CTO Chats with Amardeep Vishwakarma Senior Technology Leader, Amazon

Could you tell us about your professional journey and your current role?

I have nearly 20 years of experience in the technology sector. My journey began at Naukri.com, India’s largest job portal, where I joined in its early stages and spent around 14 years. I grew from a Software Engineer to the Vice President of Engineering, contributing to the company’s evolution from a startup to a large-scale enterprise.

During this time, I had the opportunity to build multiple products and teams from the ground up. Following that, I took on the role of Chief Technology Officer at Shine.com, another prominent job portal. There, I was responsible for leading the technology organisation, setting the technical vision, and driving innovation—including launching new verticals such as data analytics.

After Shine, I joined Indian Express, one of India’s leading digital media and publishing houses, also as CTO. My primary mandate was to lead the company’s digital transformation. As the focus shifted from print to digital, I re- architected the entire technology stack, built new product verticals to diversify revenue beyond advertising, and established a strong data analytics practice to drive personalisation and understand reader behaviour better.

For the past four years, I’ve been at Amazon.

The IT landscape evolves so rapidly. What are the biggest challenges you’re currently facing?

One of the biggest challenges in today’s technology landscape is staying ahead of the curve amid relentless and rapid change. Every six to twelve months, new tools, frameworks, and paradigms emerge—often with the potential to disrupt existing systems or unlock new possibilities. This constant evolution requires IT teams to be agile, adaptable, and continuously learning. Currently, the most transformative shift we’re navigating is the widespread adoption of Artificial Intelligence (AI). The challenge isn’t just about integrating AI to automate workflows or boost productivity—it’s about doing so thoughtfully, while ensuring our people can grow alongside these innovations. The real risk lies in creating a gap between the tools we adopt and the team’s ability to use them effectively. As leaders, it’s our responsibility to bridge that gap. We must provide our teams with not only access to AI-driven platforms, but also the time, training, and support to understand and apply them meaningfully. As a leader, I believe it’s important to make deliberate investments in internal enablement—whether that’s through curated learning paths, hands-on experimentation, or real-world problem statements that allow teams to apply new skills in context. This approach helps build a culture of applied learning, where innovation is not just introduced, but deeply understood and meaningfully adopted. Ultimately, the biggest challenge—and opportunity—is aligning rapid technological advancement with human potential. That’s where lasting transformation happens.

How do you see the IT sector evolving in the next three to five years?

Over the next three to five years, Artificial Intelligence will be the most significant driver of change in the IT sector. We’re already beginning to see how AI is reshaping the way we work — from how developers write and review code to how teams automate processes, make decisions, and build customer experiences. Tasks that were once manual and time-consuming are increasingly being handled by intelligent systems.

This shift will also redefine the skill sets that are in demand. There will be a growing need for professionals who not only understand traditional development but can also work effectively with AI tools, models, and data-driven systems. Developers, product managers, and even leaders will need to rethink how they approach problem-solving in an AI-assisted world.

Those who embrace this change and proactively upskill will thrive, while those resistant to adoption may find themselves falling behind. While it’s difficult to predict what the next wave after AI will be, it’s clear that in the near term, AI will continue to drive innovation and transformation across industries.

The key will be continuous learning and adaptability — not just for individuals, but for entire organisations. Leaders will need to foster a culture where experimentation with AI is encouraged, and teams are given the tools and freedom to innovate responsibly.

Which specific technologies or trends will have the biggest impact?

Artificial Intelligence will continue to be the most transformative force across all segments of the IT landscape. We’re already witnessing its impact in areas such as customer service, where intelligent chatbots and virtual assistants are handling complex enquiries that once required human intervention. This not only improves efficiency but also reshapes how organisations think about customer experience.

Another major area of impact is data analytics. AI and machine learning models are enabling teams to process and extract insights from vast volumes of data far more efficiently than ever before. This is empowering faster, more informed decision-making across business functions.

Even the core software development process is evolving. Developers are increasingly using AI-powered tools to assist with code generation, debugging, and optimisation. This doesn’t just improve productivity — it also changes the nature of the work itself, allowing engineers to focus more on design, architecture, and problem-solving rather than repetitive tasks.

The trend is clear: AI will be embedded into every layer of the technology stack and every business vertical. Organisations that embrace it early and thoughtfully will be better positioned to lead in their respective domains.

How do you balance the need for innovation with the demand for stability?

In any IT organisation, people are the most valuable asset. Both stability and innovation stem from investing in them.

To maintain stability, you need skilled, empowered teams who understand the systems they support. To drive innovation, those same teams need space to learn, experiment, and grow.

As leaders, our role is to provide the right environment, resources, and encouragement — because it’s our people who ultimately ensure continuity while also pushing the boundaries of what’s possible.

What’s the biggest IT-related mistake you see companies make?

A common mistake is scaling engineering teams too quickly without a clearly defined technology roadmap. We saw this during the COVID-19 pandemic, when many companies hired rapidly under the assumption that digitalisation would continue accelerating.

However, without sustained demand or clear strategic direction, these expansions often led to inefficiencies — and eventually, difficult layoffs.

Hiring in IT should be closely aligned with long-term technical objectives and product evolution. Overhiring without clarity results in bloated teams, fragmented ownership, and organisational instability.

The goal should be to build lean, focused teams that can scale sustainably — not hire reactively based on market hype.

How do you approach mentoring the next generation of IT leaders?

Mentoring future IT leaders begins by aligning individual growth with the broader goals of the organisation. It’s about understanding the company’s vision and helping team members see how they can contribute meaningfully while advancing in their careers.

A key element of this involves identifying skill gaps, providing opportunities for ownership and accountability, and setting clear, measurable goals. Equally important is offering regular, constructive feedback and creating an environment where continuous learning is encouraged and supported.

Ultimately, effective mentorship is about empowerment — giving people the tools, context, and confidence to lead with clarity and purpose.

What has been one of the most memorable learning experiences in your career?

Every phase of a career brings its own set of lessons, but one of the most pivotal for me was the mindset shift from being an individual contributor to becoming a people leader. Early on, I realised that success was no longer about how much I could do myself — it was about how effectively I could empower others to succeed. Letting go of direct control and learning to trust, delegate, and coach was both challenging and transformative.

Another important learning curve came from adapting to different organisational cultures as I moved between companies. Each environment required a different leadership style, level of influence, and approach to collaboration — teaching me to stay flexible and people-centric.

The biggest takeaway for me has been this: treat every experience — whether it feels like a win or a setback — as an opportunity to learn. And more importantly, create those opportunities for others along the way.

What advice would you give to someone attending an event like this for the first time?

This has been a very engaging discussion. I believe this is a great platform to share your experience and learnings with a wider audience. My advice would be to embrace that opportunity to contribute your perspective and learn from others in the room.