Commvault’s expansion in India began as a bold experiment and has since evolved into a core pillar of its global strategy. When Ramesh Kalanje joined the company in 2019, India was a small operation with a clear goal to mirror the broader enterprise. The pandemic soon disrupted those plans, forcing teams to scale remotely at speed. “We had to build with a blindfold on,” Kalanje said. That period reshaped trust and accountability, accelerating growth and ownership across borders.
Today, Commvault India is the company’s largest global centre, employing more than 1,300 people across Bengaluru, Hyderabad, Pune and Coimbatore. It now leads some of Commvault’s most critical work, including AI driven cyber resilience, cloud recovery, threat intelligence and customer experience. The turning point came when CEO Sanjay Mirchandani committed to the global capability centre model, expanding India’s role beyond engineering into product, platform, security, customer operations and global delivery. “We wanted to build something integrated across the company,” Kalanje said. “Not a silo, not a support unit.”
As cyber threats evolved, Commvault shifted from backup solutions to intelligent resilience, with India at the centre of that change. Its AI platform Arlie, conceptualised and built in India, uses decades of customer and threat data to detect anomalies early and guide recovery. “Before the customer knows something is wrong, Arlie has often identified it,” Kalanje said. Alongside this, Cloud Rewind emerged as a major innovation. Developed from the Appranix acquisition in Coimbatore, it allows enterprises to restore cloud workloads to a clean state, avoiding compromised backups. This capability has helped organisations recover in hours instead of days.
India also serves as a real world testing ground due to its scale of digital adoption and frequent cyber attacks. “Even small retailers are hit multiple times a week,” Kalanje said. Commvault uses these insights to refine its tools while investing in startups, universities and inclusion programmes such as Pratidhi for women from tier II and tier III colleges. As the company applies this model to newer centres like Cairo, the focus in India is shifting from rapid hiring to deeper technical ownership. “It’s not about scale for the sake of scale,” Kalanje said. “It’s about where we add meaningful value.”
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