Employee Spotlight: Ownership Meets Opportunity with Madan Podduturi

Honestly, it was the size of the puzzle. Apryse has grown fast and through a lot of acquisitions, and that leaves me a lot to untangle across systems, processes, and teams. After twenty-plus years doing enterprise transformation, that's the part that gets me going rather than scares me off. The other thing was that they wanted the kind of function I now lead—business systems treated as something strategic, not just a back-office cleanup crew. That's rarer than it should be.

Fast. People are trusted to figure things out and own the outcome, and I work better that way than I do with someone hovering. Growing through acquisition also means you're constantly bumping into different ways of working, so the teams that do well are the ones who can bring some structure to that without grinding everything to a halt. That balance of structure without slowing down, is sort of the whole game here.

Win Together, for the practical reason that it's just how my work has to happen. My team sits between Revenue Operations, GTM, Finance, and Legal, so basically nothing we do lands if those groups aren't pulling the same direction. It's not a poster value for us; it's the actual mechanics of getting anything done. The moments I like best are when something cross-functional finally clicks, and you can't really say whose win it was—it's everyone's.

If I'm being honest, Always Learning runs a close second. Twenty-plus years in enterprise systems and the second you think you've got the landscape figured out, it moves on you—new platforms, new integration patterns, new things the business needs. I've never really stopped chasing that.

Be comfortable with ambiguity, and better yet, be the person who fixes it. The pace is real and things keep shifting, but if you actually enjoy taking a messy, high-stakes problem and turning it into something organized and repeatable, there's almost unlimited room to do that here.

The range, easily. In one week I'll be deep in a vendor negotiation, then shaping something for the executive team, then heads-down in Salesforce data trying to figure out why a metric looks off. Not many roles let you bounce between the strategy conversation and the actual build that quickly, and I'd get bored without it.

I came in as a contractor in the fall and moved into a full-time director role a few months later, now leading a portfolio that touches a big chunk of how the company sells and runs its finances. The title's one thing, but the real growth has been getting comfortable operating at the executive level week in and week out—taking leadership's direction and turning it into plans my team can run with, and making sure what we hand back is ready for a decision, not just technically right.

For anyone considering joining Apryse, curiosity, collaboration, and an appreciation for learning are essential. If you’re excited by the opportunity to grow while solving meaningful challenges, explore our open roles and find your next opportunity.