Ujjwal Prakash
Global SAP Transformation Leader
I help enterprises modernise their SAP landscapes, move safely to cloud, and build the capabilities that outlast the project. Seventeen years across pharma, banking, energy, and technology — the problems change, the discipline does not.
About Ujjwal
Seventeen years in enterprise technology. One consistent thread: I show up before the problem is obvious, and I stay until the solution actually holds.I started as an SAP consultant at Accenture, where I worked across energy, banking, and technology clients - BP, Halliburton, Commonwealth Bank of Australia. I learned early that the technology is rarely the hard part. The hard part is understanding the business well enough to know what the technology actually needs to do.That instinct took me further than I expected. Over the years I moved from consultant to client, from project lead to program lead, from execution to architecture, and eventually to sitting on the advisory board to the Head of IT for our Asia Pacific region - where the conversations shifted from systems to strategy: business-IT collaboration, regional AI initiatives, innovation showcases, and building the kind of IT culture that attracts, not just retains, good people.The work I'm most proud of sits at the junction of technical depth and human complexity. I built a four-year global SAP transformation program from the ground up, architected the principles on which a multi-million euro cloud migration was designed, and established a cybersecurity capability in nine months that later became a benchmark in the industry. None of those were straightforward. All of them involved getting people to believe in something before they could see it clearly.I work across the full range of what transformation actually requires: program architecture, delivery governance, stakeholder alignment, risk design, and the occasional Friday night on a production floor when something refuses to behave.I think in analogies. The whiteboard is my natural habitat. I communicate to kill ambiguity. And I take a genuinely unreasonable number of photographs of my son, who at this point has no choice but to be well-documented.If any of that sounds like someone useful for a complex programme or a sharp conversation about where enterprise technology is heading, I'd be glad to connect.
HOW I THINKI start with the problem, not the solution. Before I recommend anything, I want to understand the business well enough to know what the technology actually needs to do and what it does not.I think in systems. Transformations are rarely about one process, one team, or one decision. They are about interdependencies. The thing that breaks programmes is usually not the part people were watching.I communicate to reduce ambiguity. Complex programmes generate noise. My job is to clarify: what are we deciding, what are we not deciding, and what does everyone in this room need to walk out aligned on.I take the long view on people. The best delivery outcome means nothing if the organisation cannot operate what you built. Capability, culture, and adoption are not afterthoughts. They are part of the architecture.I have a high tolerance for complexity and a low tolerance for unnecessary complication. There is a difference. One comes with the territory. The other is a design failure.
SAP on Hyperscalers / SAP RISE — Cloud ERP Migration
When the incumbent platform reached end of life, the question was not just where to move. It was how to move a multi-million euro, mission-critical SAP landscape - 36 systems, thousands of end-users globally, four interconnected projects - without breaking the business that runs on it.As Program Lead, I was responsible for the full scope: program design, architecture principles, delivery governance, risk management, and a team of 200 internal and external resources across multiple geographies. I introduced a factory-model delivery framework that enabled six concurrent SAP migrations, cutting overall program duration by 25%. Recovery time went from one hour to five minutes. System build time dropped from 20 days to one week.This was a four-year program that I set up from the ground up. There is a reason I said to the team at the start: this is a marathon, not a sprint. My boss quoted it back to me a year later. I took that as a sign we were pacing it right.
Global SAP Transformation in Pharma
Multi-year. Multi-country. Multiple stakeholder groups with different definitions of done.I led technical workstreams across three distinct but deeply connected bodies of work: the S/4 HANA Conversion across multiple legal entities in multiple countries, GBS Country Deployments establishing the digital core for Finance, Supply Chain, Commercial and Quality, and Release Management ensuring that a landscape of that scale remained stable, auditable, and capable of absorbing change without breaking.The real challenge was never the technology. It was keeping the architecture coherent, the delivery teams coordinated, and the leadership aligned - all at the same time, across time zones, for long enough to actually get somewhere.
SAP Cybersecurity Innovation
A security assessment flagged serious vulnerabilities across our SAP landscape. The market had limited expertise. No clean off-the-shelf answer existed for what we needed.So we built the skills in-house. In nine months, the team implemented a SIEM solution integrated with SAP Enterprise Threat Detection - a niche capability that very few organisations had attempted at the time. The system processed multi-billions log events per month. The penetration test that followed came back clean. Annual results moved from red to amber.The programme became a benchmark case in the SAP cybersecurity space and I was invited to present the journey at the International Cyber Security and Data Protection Conference in 2022. Sometimes the answer to "nobody has done this before" is simply to go first.
Let's Connect
Whether you want to discuss a complex SAP programme, explore what modern enterprise architecture looks like in a regulated industry, or just have a sharp conversation about where technology leadership is heading - I am easy to reach and always glad to talk.[email protected]LinkedIn: linkedin.com/in/prakashujjwalSingapore