Sign In

Srinivas Sarathy

Technology Executive with expertise in infrastructure management and cloud services

Srinivas Sarathy is a technology executive and transformational leader who currently serves as the VP of Infrastructure and Cloud Services at Pacific Gas and Electric Company (PG&E).1 He joined PG&E in 2021 and has been in this role for about 3 years.1

Professional Background

Sarathy has an extensive career in technology leadership spanning multiple industries:

  • At PG&E, he leads the OT, Cloud Infrastructure, IT Operations, and Digital Workplace teams, managing a team of 900 co-workers and a $400M budget.1
  • Prior to PG&E, he held executive positions at Northwestern Mutual, including VP of Infrastructure and Cloud Services and Board Member of their Wealth Management division (2017-2021).1
  • He has also worked as a Cloud Fellow at Verizon (2016-2017) and held leadership roles at TD Bank and S&P Global (formerly McGraw Hill Financial).1

Expertise and Achievements

Sarathy is known for:

  • Infrastructure service transformation
  • Fostering high-performance cultures
  • Cloud computing and security
  • Platform engineering
  • Cyber security
  • Women in Tech advocacy

At PG&E, he has focused on improving system reliability, establishing a digital workplace function, and scaling cloud capabilities.1

Education

  • Master of Science in Information Management from Syracuse University
  • Bachelor's degree in Computer Science from Bombay University

Leadership Style

Sarathy emphasizes:

  • Developer focus
  • Talent development
  • Execution
  • Managerial courage
  • Relationship management

His LinkedIn profile (username: srinivas-sarathy-90878210) provides more details about his professional journey and accomplishments in the technology sector.1

Highlights

Aug 23 · linkedin

The case for DEI - DEI done right - merit, fairness, opportunity, and possibility for our humanity

This is not a divisive post but one to invite a conversation for a more successful direction that appeals to our collective mind and heart.

Over the last several months, we have seen the DEI movement being challenged. Companies have walked back their stands and prominent corporate leaders have questioned the movement.

My reaction is one of disappointment. The issue is not with the cause but perhaps the approach.

Quite simply, the argument is falsely projected as opportunity versus meritocracy; upholding our nation’s committment to giving all a fair and equal opportunity while safeguarding one of the most important values of our society - meritocracy!

Meritocracy and DEI are said to be at odds , but it’s possible for them to converge meaningfully.

DEI should be about context, growth, opportunity, for today and tomorrow. It’s also about generating access, information and opportunity for the less advantaged. We have to invest in opportunities for the constituents of our society that were left behind, but that does not have to be about hiring a lesser person for a job.

There are no universally applicable precise answers but it should be obvious to many that the answer is about balance, of the present and the future, of the immediate business needs, while carving and advancing a vision for the future of businesses and our country.

It is no coincidence that a Black and Asian woman accepted the nomination to a major political party tonight. She deserves her moment as she ran unchallenged, but that happened because our country embraced people of diverse backgrounds with immense capabilities in the past.

DEI is about developing a solid plan for the present and more importantly the future and thoughtfully hiring people with a keen eye for merit and inclusion.

DEI is also about self discovery and education. Bias is real, often unrealized, and we need the more advantaged constituents - male and white to demonstrate reflection and humility and teach others to remove their filters.!

Leadership is about solving paradoxes and I call upon our community to solve this conversation with compassion and intelligence.

I look forward to our comments on how we can do this better

Emilia Sherifova Patti Poppe Sheldon Cuffie Mandy O. Adam Grant Evamarie S. - please share your expert opinions! .

Jul 1 · linkedin

Launching a digital workplace program in an enterprise - lessons and best practices

One of the most enjoyable aspects of my work as a Infra/Platform leader has been to evolve the digital workplace service to improve productivity, agility, and collaboration of the business workforce.

Here are some interesting lessons I learnt along the way. It’s a good time to thank my former team members in this discipline

  1. Start with measuring the user experience and collect their feedback. Establish a proxy user council to help ratify direction. Partner closely with HR and Employee Experience.

The customers input in determining priorities is vital and use of surveys and digital experience measurement tools can be eye opening on issues that typically don’t get raised to the Service Desk.

  1. Improve what you have today while you establish a future state direction.

As technologists we get carried away with the next cool thing. Optimizing current services and user experience can generate great momentum, provide immediate business value and gain credibility.

  1. Create product and user facing roles and processes

This is a function where user input, product design, experience design and go to market functions are necessary. Hiring product managers, communication specialists, and go to market specialists help align the choice tech and ensure that implementation strategies are tailored to address the needs and preferences of business personas.

  1. Segment the user base into broad groups and go deep to personalize capabilities to personas.

Understanding the varying needs prevents a one size fits all approach. It will help to match the right productivity, compute, connectivity and collaboration toolsets depending on an engineering role versus sales role versus that of a business analyst.

  1. Adopt a business mindset incorporating flexibility; Value and grow your brand

Often times we are obsessed with standards and while discipline is necessary, building relationships, experimenting with new tools, allowing business users to explore creates a brand and process of growth of capabilities.

  1. Believe in the possibilities of the Tech - Exposing the team to new capabilities is obviously needed but does not always happen, the power of automation, passwordless, AI, and self healing mechanisms are often understated and under exploited

Kristy Litchford Joshua Feliciano Scotia Miller David Luu, PMP welcome your thoughts as well

Related Questions

What are some of the key projects Srinivas Sarathy has led at Pacific Gas and Electric Company?
How has Srinivas Sarathy contributed to the Women in Tech initiative at Pacific Gas and Electric Company?
What are Srinivas Sarathy's main responsibilities as VP of Infrastructure and Cloud Services?
Can you provide examples of Srinivas Sarathy's achievements in cloud computing?
What is Srinivas Sarathy's educational background?
Srinivas Sarathy
Srinivas Sarathy, photo 1
Srinivas Sarathy, photo 2
Add to my network

Experience

VP, Infrastructure and Cloud Services at Pacific Gas and Electric Company (2021 - 2024)
VP, Infrastructure and Cloud Services at Northwestern Mutual (2017 - 2021), Cloud Fellow at Verizon (2016 - 2017), AVP of Cloud and DevOps Engineering at TD (2015 - 2016), VP of Infrastructure Archite at S&P Global (2013 - 2014)

Education

MS in Information Management from Syracuse University, Bachelor's in Computer Science from University of Mumbai, Looking Glass from Center for Creative Leadership (2011)

Location

United States