With revenues of about $250 million, Bahwan CyberTek (BCT) has carved out a position in India’s technology landscape. It has the scale to serve large enterprises and government-linked organisations, while remaining focused enough to build deep capabilities in select industries. Rather than competing on breadth or headcount, BCT is increasingly shaping its business around industry platforms, intellectual property and outcome-led solutions.
The Chennai-headquartered company, founded in Oman and now in its 27th year, has appointed Amrinder Singh as MD and group CEO at a key point in its evolution. Singh, who joined the team in June and is based in Dubai, has extensive international experience, having held leadership roles at HCL Technologies and Hexaware across Europe, the Middle East, Africa and Asia-Pacific.
BCT already has an unusual geographical mix. The Middle East contributes about 40 per cent of revenues, while the US, where the company has been present for more than two decades, accounts for 28-32 per cent and remains its largest single-country market. The balance, 28-32 per cent, comes from India and other Asia-Pacific markets including Singapore, Brunei, Taiwan and Malaysia. Established in 1999, the company has delivered solutions across 20 countries spanning North America, the Middle East, Africa and Asia. BCT employs about 5,500 people globally, with its largest delivery centre in Chennai and other centres in Oman, Brunei and Taiwan.
Unlike many mid-sized technology companies that try to cover a wide range of sectors, BCT says it wants to build deeper positions in a limited number of verticals. Banking and financial services is one of them. The company has an exclusive partnership with Temenos across eight countries in Asia-Pacific, working with banks, NBFCs and lending institutions on core transformation and integration. Energy, oil & gas, utilities and renewables form another large area, particularly across the Middle East and Asia-Pacific.
“We do not want to be a generic IT services company across all industry sectors,” says Singh. “We want to stay focused on four-five key industry sectors”. Beyond banking and energy, BCT works across retail, logistics, telecommunications, manufacturing and public infrastructure. The larger idea is to use industry knowledge to create repeatable technology assets rather than remain only a project-execution company.
Urban infrastructure offers one example. For Mumbai Metro Rail Corporation’s 30-km underground corridor, BCT has implemented a digital asset-management system linked to 3D design models. The system gives assets created during construction a lifecycle record from design through operations, while improving visibility over procurement and contractor accountability.
BCT is not alone in confronting the change. Nasscom’s Technology Sector in India: Strategic Review 2026 expects the Indian technology industry to cross $315 billion in 2025-26, but the more significant shift it identifies is structural: providers are moving away from FTE-led delivery towards outcome-based and risk-sharing constructs as AI changes the economics of delivery. Nasscom characterises the broader transition as one from scale-led growth towards value and innovation.
Build, buy or partner
That platform ambition does not mean BCT wants to build every layer of technology itself. Its partnerships include IBM, Oracle, AWS, Databricks, Snowflake and Informatica. “The more useful question is what the company can create that customers cannot buy elsewhere,” affirms Venkatesh Thenkarai, chief digital officer, BCT. “The most important question to be asked is: how can we make something customers cannot buy elsewhere?”
In BCT’s case, that means investing above the underlying technology stack, in industry models, AI accelerators, business workflows and domain-specific applications. The infrastructure may come from a global technology provider; BCT wants to own the industry logic sitting on top of it.
The same approach extends to commuter-facing platforms. For the National Capital Region Transport Corporation’s Regional Rapid Transit System, BCT developed a mobile application that brings ticket booking, journey planning, routes, schedules and fare information together. The platform has been designed to support up to 700,000 commuters a day, combining complex backend systems with a relatively simple consumer interface.
Other examples include retina360, which applies AI and operational data to predict failures in critical assets and DropThought, which turns customer feedback into business intelligence. BCT has been investing in such domain products for more than 15 years and says it now has 12 leading products across software, hardware and IoT.
Artificial intelligence is central to the company’s next phase, but BCT’s argument is that AI becomes useful only when it is embedded in working systems and supported by usable data. FuelTrans, its fuel-management platform, is one of the clearest examples. Used by oil-marketing companies including IOCL, BPCL and HPCL, FuelTrans combines India-manufactured hardware with software that monitors fuel inventory, dispensing, pressure, humidity and temperature in real time.
The product is also evolving with the energy market. A newer offering integrates conventional fuel dispensing with electric-vehicle charging and other energy sources on the forecourt, reflecting the gradual transition of fuel stations into multi-energy locations. For BCT, the larger opportunity is to embed AI into existing industry platforms rather than build stand-alone AI applications looking for a market.
“We are not just delivering services, but industry-leading products, especially products that are getting more and more AI embedded into them, both from a hardware perspective and software perspective,” informs Singh. But the harder part of enterprise AI often begins before the model is deployed.
The problem is not limited to companies. In Tamil Nadu, more than 150 urban local bodies had separate systems covering taxes, licences, certificates and citizen services. BCT helped bring them onto a common digital platform that now provides more than 800 services online.
“The companies that are really creating value with AI are not necessarily the ones with the smartest algorithms,” concedes Thenkarai. “They are the ones with the cleanest, most governed and most accessible data.” This is also where BCT sees domain knowledge becoming important. Data readiness in a refinery is different from data readiness in a bank, utility or logistics network. The opportunity, it believes, lies in combining data engineering with an understanding of the industry in which the technology is being deployed.
The change in delivery models has an obvious consequence for the workforce. For much of the IT services industry’s history, revenue growth required more people. AI does not remove the need for talent, but it changes the skills that create value.
“This is not about replacing people, but changing the kind of work people do,” says Priya Venkataraman, CHRO, BCT. As repetitive tasks become automated, she sees employees moving towards solution design, advisory, data interpretation, AI governance and other higher-value roles.
BCT describes this as moving ‘from a workforce of executors to a workforce of orchestrators.’ Its current attrition is about 16 per cent; utilisation, about 90 per cent; while 18 per cent of open roles are being filled internally. Reskilling, cross-skilling and AI fluency therefore become part of the operating model rather than only an HR programme.
Scale still matters where large public technology programmes require specialist talent. BCT is deploying more than 900 technology professionals, including solution architects, developers, business analysts and project managers, for a Maharashtra state technology agency across Mumbai, Navi Mumbai and Pune. “An engineer who understands machine learning and how a refinery operates, how a bank manages risk or how a global supply chain can function is more valuable,” says Venkataraman.
Another emerging bet is sovereign technology. Governments, banks and operators of critical infrastructure increasingly want access to global cloud capabilities without surrendering control over where data resides, who has administrative access or where AI models are trained and run.
“Governments, financial institutions and operators of critical infrastructure are asking a basic question: who ultimately controls my data?” says Thenkarai. “Our answer is simple: the customer has to.”
BCT has worked on sovereign cloud infrastructure using AWS Outposts, combining hyper-scaler capabilities with locally governed operations and managed services. For a company with delivery centres across India, Oman, Brunei and Taiwan and a large Middle East business, the ability to combine global technology with local control could become another route to growth.
The technology, talent and data shifts ultimately have to show up in BCT’s revenue mix. In lending, for instance, “the company can provide a technology platform and back-office operations without requiring a client to make a large upfront technology investment and charge instead on a per-account or transaction basis,” argues Singh. Such contracts move the technology provider closer to the client’s business outcome and can create more recurring revenues if the platform scales. “We want to accelerate on that journey, where we move our revenues from seat-based people models into more and more utility-based models,” says Singh.
BCT is targeting annual growth of 10-15 per cent over the next two to three years. Singh believes margins can grow faster than revenues as a larger share of the business moves towards platforms, IP and outcome-based models. For him, therefore, the next two to three years will be less of a test of how quickly BCT can add people than of whether it can change the quality of its revenues.