Vijay Anand wants the whole business to think like a CEO

A company can give you a title. It takes rather more nerve to give everybody else permission to think as though they have it. Vijay Anand has offered his team that invitation: think like a CEO. For someone whose career has involved keeping enterprise technology connected, it is an appealing extension of the same idea. Information should travel. Responsibility should travel with it.

Anand is the co-founder and chief executive of EverestDX, the enterprise technology business he helped establish after years in infrastructure leadership. His working life has taken him through network engineering, large IT services organizations, cloud platforms and company building. Along the way, he also co-founded a fintech business that would become part of Perfios.

The chronology is useful. The connections are more interesting. Here is a career spent around the places where one system hands work to another, where a technical choice becomes a commercial consequence, and where experience can become something a younger person borrows. There is plenty of software in the story. There are also other people at almost every turn.

A career close to the machinery

Anand studied at National Engineering College from 1992 to 1996. His college identifies him with its 1996 Electronics and Communication Engineering class. Engineering supplies an appropriate starting point for a career that would remain close to the infrastructure beneath a business: the networks, platforms and services people depend on while thinking about something else.

His early professional record includes network engineering at Zenith Computers and consulting at Indigo Tech Solutions. He subsequently spent a decade at Satyam Computer Services, with general management responsibilities covering retail, banking and financial services, and a strategic vertical. These were substantial stretches inside established organizations before the founder’s title appeared.

At Tech Mahindra, he moved through infrastructure services leadership in the United States and then became vice president for cloud and infrastructure in the Americas. That latter role ran from 2012 to 2017. EverestDX followed in 2018. The sequence gives his entrepreneurship a particular character: a company-building chapter after years spent working within the systems and organizations it would serve.

A founder emerging from enterprise services brings a different set of questions to the drawing board. Who will run the system? How will the customer use it? What happens after implementation? In Anand’s case, the move into entrepreneurship kept services in the picture, even as a software product became central to the proposition.

The business between the systems

The founding idea at EverestDX was to combine services with a product for hybrid cloud management. Anand described a gap in the way different parts of cloud operations communicated. The opportunity lay in bringing those parts together, so a customer could manage more of its environment through a common view.

The early platform, CiM, brought orchestration, automation and data aggregation into the same proposition. Its remit included deployments, cloud usage and spending. An enterprise might have several providers and plenty of information about each; turning all that information into a coherent operating picture was the problem being addressed.

There is something pleasingly unglamorous about this starting point. Technology conferences may enjoy a grand vision, but a business still needs to know what is running, what it costs and what happens next. A dashboard can be handsome and leave an awkward question unanswered. The useful work begins when the question gets an answer somebody can act on.

EverestDX’s present portfolio extends that interest in connected information. VantageX supplies a shared foundation linking services, applications, owners, costs and other enterprise relationships. The vocabulary has expanded to include data and AI, while the underlying concern remains recognizable: decisions improve when the relevant pieces can be considered together.

A seat at a shared table

Anand’s current brief covers strategy, growth, execution and long-term customer partnerships. He shares the founding team with Venkateshwar Reddy Madadi, the chief operating officer, and Prabhu Rangasamy, the chief technology officer. Their published responsibilities range across operations, product strategy, engineering and AI. A chief executive may carry the title in the headline; the work has several authors.

His instruction to employees makes sense in that setting. Thinking like a chief executive asks a person to consider consequences beyond a task’s immediate boundary. Does a technical improvement help the customer? Does a decision make the next team’s work easier? Such questions have a habit of wandering outside departmental fences, which is precisely their usefulness.

“We encourage every person to think like a CEO.”

Vijay Anand

One of his public celebrations brought the people and product sides together rather neatly: the opening of a second Hyderabad office and the release of Vantage X 2.0 on the same day. He thanked the team. An office and a software release make a revealing pair of milestones: a place for people to work, and something their work has produced.

Today, the products separate distinct jobs within that broader ambition. OPTIX deals with technology spending and optimization. InsightONE connects operational signals with service context. CORA provides an assistant for questions and analysis, while BotX handles governed automation. The interesting promise is that each can draw on a shared understanding of the enterprise rather than asking people to reconstruct the same relationships repeatedly.

Another company, another kind of unfinished work

CreditNirvana opens another chapter. A December 2020 funding announcement named Anand alongside Raj MKK and Raj Partha as its founders. The company worked on debt management and digital collections, applying data and automation across a process that can otherwise involve many separate steps.

That announcement described a platform serving more than four million customers and handling about $5 billion in existing receivables. Its proposed use of funding included international expansion. These figures belonged to the company’s account of its business at that time, a snapshot of a venture already dealing with a sizeable operational problem.

In March 2025, Perfios announced that it had acquired CreditNirvana. At the acquisition, the platform was described as managing a collections portfolio exceeding $9 billion and more than 42 million loan accounts. Those measures describe the business being acquired. They give the story a scale without pretending that a co-founder’s personal contribution can be extracted into a convenient percentage.

Debt management and cloud management have different customers, obligations and consequences. The connection in this career is the decision to build software around complex recurring work. In one setting, information concerns workloads and resources; in the other, loan accounts and collections. Both offer an engineer plenty to think about before a product can become useful.

Perfios added the business to a wider financial technology portfolio. CreditNirvana was to continue operating independently as a wholly owned subsidiary. For Anand’s biography, the acquisition supplies a concrete milestone beyond EverestDX: another organization he helped found had reached a new institutional home.

Advice travels better when it is shared

On October 20, 2023, Anand was among the panelists at a GOPIO-CT gathering for new University of Connecticut Business School students in Stamford. The setting was the Hampton Inn and Suites. The topic was practical: how to find a professional footing and succeed in America.

He joined professionals from finance, technology and other fields. The discussion covered career choices, preparation, transferable skills and the experience of entering the American job market. Students could ask questions of people who had already made some of those decisions. Experience, briefly, became a shared resource rather than a private accumulation.

The panel’s collective guidance included professional networking and making use of alumni connections. It was advice about finding people as well as finding vacancies. That feels an apt scene in a profile of someone whose day job involves connections: an evening spent helping newer arrivals understand the human systems around a career.

Education also appears in his interests beyond the office. He supports initiatives in India and the United States concerned with childhood education and village development. His other business involvements include investing and board membership in ventures such as Vibhathi Labs, GenAIEmbed.ai and Cookr.in. The circle around his main executive role extends into both other companies and community life.

Room for a different horizon

Outside work, Anand enjoys hiking, beaches and traveling with his family. It is a welcome change of scenery after so much time among enterprise systems. A beach has the advantage of requiring very little integration; a walk can proceed perfectly well without a dashboard.

Back at EverestDX, the work continues around cloud, data, AI and the economics of technology. Anand’s route into it remains worth remembering: engineering first, years inside services businesses, then the decision to build. The invitation to think like a CEO gives that route a generous sequel. It asks other people to widen their view, too.