Sriram Nallam wants more people at the keyboard

Sriram Nallam made room in a school-visit update for lunch. Back in India, visiting students at APR School Tuni in July 2026, the founder of Seanergy wrote about computer education, the children he had met, and eating with them. A business biography usually finds space for the boardroom. Here was a table worth keeping in the picture.

The visit, on July 18, brought Nallam and colleagues from Computers for Government Schools, or CGS, to the girls’ school to review its computer education program. In the photographs, he stands among students and leans toward a computer as they work. The equipment is ordinary. So is the room. Both are more useful to this story than a ceremonial backdrop.

Nallam also had an ambition to share. He described a new undertaking called Project Lotus, through which some of these children should aim for careers at major consulting and technology businesses. He named EY, PwC, BCG, Deloitte, Google, and Microsoft. These were destinations he wanted students to consider, rather than a list of placements already secured.

The software came first

There is a substantial professional life behind that classroom visit. Nallam holds a degree in computer science from Andhra University; his LinkedIn education entry lists 1990 to 1993. Before starting Seanergy, he headed product development at SDG Software Technologies, working on products used in stock markets around the world. His career began with the business of making software function where people depended on it.

Stock-market software is an instructive starting point for a technology founder. The usefulness of a system has to survive contact with transactions and working hours. An attractive idea still needs engineering. That distinction supplies a useful way to read Nallam’s later career, even as the language around the technology has changed.

He founded Seanergy in 2004. Over the years, the business developed around enterprise software and technology services. The company now operates from Plano, Texas, with teams in Hyderabad and Visakhapatnam. Nallam’s own public profile places him in Plano, a geographical centre for a working life whose connections extend across the United States and India.

An older professional profile offers a more tactile glimpse of the work. Under Seanergy Softech Limited, Nallam described an e-commerce engine connected to payment services including PayPal and Worldpay, and to couriers including UPS and USPS. It is a small archive of the internet’s less glamorous necessities. Someone must arrange for the payment to clear and the parcel to arrive; neither task becomes optional because the website looks lovely.

A new name, an old obligation

On April 17, 2025, Seanergy Digital announced that it was becoming Seanergy.ai. The change placed AI, data, and intelligent automation at the centre of its identity. By then, Nallam had been building the business for more than two decades. The announcement belonged to an established company changing its emphasis, with an existing history of customers and delivery behind it.

A name can be changed in an announcement. A working relationship takes rather longer. Nallam’s stated aim was to accompany clients through their technology changes, from strategic advice to implementation. The proposition joined the fashionable part of enterprise technology to an enduring commercial responsibility: understand what a customer needs, build something suitable, and help it become useful.

“Our goal is to be more than a service provider”

Sriram Nallam · April 2025

The current business describes a sequence of discovery, assessment, strategy, execution, and scaling. That order is telling. It puts questions about priorities and readiness before the construction work. In the everyday life of a company, an AI initiative must find its place among existing systems, budgets, and people with other things to do. A new tool arrives with neighbours.

Independent company directory Gregslist identifies Seanergy as bootstrapped and records its 2004 founding. Its description includes software development, analytics, and testing, with applications in logistics and public transit. Those are fields where the consequences of software become familiar quickly: a shipment needs tracking, a route needs planning, a user needs an answer. The work has a destination beyond the demonstration.

Execution has colleagues

Nallam’s leadership responsibilities span strategy, business development, and product innovation. Seanergy’s current leadership page labels him Executive Chairman, while its biography also calls him Founder & CEO. Across those descriptions, the consistent thread is his role in setting the company’s direction. The rest of the portrait becomes clearer when other people enter it.

In May 2025, Seanergy announced Vikas Shah’s appointment as Executive Director. Nallam praised his ability to bring “clarity, discipline, and results” during organizational change. The appointment placed attention on execution and on connecting business priorities with delivery. After a rebrand, those are useful concerns to have at the table. Typography rarely manages a project by itself.

There is a related detail in a public recommendation from Mahesh Babu Mamidi, who recalled initially finding Nallam demanding because of his focus on delivery. Mamidi’s assessment became warmer over years of knowing him. It is one colleague’s perspective, rather than a universal character certificate, but it adds texture to the polished titles: an insistence on getting the work done can be felt differently from either end of a deadline.

Nallam also credited Gregg Markham’s work across operations, growth, and client leadership when describing a period of company progress. Giving an operator that space matters in a founder’s account. It acknowledges that direction and performance require people whose work is often less visible than the person explaining the strategy.

A website that can take a question

One expression of Nallam’s current direction is myURI, a conversational AI platform that lists him as founder and strategic lead. Its proposed shift is easy to picture: a visitor asks for help through voice or text, and the website responds through an agent. The interface is meant to move a person toward an action as well as an answer.

The team includes co-founders Kiran Vasudeva and Pavan Chikkam, with responsibilities in technology and product strategy. Vasudeva is also Seanergy’s Chief Technology Officer. Their roles place engineering and product decisions alongside Nallam’s strategic work. The platform’s examples include recruitment assistance, driver check-in, and shipment tracking. These are specific jobs, with specific information to gather and something to complete.

There is a pleasing continuity with that earlier e-commerce profile. Payments and parcels belonged to an internet built around forms and integrations. Conversational agents propose a different entrance to comparable practical work. The interface changes; someone still needs to make the next step happen. For a founder whose background is in product development, that is a useful point of comparison.

The first lesson still matters

The education work has its own people and history. A CGS update dated December 26, 2024 identified Sriram and Lakshmi Nallam as founders visiting a project school in Simhachalam with project manager Srinivas N. They met students, teachers, and the principal, discussing computer literacy alongside AI and machine learning. The visit preceded the Seanergy.ai rebrand announced the following spring.

CGS describes its work as helping government schools obtain computer infrastructure and practical digital instruction. Its updates include students learning office software, making documents, and using computers regularly. These activities have little of the theatre associated with a technology launch. They have the quieter advantage of giving a learner something to do again tomorrow.

Nallam’s interest in speaking at schools and colleges also appears in his professional biography. Mentorship sits beside his business responsibilities rather than arriving as a decorative final sentence. The classroom photographs make the connection concrete: a person with decades in software is spending time with people at the beginning of learning to use it.

The education model also depends on adults who remain after a visitor leaves. CGS has described school partnerships involving teachers and alumni associations, including a fifteen-computer lab at APRS SM Puram supported by Seanergy and the school’s alumni. A full-time computer teacher was appointed there. That is an organizational detail with a human consequence: the next lesson needs someone available to teach it. The lab and the timetable belong in the same conversation.

For students, regular access makes room for the modest achievements that experienced computer users barely remember learning. Preparing a document, finding a command, and trying again all require time with a machine. CGS’s classroom updates put those ordinary activities in view. They make computer education legible as a continuing activity, with teachers, students, and school partners carrying different parts of the work.

Project Lotus gives that interest a longer horizon. The employers he named represent the kind of professional destination he wants students to imagine. Between an introduction to computers and a job at one of those firms lie years of education and choices. An ambition is most interesting when its scale is understood. Here, the first steps are visible, while the eventual careers remain ahead.

Put beside the company’s AI work, those ambitions give Nallam’s profile an unusual range. At one end are organizations deciding how to use new systems. At the other are students discovering what a computer lets them do. The questions differ, but both settings make participation tangible through the opportunity to try something and learn.

That brings the story back to Tuni, and to the detail of lunch. A founder accustomed to discussing enterprise change had spent part of his day with schoolchildren, talking about the skills and futures available to them. The computer lab gave those possibilities a place to begin. He had helped build a company around technology. At school, there were more people to invite to the keyboard.