Consider a mobile customer who is also a broadband subscriber and a payments user. To that person, these are services from one company. Inside the company, they may be records in separate systems, updated at different speeds. A simple question - who is this customer, right now? - becomes an engineering problem. Multiply it by hundreds of millions of people, and the inconvenience becomes infrastructure.
- Connects fragmented enterprise data and modernizes platforms.
- Builds for banks, telecom operators and other complex businesses.
- Combines implementation, reusable tools and ongoing operations.
This is the territory Hoonartek occupies. The data, digital and AI services company builds the connections between enterprise systems, cleans up the information moving through them, and helps businesses use it. Its customers include Airtel, Experian, L&T Finance, MSCI and Korn Ferry. The common thread is organizational complexity: established businesses with valuable data and plenty of places for it to get stuck.
02A golden copy, with a stopwatch
In a published telecom case study, Hoonartek describes a communications provider whose customer information was scattered across business lines. Its legacy platform struggled with concurrent requests and growing subscriber data. Different applications could hold inconsistent versions of the same customer. The first thing to fail was the architecture’s ability to keep those versions useful and consistent at scale.
Hoonartek built a centralized repository: a “Golden Copy” covering mobility and other services. It added open interfaces, monitoring, high availability and disaster recovery. The company reports capacity of 100,000 transactions per second and 99.99% availability. Those figures belong to this implementation, rather than a promise for every engagement.
The named Airtel relationship supplies another piece of the picture. In a testimonial on Hoonartek’s website, Airtel’s Sudha Gupta describes work together since 2016, including commission automation, prepaid revenue accounting and Customer 360. These are everyday commercial mechanisms. A commission calculated incorrectly or an outdated customer profile can make a large operation expensive in very small increments.
Across applications and business lines
03The trick is to leave some things standing
Hoonartek’s 2022 DigiTwin launch with database company Aerospike made that integration work into a configurable Customer 360 offering. The proposition was specific: synchronize older applications and APIs so businesses could offer real-time interactions without replacing those applications. Banks and telecom operators were the intended buyers.
The joint announcement reported an unnamed tier-one telecom deployment covering 350 million subscribers at seven-millisecond latency. It also claimed typical legacy-offloading savings above $15,000 a day. That number describes claimed operating savings, not the price of DigiTwin. It makes the commercial argument legible: route demanding work away from expensive older infrastructure while preserving useful systems.
The wider lesson is appealingly unglamorous. An enterprise modernization project need not begin by demolishing everything. Sometimes the valuable intervention is a new layer between systems that already exist. The difficult work sits in synchronization, access and reliability - the places a polished demonstration can glide past.
Reported latency for a 350-million-subscriber telecom example in the 2022 DigiTwin announcement.
04Before the chatbot, agree on the question
Hoonartek now applies a similar argument to AI. Its ClearView offering is presented as a governed decision layer above systems such as core banking, loan origination, CRM and collections. RealizeAI covers generative, predictive and conversational applications, with tools for preparing data, building pipelines, analyzing information and designing reports.
A pharmaceutical case study exposes the friction behind the pitch. Business teams had fixed dashboards, inconsistent terminology and unstable performance measures. Their conversational analytics tool could generate plausible SQL that was wrong. Hoonartek describes workshops with medical representatives, regional managers and finance teams, a benchmark set of more than 20 questions, synonym mappings and approved formulas.
That is the part another organization can copy. Before asking a machine to answer every question, agree on a small set of questions and what a correct answer means. Freeze the definitions. Test repeatedly. A fluent answer is easier to produce than a dependable one. In this example, the intervention changed the definitions and evaluation process surrounding the tool.
“If a decision cannot be traced, it cannot be trusted.”Peeyoosh Pandey · CEO, Hoonartek
05A specialist between the platforms
Hoonartek sits in the implementation and operations layer of the technology market. Ab Initio, Snowflake, Databricks and Google Cloud provide technologies around which it builds services. Its work includes architecture, data migration, integration, governance, analytics and support after launch. Customers are buying engineering capacity and responsibility across a project’s life. That includes the less visible work of keeping pipelines dependable as upstream applications, reporting requirements and business definitions change.
That places it alongside specialist data consultancies and the data practices of larger systems integrators. An internal engineering team is another alternative. Hoonartek’s distinguishing evidence is its combination of Ab Initio experience, industry implementations and reusable tools. The competitive question for a buyer is whether that experience matches the systems and constraints already inside the business.
In November 2022, Hoonartek announced a New Jersey center and a dedicated US Ab Initio delivery center of excellence. In October 2025, it announced Databricks Select Tier status. Together, those moves show a company extending its delivery footprint and platform relationships as enterprise data infrastructure changes.
06Small pieces, long relationships
The leadership biographies offer a clue to the working method. Co-founder and CTO Hiren Thakkar advocates Kaizen, the practice of continuous improvement, and breaking large systems into smaller solutions. Chief strategy officer Amit Raj emphasizes turning multiyear programs into manageable work. These are company descriptions, but they fit the repeated architectural pattern: isolate a problem, build a usable connection, keep operating.
The people programs are unusually easy to remember. The company calls its annual celebration AROHANA, meaning “Rising Upwards,” and its social responsibility program Hoomanity. Its careers material describes in-house labs and internal and external training. In a services business, developing the people who remember why a pipeline behaves strangely is part of maintaining the product.
07Buy the change you can measure
For a prospective customer, the useful starting point is a bounded operational problem: conflicting customer records, a slow reporting process, or a decision that cannot be traced to its inputs. Identify the baseline and the people who own the definitions. Then decide whether modernization, a managed service or an AI application is the appropriate intervention.
This approach depends on access to systems, cooperation from business owners and agreement about acceptable results. When those conditions are absent, adding another decision layer leaves the disagreement underneath intact. Hoonartek’s most persuasive work begins where the customer’s systems stop agreeing. The result worth paying for is an operation that can answer a question consistently - and keep answering it tomorrow.