SYSrikanthBabu Yerragunta
Enterprise technology · DACH · Düsseldorf

I connect the companies that build enterprise technology, the partners that deliver it, and the enterprises that buy it.

I'm SrikanthBabu Yerragunta. My career started on a shop floor in Dublin and runs through Hyderabad and London to Düsseldorf, where I have spent the last seven years selling enterprise technology, building partner businesses and growing the accounts that matter most.

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Portrait of SrikanthBabu Yerragunta
The story

Twenty years, four countries, one thread

Every role taught me a different side of the same problem: how technology actually gets bought, delivered and kept.

DublinLondonHyderabad, IndiaDüsseldorf
  1. 2004 to 2008Dublin and London

    Learning the customer side

    Tesco, Stream Global Services, Serco

    I started where the systems meet real people: receiving goods and stocking shelves at Tesco, fixing broadband lines for Eircom customers, then selling and running brand research in London. Every process diagram ends at someone trying to get their work done.

  2. 2009 to 2015Hyderabad, India

    Behind the deal

    Goldstone Technologies, Innominds, Hitachi Consulting, Syntax

    Six years supporting sales teams in North America: account research, proposals, tenders and client coordination for ISV product engineering, Oracle EBS upgrades and SAP ECC programs. I learned how a deal is built long before anyone signs it.

  3. 2015 to 2018Hyderabad, India and the US

    Taking ownership

    OSI Digital

    I moved from supporting deals to owning them end to end: US enterprise accounts in software, medical devices, manufacturing and logistics, co sold with Oracle, Tableau, Red Hat, Microsoft and BitStew Systems. My first client visit in the US came here.

  4. 2019Düsseldorf

    The face of Axiom in Germany

    Axiom Software Solutions

    My first onsite field sales role. Selling in person to European enterprises taught me how decisions are made in DACH: more people at the table, more evidence asked for, and a long memory for who kept their word.

  5. 2020 to 2023Düsseldorf

    Leading Europe on the ground

    Nous Infosystems

    As commercial lead for Europe, I was Nous's only onsite sales representative in Europe. I grew a global industrial technology account into new business units, kept a major German retailer through its SAP S/4HANA migration, and opened new logos including a DAX listed consumer goods manufacturer, a Swiss banking software vendor and a life sciences instruments group.

  6. 2023 to 2024Düsseldorf

    Building it from zero

    Founder and Managing Director, SNTechSales Solutions

    I founded my own company to test a belief: that the best route to enterprise buyers runs through an ecosystem. I became a Microsoft MSP, an AWS ACE partner and a TD SYNNEX reseller, partnered with Creatio and AccureAI, registered as a Volkswagen Group supplier and ran an AI workflow automation proof of concept for a European banking group. I closed it in 2024 and learned more about partners, contracts and cash in that year than in any role before it.

  7. 2024 to nowDüsseldorf

    Go to market, and the buyer's side

    Freelance business development and GTM consulting

    I open the DACH market for an engineering and aerospace services group, building account plans and executive conversations. I also trained in SAP S/4HANA Sourcing and Procurement, so I understand a purchase order the way the buyer's team does, not only the way it appears in a proposal.

The ecosystem

Where I sit, and who I work with

Enterprise technology is rarely bought from one company. A buyer needs the product, the people who implement it and someone who keeps the two honest. I work in the middle.

Technology vendors

Platforms I have sold and co sold

MicrosoftAWSSalesforceSAPCreatioOracleTableauRed HatTricentisSmartBearAccureAIBitStew Systems
The bridge

What I do in the middle

  1. Find where a product genuinely fits the buyer's landscape.
  2. Register, align and co sell with the right partner.
  3. Bring delivery into the room before the price is fixed.
  4. Stay with the account long after the contract.
Enterprise buyers

Industries I have sold into

Industrial technologyRetailConsumer goodsLife sciencesBanking softwareAsset managementAutomotive supplyLogisticsUtilities
Partners and channels TD SYNNEX distributionMicrosoft MSPAWS ACE co sellingIndian and European delivery partners
Point of view

What I believe about enterprise technology

Sales hands over at signature. The account doesn't.

The hardest part of a large technology deal is rarely the product. It is integration, data, people and process: the smallest line in the proposal and the biggest surprise after signing. The best deals are the ones where nobody is surprised in year two.

  • Data and AI

    Fix the data first. Then bring in AI.

    Most enterprise IT problems were never really ERP problems. They were silos and bad master data. AI works with whatever it is given, so wrong data now gives wrong answers faster and with more confidence.

  • Transformation

    Technology modernisation is visible. Organisational modernisation is not.

    Programs stall on data gaps, ownership gaps and handover gaps, not on the architecture diagram. The second kind of modernisation usually decides whether the first succeeds.

  • Selling

    Buyers avoid sellers who repeat the website.

    Features and prices are one search away. What buyers cannot find alone is how it works in their landscape, what goes wrong after signing and who else must be involved.

    Based on a Gartner survey of 646 B2B buyers, Mar 2026
  • Cloud

    Sovereignty is becoming a buying criterion.

    German companies want sovereign cloud, yet few will pay much more for it. The winners will make sovereignty practical and affordable, not just a slide in the pitch.

    Based on Gartner forecasts and the Bitkom Cloud Report 2026
  • AI economics

    The infrastructure race is about capacity. The enterprise race is about payback.

    As models become interchangeable, value moves to data, integration and the customer relationship. Buyers should design for switching; sellers should sell a clear result with a clear payback.

  • Accounts

    Customers have stopped asking which AI tool to buy.

    They ask what it will save or earn. Account conversations move from licences to outcomes, from one IT contact to business owners, and from a one time sale to proving value at every renewal.

Read the full posts on LinkedIn →

Looking ahead

Where I think this is going

  1. AI will be bought on outcomes, not capability.The first question in every deal is becoming the payback, not the feature list.
  2. Ecosystems will beat single vendors.Buyers want a product, a delivery partner and a trusted adviser that work together. Selling alone gets harder every year.
  3. Regulation becomes part of the deal.The EU AI Act, sovereignty and sector rules will sit beside price and scope in every serious DACH decision.
  4. The basics stay the basics.Clean data, clear ownership and honest scoping will matter more as the technology on top gets more powerful.