be easy to maintain as requirements change. A clear implementation plan and a realistic view of the long-term costs are equally important. A competitive bid is one that gives the customer confidence in both the technology being proposed and the team’s ability to deliver it.
Q4. What is the hardest part of proving a solution will work before a client commits, and how do Proof of Concepts change the outcome?
AS: The real challenge is knowing how a solution will perform in the customer’s environment. Existing infrastructure, security requirements and compatibility with other systems can all affect the outcome, even when a product performs well in isolation.
A Proof of Concept (PoC) helps us test these aspects before moving to full-scale deployment. It gives the customer an opportunity to see how the solution works in practice, identify potential issues and assess whether it meets their requirements. It also helps us address gaps early, when they are easier and less expensive to fix.
Vendor-agnostic architecture
Q5. Vendor-agnostic integration is one of Praruh’s stated differentiators. What does that mean in practice, and where does it create tension with OEM relationships?
AS: For us, vendor-agnostic integration means starting with the customer’s requirements rather than a particular brand. We evaluate options based on performance, compatibility, security, scalability, support and overall cost, and then determine which combination will work best for the customer.
This approach can sometimes differ from an OEM’s preference to promote its own products or ecosystem. However, the two interests do not have to be at odds. OEMs bring valuable product expertise and support, while our responsibility is to ensure that the complete solution meets the customer’s needs. The aim is to maintain strong vendor relationships while retaining the flexibility to recommend what works best for each project.
Unified communications and video
Q6. You have worked on large-scale video conferencing projects for years. What has changed most in enterprise unified communications, and what has not changed as much as people assume?
AS: Enterprise collaboration has moved well beyond standalone video conferencing systems. Today, organisations expect meeting rooms, remote users, cloud platforms and collaboration tools to work together seamlessly. AI-enabled features are also becoming part of this experience.
But the fundamentals remain much the same. Good audio and video quality, reliable connectivity, security and ease of use still determine whether people have a good meeting experience. Even the most advanced collaboration platform cannot deliver if the network is unreliable or the systems do not work well together. The technology has changed, but reliability remains the starting point.
Security and resilience
Q7. With SOC operations, cloud security and disaster recovery in scope, how do you think about resilience for mission-critical public-sector systems?
AS: Resilience needs to be considered at the design stage, not added once a system is already in place. For public-sector systems, this means planning for network failures, cyber threats, service disruptions and data loss, while ensuring that critical services can continue or be restored quickly.
A Security Operations Centre (SOC) helps monitor threats and coordinate responses, while appropriate backup, cloud security and disaster recovery arrangements help limit the impact of disruptions. Regular testing is just as important as having these systems in place. Organisations need to know how quickly services can be restored and how much data can be recovered. No system is completely free of risk, so the priority is to prepare for failures and minimise their impact when they occur.
Q8. What did you get wrong earlier in your career, and what did it change about how you design and deliver solutions now?
AS: Earlier in my career, I sometimes focused more on the technical specifications and capabilities of a solution than on the practical challenges of implementing it. A solution may look good on paper, but the real test comes when it has to work with existing systems, fit into daily operations and be supported over time.
That experience taught me to look beyond the initial design. I now give greater attention to integration, testing, documentation, maintenance and future requirements from the outset. A solution is not successful simply because it works at the time of deployment. It needs to remain reliable and useful throughout its lifecycle.
What comes next
Q9. What will be true about enterprise system integration in India in 24 months that is not true today?
AS: I expect enterprise integration in India to become more automated and increasingly focused on security and measurable outcomes. AI is likely to play a bigger role in network monitoring, troubleshooting and capacity planning, while the growing use of hybrid cloud will make integration across different platforms more important.
Customers will also expect greater accountability after deployment. Installing technology will not be enough; integration partners will need to show how their solutions improve uptime, security and operational efficiency. The ability to bring different systems together and keep them running reliably will become an even more important part of the value an integrator offers.
Q10. What stands between Praruh today and the position you want it to hold in the market?
AS: For Praruh, the next step is to grow our capabilities without losing the responsiveness and execution discipline that customers value in a mid-sized integrator. As projects become more complex, we need to keep investing in technical talent, delivery processes and ongoing support, while building deeper expertise across networking, data centres, cybersecurity, surveillance and collaboration.
We want to be seen as a partner that customers can rely on not just to implement technology, but also to support their systems over the long term. Building that reputation takes consistent delivery, strong service capabilities and the ability to keep pace with changing customer needs.
Starting a System Integration
Q11. What is the one thing you would tell a young engineer starting in system integration and presales today?
AS: Build a strong foundation in the basics before focusing too narrowly on a particular technology or certification. Understand how networks, servers, storage, security and applications work together. Just as importantly, learn to ask the right questions and understand what the customer is actually trying to solve. System integration involves more than selecting products and designing solutions; it requires taking responsibility for how everything works together in practice. Technical knowledge is essential, but the ability to solve problems and deliver reliably is what will help you grow in this field.
TechRecast Analysis (The Recast)
The Shift in Context — India’s public-sector ICT buildout — railways, airports, defence, surveillance — runs through a procurement model that rewards delivery discipline over brand. As these programmes scale, the mid-sized, full-spectrum integrator has a real role to play between the giants and the niche players. This enterprise system integration interview looks at how that role is won and held.
Why This Interview Matters — System integration is unglamorous and essential. The people who run it rarely explain how tenders are actually won, how ROI is framed, or how vendor-agnostic architecture is balanced against OEM relationships. Sharma’s presales background makes him unusually well placed to explain the mechanics rather than the marketing.
Technology Perspective — The technical story is breadth under constraint: data centres, enterprise networking, security and SOC operations, unified communications and AV, all delivered for mission-critical environments. The differentiator to watch is whether vendor-agnostic design genuinely survives contact with procurement and OEM incentives.
Business and Market Perspective — The commercial logic is delivery credibility. Public-sector and transport clients buy on past execution as much as on price. A BSE-listed mid-sized firm must show it can carry large programmes without the balance sheet of a giant — and that is the real test of the model.
Leadership Perspective — Sharma’s path — Spanco Telesystems, HCL Infosystems, Polycom, Presto Infosolutions, now CTO and Director — is a career built in communications and network transformation. The relevant leadership lens is how technical presales judgement becomes company strategy.
The Counterpoint
A fair sceptic would argue that system integration is a low-margin, commoditised business where scale wins and differentiation is thin, and that mid-sized integrators are squeezed from both ends. On this view, vendor-agnostic positioning is a selling line rather than a durable moat. This is the strongest opposing case and deserves a direct answer.
What Comes Next — Watch three signals: whether Praruh’s delivery record translates into larger programmes, whether vendor-agnostic integration holds as OEM incentives push the other way, and whether managed services and security become a recurring revenue base rather than project work.
Industry Outlook — If Praruh is right, the mid-sized, agile integrator remains a durable part of India’s ICT landscape, especially in mission-critical public infrastructure. If it is wrong, the category consolidates toward the giants, and integration becomes a service line inside larger firms.
Key Takeaways
1. India’s mission-critical ICT buildout rewards delivery discipline over brand — a real opening for mid-sized integrators.
2. Technical presales and tender discipline are the engine of winning public-sector work, not just price.
3. Vendor-agnostic, end-to-end integration is the stated differentiator, but must survive procurement and OEM incentives.
4. Delivery credibility with transport and government clients is the firm’s true asset.
5. Managed services and security are the likeliest route from project work to recurring revenue.
6. The strongest counter-argument is that integration is commoditised, scale wins, and mid-sized firms are squeezed from both ends.