Anji G. Reddy, CEO of VisionSoft, is a technology leader with 25+ years of experience and a global reputation in SAP, HANA, Data Management, and Salesforce. He has also founded ventures like Haneya, DMAG, and HANELytics to drive digital transformation and innovation.
In our conversation, Reddy reflected on his journey from leadership roles at IBM and The New York Times to building VisionSoft. He spoke about turning challenges into opportunities, balancing leadership with growth, and his vision for AI and digital commerce.
Questions directed to Anji G. Reddy:
You’ve had an impressive journey spanning more than 25 years in technology. What first inspired you to move from chemical engineering into the world of SAP, data management, and enterprise technology?
Chemical engineering and enterprise technology both require tackling complex systems. If you simplify either of them, they both boil down to starting at Point A and designing a process to get to Point B. When I first got a look at how enterprises worked behind the scenes, it felt like discovering a whole new puzzle and I realized I had a piece that fit. That problem-solving mindset from engineering translated over naturally and gave me access to solving some of the most impactful challenges globally.
Before founding VisionSoft, you held leadership roles at global organizations like IBM, The New York Times, Johnson & Johnson, and Deloitte. How did those experiences shape your vision as an entrepreneur?
Each company, each culture, and each challenge have all shaped the way I view the industry. I’ve learned valuable lessons at each organization that have taught me the different pain points around various sectors, from supply chain bottlenecks to complex SAP migrations. Holding various leadership positions over various teams also allowed me to learn about many different people, how they function, what motivates them, and what they need to success. I’ve taken that and translated it into not only the way I lead my company, but how I closing the gaps in the industry that have yet to be covered.
You’ve founded multiple ventures including Haneya, DMAG, and HANELytics. What gap in the industry were you aiming to fill when you started these companies?
When you take a step back and analyse all of the great achievements that this industry has established, there are still 2 key issues that follow: high costs and low efficiency. The root of all my ventures aim tackle this common goal. How that goal is tackled is also largely dependent on the other pain point I’ve observed. Haneya® was born out of the complexity and high cost of SAP ECC to S/4 HANA migrations. Clients were struggling with error identification, version incompatibilities, and testing. Haneya cuts that effort, time, and cost in half through automation. DMAG® addresses the lack of efficient data transformation tools during ERP migrations. It enables cleansing, transformation, mapping, and loading of data across legacy and modern platforms for both SAP and non-SAP systems. Hanelytics® tackles the challenge of deriving actionable insights from large, unstructured data. It injects ERP and non-ERP data into machine learning models to drive predictive insights for supply chains and demand planning.
One of your landmark projects involved an SAP ECC to S/4 HANA transformation with over 3TB of data. Can you share the challenges your team faced and how you led them to deliver $5 million in annual savings for the client?
That project was a watershed moment for us: a global SAP ECC to S/4HANA transformation riding on more than 3 terabytes of legacy data, woven through mission-critical processes where downtime simply wasn’t an option. The complexity was real: decades of custom code, tangled integrations, and data quality landmines, but we treated it like an opportunity to showcase our automation-first stack. We led with Haneya®, which continuously scanned the ECC landscape for incompatibilities, auto-generated remediation plans, and orchestrated regression testing so teams could fix with confidence instead of guesswork. In parallel, DMAG® became our data engine, intelligently extracting, cleansing, mapping, and validating massive datasets across SAP and non-SAP sources with full lineage and auditability, so the “go/no-go” line was driven by facts, not gut feel. Over the top, HANELytics® delivered predictive impact analysis and live readiness dashboards that helped us prioritize high-value objects, de-risk cutover rehearsals, and flag anomalies before they became issues. The outcome was a seamless cutover and a smarter S/4HANA run state, faster processes, leaner support, and sharper decisioning. That cumulatively translated into more than $5 million in annual savings through improved system performance, reduced support overhead, and data-driven planning. It was a bold lift, but exactly the kind of high-stakes transformation where VisionSoft’s innovation DNA: automation, intelligence, and operational rigor, turns complexity into measurable business value.
VisionSoft has grown into a global player under your leadership. What strategies have been key in expanding into regions like Asia, MENA, and Africa while maintaining strong client relationships?
It’s very important to establish strong local leadership with similar values and goals that can independently manage their teams. This helps with managing the pressure that can come with managing people in different time zones and cultures. It also allows us to be present with our clients and ensure that all their needs are taken care of. We also focus on long term relationships, it’s important to be engaged with your clients and to make it known that you are always there when they need it.
You’ve spoken about the importance of balance. How do you personally manage the demands of leading a 200+ member global team while continuing your own growth and innovation journey?
Balance is a discipline that takes practice. I’ve learned over the years the importance of a structured schedule where you not only dedicate time to your employees and clients, but to yourself. I make it a point to stay connected with other peers in the industry to keep a constant flow of varied perspectives and ideas. I prioritize time to reading, learning, and staying updated in the industry. Most importantly, I take time to actually reflect and think on what I learn from those around me, and how that can be applied to new growth and innovation at Visionsoft.
Integrity, innovation, and client-centricity are core values you emphasize at VisionSoft. How do you ensure these values are lived out by your teams on a daily basis?
All of those values are built upon trust and alignment. When teams are working toward a common goal, it’s easier to stay honest, focused, and motivated. Integrity is the foundation for everything and it thus a non-negotiable. Remaining accountable and following through on important actions keeps the company functioning. Innovation and client-centricity follow and are encouraged through recognition and rewards so they become habit and integrated into daily life.
In the future, you’ve expressed interest in AI, digital commerce, and cybersecurity. What do you see as the biggest opportunities—and challenges—for VisionSoft and the wider tech industry in the next five years?
AI is leading one of the largest shifts in the technology industry. It is incredibly important to stay updated on how AI can be meaningfully embedded into enterprise systems. I foresee AI pulling more weight in the areas of data governance, automation and predictive intelligence, which means staying on top of harnessing its’ abilities rather than fighting against it. I think the biggest challenge will be not only keeping up,but innovating so we can help lead the growth. We have to stay agile and continue evolving to making sure we are building better, smarter solutions for our clients.
