The story behind Syvenred
Nearly three decades across three of the GCC's most demanding IT environments have shaped everything I believe about service management — what works, what doesn't, and why the gap between the two is almost always a people and process problem, not a technology one.
Learning what service failure really costs
[Sanjay to write this chapter in his own words — the stakes of operating national payment infrastructure, and how it shaped his understanding of major incident management.]
Building service desk capability at banking scale
[Sanjay to write this chapter in his own words — the shift to retail and corporate banking, and building first-line resolution capability inside a regulated institution.]
Service management when passengers are watching
[Sanjay to write this chapter in his own words — aviation IT, field service, and a different kind of operational pressure.]
Across KNET, NBK, and Kuwait Airways, the pattern was consistent: the organisations that managed IT services well were not the ones with the most advanced tools or the most certifications on the wall. They were the ones that understood what their users actually needed, built processes their teams could follow under pressure, and created a culture where improvement was expected — not celebrated as exceptional. That is what Syvenred exists to build.