Introduction In the contemporary corporate landscape, the role of a director has evolved from mere financial oversight to navigating a complex web of digital risks and opportunities. For over three decades, I have watched technology move from the basement server room to the center of the boardroom table. As an IT professional who has transitioned from a Test Engineer in 1988 to a strategic Technical Consultant and Associate Director, I have seen firsthand that the biggest risk to modern organizations is not a lack of technology, but a lack of technical governance.
The Evolution of the “Technical Director” Historically, boards relied on a single “IT guy” or a CTO to provide updates once a quarter. However, with the rise of Electronic Surveillance, GPS technology, Biometrics, and complex networking, technology is no longer a department—it is the business.
My journey began with a BE in Electronics from Mumbai University and a GNIIT program, providing a foundation in the “how” of technology. But as I managed IT for firms like Alchemy Capital Management, I realized the more important question for a leader is “why”. Board members must understand how a migration to a new email platform or the implementation of security policies across AD servers impacts long-term sustainability and client trust.
Core Pillars of Digital Governance Based on my experience steering business processes and handling large-scale technical operations, I believe effective board-level IT governance rests on four pillars:
1. Proactive Risk Mitigation During my time at Alchemy Capital, my focus was on analyzing server logs and link traffic data to avoid bottlenecks before a breakdown occurred. In the boardroom, this translates to “Predictive Governance.” Directors should not wait for a data breach or a system crash to ask about infrastructure. We must advocate for systematic preventive maintenance and regular UAT (User Acceptance Testing) for all product releases.
2. Operational Scalability At Lido Learning, I witnessed the challenge of rapid expansion—scaling from onboarding 25 tutors per week to over 200. This required revamping entire onboarding processes and implementing automated communication systems like WhatsApp BOTs. A board’s role is to ensure that the organization’s “tech debt” doesn’t grow faster than its revenue. We must ask: “Is our current infrastructure a launchpad for growth or a bottleneck?”
3. Frugal Innovation and Resource Optimization As a Facilities Management Consultant for Citibank’s COSL subsidiary, I saved precious foreign exchange by cannibalizing components and refurbishing laser toners. While boards often focus on multi-million dollar investments, there is profound strategic value in resource optimization. A Director with a technical background can identify where “off-the-shelf” solutions are more effective than expensive custom builds, ensuring every rupee of the IT budget is utilized efficiently.
4. The Human Element: Training and Ethics Technology is only as good as the people who use it. My career has been defined by being an “Avid Philomath”—someone who loves learning and sharing knowledge. Whether it was training the tech team at Bikayi eCommerce or designing curriculum for CCTV Technician courses at Dharam Bharati Mission, I have seen that “Technical Training” is a core competency that must be driven from the top.
Leading with Integrity The most critical asset a Manager brings is values-based leadership. My record of zero absenteeism over six years in BNI and 13 months at Lido Learning is a testament to the discipline required for high-level governance. Boards need directors who are not just “out-of-the-box strategists” but also systematic and methodical individuals who can grasp new concepts quickly and explain them clearly to non-technical stakeholders.
Conclusion As we look toward 2026 and beyond, the intersection of IT, security, and strategic management will define the winners of the corporate world. My goal is to bring this blend of technical depth and 30 years of operational experience to boards that are ready to embrace a “solution-based approach” to problem-solving. The boardroom of the future needs a bridge between the digital world and the corporate mission. I am ready to be that bridge.
Ravinder Singh is a technology entrepreneur with over 30 years of experience in IT and EdTech. He is dedicated to exploring the intersection of business strategy and human impact. Through the “Beyond Business” series, he shares lessons learned from the frontlines of crisis management and social rehabilitation, believing that true leadership is defined by what we build for others when the office lights go out.