Innovation in Digital Transformation: A Conversation with Ullas Das

Ullas Das is a visionary IT Program Manager and AI Strategist with a B-Tech in Computer Science. His expertise spans Agile methodologies, digital transformation, and AI innovation.

Ullas Das is a distinguished IT Program Manager and AI Strategist based in Greenville, NC, with over 15 years of expertise in digital transformation, enterprise agility, and AI-driven automation. Holding a B-Tech in Computer Science and certifications including CSM® and SAFe® 5 Agilist, Ullas seamlessly blends technical acumen with strategic leadership. His career spans multiple industries, where he has spearheaded high-impact, multimillion-dollar Software-as-a-Service (SaaS) programs, pioneered AI-driven innovations, and transformed organizational agility on a global scale.

A recognized thought leader, Ullas is deeply committed to democratizing AI through no-code solutions, ensuring emerging technologies are accessible to businesses of all sizes. Renowned for his ability to translate complex technical challenges into strategic business outcomes, he has consistently delivered transformative results, fostering high-performing team cultures and advancing next-generation digital capabilities.

Q 1: What drew you to specialize in Agile program management and AI strategy?

A: My journey into Agile program management and AI strategy wasn’t a single “aha” moment but an evolution driven by necessity and curiosity. Early in my career, I realized that traditional project management frameworks were struggling to keep pace with technological advancements. Agile provided the adaptability needed for modern software development, while AI introduced unparalleled opportunities for efficiency and decision intelligence.

The convergence of these two fields fascinated me. AI, particularly no-code AI, is a game-changer – it is breaking down technical barriers and allowing teams to build intelligent solutions without deep coding expertise. This means we can now automate workflows, enhance decision-making, and scale operations like never before. My mission has been to integrate AI into Agile methodologies in a way that drives measurable business impact.

Q 2: How do you approach leading large-scale digital transformation initiatives?

A: At its core, digital transformation isn’t just about technology – it’s about people, processes, and technology. I follow a structured yet flexible approach that revolves around three pillars: building high-performing teams, implementing adaptable Agile frameworks, and leveraging AI to drive efficiency.

First, I ensure teams are empowered and aligned with a shared vision. Transparency, open communication, and psychological safety are key. Second, I tailor Agile frameworks – Scrum, SAFe, Kanban – based on the organization’s needs, ensuring they enhance rather than constrain innovation. Finally, I integrate AI and automation to eliminate inefficiencies. For instance, leveraging AI-driven analytics has helped teams reduce technical debt by 30% and improve release predictability.

At the end of the day, digital transformation is a moving target. It’s not a single project but an ongoing commitment to adaptability and continuous improvement.

Q 3: Can you share an example of a challenging project and how you overcame obstacles?

A: One of the most complex projects I led was a $10M+ migration and technology upgrade spanning multiple countries and regulatory frameworks. The challenge wasn’t just technical – it was orchestrating cross-cultural collaboration across time zones, Agile maturity levels, and diverse stakeholder expectations.

With 15+ years of global IT experience, I’ve learned that technical excellence alone doesn’t drive success – understanding people does. In some regions, decisions were made swiftly; in others, trust-building was key. To bridge these differences, I designed a risk management framework that not only eliminated 99% of roadblocks but also accounted for cultural nuances. We implemented an inclusive Scrum of Scrums, ensured asynchronous workflows reduced meeting fatigue, and leveraged AI-driven automation to cut manual reporting by 40%.

The result? We met all objectives, boosted efficiency by 25%, and transformed global collaboration into a strength rather than a challenge. This project reinforced a core lesson – technology solves problems, but human connection drives success.

Q 4: How do you incorporate AI and no-code solutions into Agile workflows?

A: I’m a strong advocate for making AI accessible through no-code platforms like Knime and RapidMiner. I focus on identifying opportunities where AI can enhance Agile workflows, automate routine tasks, and provide better decision intelligence. This approach has helped teams focus on higher-value activities while improving productivity. For example, we implemented automated testing and deployment pipelines that reduced deployment time by 40% and improved code quality metrics. I also ensure that AI implementation aligns with business objectives and delivers measurable results, such as reducing customer support requests by 14% year-over-year through AI-powered self-service solutions. The key is to start small, demonstrate value, and scale successful implementations across the organization

Q 5: What role does mentoring and team development play in your leadership style?

A: Leadership is not just about strategy – it’s about people. Mentoring is central to my leadership philosophy. I believe in empowering teams by sharing knowledge and creating opportunities for growth. I regularly conduct Agile workshops and training sessions, helping teams transition from traditional methodologies to Agile mindsets. This includes coaching Product Owners, Scrum Masters, and developers on best practices and framework adoption. Beyond technical skills, I focus on developing leadership capabilities and emotional intelligence within the team. We’ve implemented mentorship programs that pair experienced team members with newcomers, resulting in faster onboarding and improved team cohesion. The results speak for themselves – I’ve seen teams achieve up to 25% improvement in Agile maturity and productivity.

Q 6: How do you manage stakeholder relationships in complex programs?

A: Effective stakeholder management is a delicate balance between transparency, data-driven decision-making, and strategic storytelling.

I ensure regular executive touchpoints where, instead of just presenting numbers, I narrate the impact behind the metrics. This approach fosters alignment between technical execution and business objectives. By leveraging AI-driven insights, I provide real-time visibility into project health, risks, and value delivery.

One key strategy I use is implementing continuous feedback loops. By incorporating stakeholder input at every stage, we not only refine execution but also ensure buy-in, reducing friction and last-minute surprises.

Q 7: What tools and technologies do you find most effective in program management?

A: I take a pragmatic approach to tooling – the right tools should enhance agility, not create bottlenecks. Over the years, I’ve seen organizations chase the latest platforms without addressing the real issue: process inefficiencies and lack of alignment.

For Agile execution, I rely on JIRA and Confluence, ensuring transparency across teams, while tools like ASANA and Agility streamline collaboration and task prioritization for some of my teams. On the cloud side, I’ve worked extensively with MySQL, AWS, and Microsoft SQL Server, designing scalable architectures that support high-performance SaaS applications. Regarding data-driven decision-making, I advocate for custom AI-powered insights and automation, using no-code AI platforms like KNIME and RapidMiner to extract meaningful trends and optimize workflows.

That said, no tool can compensate for a weak process or lack of accountability. The real key to success is ensuring that technology serves the strategy – not the other way around.

Q 8: What advice would you give to professionals aspiring to lead digital transformation initiatives?

A: First, build a strong foundation in both technical and management skills – understanding both aspects is crucial for effective leadership in digital transformation. Second, stay current with emerging technologies, particularly in AI and automation, but don’t chase every new trend. Focus on technologies that can deliver real business value. Third, develop strong people skills and emotional intelligence – digital transformation is as much about managing change and people as it is about technology. I also recommend gaining experience across different industries and project types to broaden your perspective. Finally, maintain a learning mindset and be ready to adapt as technology and methodologies evolve. The field is constantly changing, and flexibility is key to long-term success.

Q 9: How do you stay current with industry trends and emerging technologies?

A: I take a multi-faceted approach to staying current. I’m currently pursuing an MIT No-Code AI Program to deepen my understanding of AI applications in business. This formal education is complemented by hands-on experimentation with new technologies and methodologies. I also actively participate in digital transformation communities and mentor at platforms like 24by7publishing.com and 9f10.com, where I guide digital innovation strategies. These mentoring experiences not only allow me to share knowledge but also expose me to diverse challenges and perspectives. Additionally, I regularly engage with thought leaders in the field and participate in technology forums and conferences. Continuous learning and practical application of new technologies in real-world scenarios help me stay at the forefront of industry developments.

Q 10: What are your long-term goals in the field of digital transformation?

A: My long-term vision is to bridge the gap between traditional enterprise practices and emerging technologies, particularly in AI adoption. I aim to continue driving innovation through no-code AI solutions while helping organizations build more resilient and adaptive digital capabilities. I’m particularly interested in developing frameworks that make digital transformation more accessible to organizations of all sizes. I’m also passionate about mentoring the next generation of digital leaders and contributing to the broader transformation of how organizations leverage technology for success. Looking ahead, I see tremendous opportunities in combining AI, Agile methodologies, and human-centered design to create more intelligent, efficient, and sustainable business operations.

About Ullas Das

Ullas Das is a visionary IT Program Manager and AI Strategist with a B-Tech in Computer Science. His expertise spans Agile methodologies, digital transformation, and AI innovation. As a Certified Scrum Master (CSM) and SAFe 5 Agilist, Ullas has consistently delivered exceptional results in project and program management while championing AI-driven solutions. His commitment to continuous learning and innovation is evident in his pursuit of advanced AI education and his role in mentoring future digital leaders. Ullas is particularly passionate about democratizing AI through no-code solutions and building resilient, adaptive organizations that can thrive in an increasingly digital world. Through his work with various mentorship platforms and his ongoing pursuit of emerging technologies, he continues to shape the future of digital transformation while helping others navigate their own digital journeys.

FIRST PUBLISHED: 19th October 2022