Prakash Anthony wants AI to earn its keep

Prakash Anthony enjoys cooking fried chicken, and seems entirely happy to give the dish a place beside his enterprise software credentials. It is a useful detail to encounter before the chief executive title. There are piano and guitar, too. For his most memorable occasion, the co-founder of Korcomptenz chooses his eldest daughter’s Bharatanatyam arangetram. Technology executives are often introduced through the scale of their business. Anthony’s introduction has room for a kitchen, two instruments and a family performance. The corporate milestone will have to wait its turn.

These details offer a welcome introduction to a person whose working vocabulary includes enterprise resource planning, cloud infrastructure and return on investment. His nickname is “Irthi”, and he chooses “Integrity” as his one-word description. His favourite quotation, attributed to Swami Chinmayananda, concerns happiness through giving. Taken together, the answers make a small, particular portrait: an executive with instruments to play, a family performance to remember and something in the kitchen to defend.

At work, the scale is different. Anthony is the co-founder and chief executive of a technology services business based in Parsippany, New Jersey, with substantial operations in India. In May 2025, he was in Chennai discussing an AI innovation hub and plans to develop intellectual property. His public story now runs between those two registers: the business of making technology useful, and the question of what else a business ought to contribute.

A chemical engineering degree, then a different kind of system

Anthony studied chemical engineering at Anna University from 1984 to 1988. He later took an MBA at the International Management Institute, with his studies running from 1990 to 1993. Engineering and management sit side by side in that education, years before AI became a fixture of the corporate presentation. The combination is pertinent to his eventual occupation: enterprise technology projects involve both technical dependencies and people with budgets, deadlines and competing ideas about what success means.

His recorded working life begins in 1988 as a sales engineer at Toshniwal Bros. Managerial positions at Mazzindia and Square D Software in Chennai followed, then a senior management role at Siemens IT Solutions and Services. From 2000 to 2006, he worked as a director at Tech Mahindra. It is a career sequence that crosses sales, management and technology services before arriving at the company he would help run.

In June 2006, Anthony became Korcomptenz’s chief operating officer and co-founder. He held the operating role through January 2017 and became chief executive the following month. That distinction matters to the chronology: Korcomptenz dates its own founding to 2003, while his documented operating tenure begins later. More than a decade in the COO chair preceded the CEO title. Operations had occupied a considerable part of the story before strategy became the most visible part.

Chennai gets the next assignment

At the May 2025 press conference in Chennai, Anthony appeared alongside Clara D’Silva, Korcomptenz’s founder and president, and Christian Twiste, its chief digital officer. The proposed expansion included new facilities in Chennai and Hyderabad, with Chennai concentrating on AI research and development. The company had already operated in Chennai since 2006. This was an additional assignment for an established base, with research taking a more explicit place in the plan.

The announced investment was ₹20 crore. Hiring plans focused on machine learning and data science, alongside the computing infrastructure needed to run AI models. At the time, the business described an annualised revenue run rate of about $50 million. Anthony set out an ambition to reach $100 million within two years. Those numbers belong to the announcement: a starting point described then and a destination he intended to pursue.

He also spoke about developing intellectual property and AI patents over one to two years. That ambition gives the expansion a more specific character than an office opening alone. A services company can grow by assigning more people to more projects. Anthony was also describing a desire to create things the company could own. A patent application and a client delivery schedule make different demands on a team, even when they occupy the same building.

The useful work behind the initials

Korcomptenz works across Microsoft, SAP and Salesforce. Its assignments include enterprise applications, customer systems, data, cloud infrastructure and continuing support. These are the systems that carry ordinary commercial work: orders, invoices, stock, sales and service. The job has little patience for decorative intelligence. An impressive answer on a screen still needs a dependable route into the process that an employee uses.

The Chennai centre’s announced programme includes AI research, model training and enterprise analytics. Its named accelerators include BankIQ for banking insights and SmartForge for manufacturing operations. Their subjects are concrete: customer retention, branch performance, inventory, production and procurement. For Anthony, these offerings place the AI ambition beside the kinds of enterprise problems his business already handles. The experiment has a customer department attached to it.

By April 2026, Korcomptenz was describing an expanded agentic AI offering inside ERP and CRM workflows. Its five-stage model runs from Assist through Automate, Extend and Orchestrate to Operate. The company also described a deployed voice-based warehouse agent integrated with Dynamics 365 warehouse management. The direction is toward software that can carry out work within business systems, with governance accompanying the proposed autonomy.

External recognition has accompanied that positioning. In October 2025, Korcomptenz announced its inclusion among the providers featured in Forrester’s Microsoft Business Applications Services Landscape for the third quarter of that year. In July 2026, it announced Contender recognition in three categories of ISG’s US Microsoft AI and Cloud Ecosystem study. The categories covered business processes, Azure data and AI, and Azure professional services. They describe the range the company is trying to connect.

In a published letter to banking and financial services leaders, Anthony describes a sequence for turning technology spending into measurable business results. First come workshops to identify and prioritise value. Then a Business Value Register records the outcomes in a form intended to be quantified, governed and audited. It is an administrative answer to a familiar executive question: after the investment, how will anyone know what changed? The letter puts measurement at the centre of his pitch, with customer impact and operational performance sharing the page with the technology.

His company’s SAP Sapphire 2026 programme also lists Anthony alongside SAP practice leader Mukund Shinde. The subjects offered to prospective customers include implementation scope, timing and transformation risk. Those are useful companions to the AI agenda. However far the technology advances, an enterprise project still needs somebody to decide what will be delivered, how long it will take and who will be accountable when it arrives.

The book that became an assignment

Another part of Anthony’s leadership story begins with a book. Inspired by Ranjay Gulati’s Deep Purpose, he directed the Korcomptenz team to volunteer time and talent. To mark its 21st anniversary, the company looked back at 21 projects under its KOR Cares initiative. An anniversary can produce a cake, a speech and a photograph. Here it also produced a count of work undertaken beyond the client account.

Anthony’s public response thanked the team for its participation and commitment to giving freely. His emphasis on both time and money is telling. A cheque can be approved at a desk; volunteering asks for a place in the calendar. The company connected this activity explicitly to his instruction, giving the familiar language of corporate purpose an identifiable action and an identifiable person responsible for asking.

“Thank you all for your participation, selfless service and deep commitment”

Prakash Anthony, thanking the KOR team on LinkedIn

The Korcomptenz Charitable Foundation provides another view of that commitment. Its 2024 filing lists Iruthayaraj Prakash Anthony as president, Clara D’Silva Anthony as treasurer and Rohan Mario Iruthayaraj as secretary. It records $194,030 in charitable disbursements for that year, with no compensation reported for the three officers. These are the foundation’s figures, distinct from the technology company’s finances and from Anthony’s personal finances.

The foundation had been tax-exempt since December 2021. Its filings give the giving activity a continuing administrative form: named officers, annual accounts and recorded distributions. That is a quieter kind of institution-building than an AI laboratory, but it comes with its own work. Good intentions acquire a different weight when somebody has to keep the books.

A reply is also part of the job

Anthony’s public record includes replies to critical employee reviews. In a response updated in February 2022, he asked a former associate to reconnect and offered to address a complaint if the company or he had been at fault. Elsewhere, he thanked a reviewer for feedback and described changes to processes and HR policies. These exchanges establish his willingness to answer in public; they do not establish how the underlying disagreements ended.

That is a useful detail in a profile of a services executive. Customers encounter the promises; employees encounter the daily arrangements that make those promises possible. Anthony’s replies put his own name beside requests to talk and correct problems. Alongside the research investment and the volunteer programme, they show another demand on the CEO’s time: returning to a difficult conversation after the original exchange has passed.

His next business chapter carries explicit ambitions for AI, intellectual property and growth. The personal details remain pleasantly resistant to the language of the presentation deck. There is a daughter’s performance he remembers, a piano and guitar to play, and fried chicken to cook. The work ahead will need results. Dinner, one suspects, will invite a more immediate verdict.