S1:E1 - #RevenueCheckpoint - Sesh Tirumala, CIO, Western Digital #RevenueAssurance #RevenueLeakage
In this podcast, Sesh Tirumala, CIO at Western Digital, shares deep insights into revenue leakage, how one feels the impact, theΒ ...
Chief Information Officer, Western Digital
Search every verified Sesh Tirumala interview, podcast appearance, and on-the-record quote β each transcript cross-checked by AI and human review to confirm speaker identity. Sesh Tirumala, Chief Information Officer at Western Digital, has discussed revenue leakage and cybersecurity in recent podcast appearances. In a January 2025 podcast, he defined revenue leakage as an unintentional loss of revenue often caused by operational inefficiencies, system issues, or siloed departments. He stated that companies should connect different departments and processes, and that "all roads lead to data," emphasizing the need to examine data, improve processes, and automate. He cited examples such as discrepancies in usage-based billing and challenges in managing pricing and discounting as common sources of leakage. In a September 2024 podcast, Tirumala discussed cybersecurity, noting that when he joined Western Digital a year prior, the company experienced a cyber incident. He stated that a key lesson was that security depends on "people, process, and technology" and that "unless you get all three legs of the stool in order, you're never safe." He also described his responsibilities as including IT, security (with the CISO reporting to him), data and analytics, and factory IT systems. He identified risk and compliance, particularly cybersecurity, as his top priority and outlined a focus on operational excellence, employee experience, and exploring business model shifts such as as-a-service offerings.
“Revenue leakage is really an unintentional loss of Revenue right, that's how I would define revenue leakage as and many a time you don't detect it until you have a significant financial impact and usually it's caused by a lot of inefficiencies either in operations, in system issues, things of that nature.”
“It's important to make sure that you can connect different departments, different processes, different systems and then from the learnings how do you really have an end-to-end value stream process and at the end of the day all roads lead to data so you need to really make sure you look at the data, improve the processe...”
“Many companies have a CTOA process and you've designed it linear from left to right, but in the world of SaaS the real fun happens when the customers have deployed the software. It's not the first time sale but once you deploy the software then it comes down to how do you monetize for usage based on the subscription mo...”
“When it comes to usage based billing, the diligence of the sales team, the customer success team to measure the customer's usage, capturing of the usage of the end customer is critical. If your monetization model is fairly complex and you start to go based on usage based billing, how do you do true-ups, how do you do t...”
“In terms of pricing and discounting, how you manage that is key because many customers have either protected on discount or some on list price. As you go through the revenue life cycle, having the right governance and controls and how you manage your pricing and your discounting is another key area.”
“When I first joined a year ago, we were in the news due to a cyber incident that impacted us. One of the biggest learnings from that incident is that everyone typically focuses on technology, but I always break it into people, process, and technology. Unless you get all three legs of the stool in order, you're never sa...”
“From my day-to-day responsibilities perspective, I have classic IT, I'm also responsible for the security organization, so the CISO reports to me. I'm also responsible for data and analytics and factory IT systems that manage our 12 to 14 billion dollar business.”
“Risk and compliance, especially cybersecurity, is my number one priority as part of my IT strategy. We have to balance performing and transforming, ensuring we never compromise existing infrastructure but also avoid bureaucratic change that stifles innovation.”
“Failing a SOX audit means jail, including for the CIO. This highlights the critical importance of fiduciary controls and compliance for publicly traded companies like ours.”
“Operational excellence means all our services are always onβemail, collaboration, mission-critical systems. We measure uptime, outages, change-related incidents, and meantime to resolution to ensure no compromises.”
“In smaller companies, you have to own both top line and bottom line. The rule of 40 is criticalβbalancing profitability and growth. IT must drive efficiency and automation to do more with less.”
“We must treat IT investments as if they were our own money, focusing on value for money and measuring ROI. It's important to have a clear narrative with the CFO and C-suite about fixed and variable costs.”
“Looking ahead, a big focus is on employee experience, risk compliance, and being asset-light. On the transform side, we are exploring business model shifts like as-a-service offerings and advancing data and analytics capabilities.”
“We need to move from rear-view metrics to forward-looking analytics. Instead of just reviewing last quarter, we should predict upcoming trends and make adjustments proactively.”
“In our factories, we are working towards the factories of the futureβfully digitized and automated with digital twins, imaging, and predictive analytics to improve quality and reliability while minimizing defects.”
In this podcast, Sesh Tirumala, CIO at Western Digital, shares deep insights into revenue leakage, how one feels the impact, theΒ ...
Proper cybersecurity practices within a company involve a shared responsibility across the entire enterprise, not just the ITΒ ...
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