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Atit Purani
Founder & CEO
Seven Square®
IT Services and IT Consulting
India
⭐ Leaders at a Glance
Leaders at a Glance
Atit Purani is the Founder and CEO of Seven Square®, a forward-thinking player in India’s IT services and IT consulting sector. With a strong track record of steering digital innovation, he has worked across software development, digital transformation, and strategic technology consulting. He is focused on scaling digital capabilities and optimising IT ecosystems for businesses, combining visionary leadership with operational execution to deliver robust technology solutions.
Name: Atit Purani
Designation: Founder & CEO
Company: Seven Square®
Industry: IT Services and IT Consulting
Country: India
Designation: Founder & CEO
Company: Seven Square®
Industry: IT Services and IT Consulting
Country: India
Atit Purani-Best CEOs in India 2026
Technology can scale a business, but building something that lasts demands a different kind of discipline. Atit Purani has spent more than two decades learning that distinction across software, product ventures, technology consulting and entrepreneurship, moving from technical leadership into building and backing businesses of his own. As Founder and CEO of Seven Square®, he now brings those experiences into a technology company focused on AI-integrated products, digital transformation and scalable software delivery. Yet his perspective extends beyond the technology itself. Having built and exited multiple ventures, Atit has come to value clarity over complexity, execution over ideas and purpose over the need to prove oneself. His philosophy is grounded in a belief that intentional perseverance can outlast raw talent. Portfolio Magazine explores the experiences, decisions and convictions shaping Atit’s approach to building businesses, technology and people that endure.
What changed about ambition when you experienced the loss of someone who shaped you?
Not everything I carry into building a company came from business. A lot of it came from my father, a teacher and author who valued patience and precision over recognition. His passing became the real turning point for me because it did not change my ambition. It changed what I was ambitious about.
I stopped chasing proof and started chasing purpose. I became more interested in building things and people that could actually last, much like the impact my father created through decades in a classroom. He never ran a company, yet much of what I know about leading one came from watching how he led a classroom. That perspective still influences how I approach Seven Square today. Success matters, but what stays behind you matters more.
What has experience taught you about making difficult decisions when certainty is impossible?
After more than 20 years and multiple ventures, I have learned that certainty is rarely available when a decision actually matters. I separate what I can control from what I cannot, gather the information time allows and decide how much I am genuinely willing to lose.
Building and eventually exiting my previous mobile development company taught me the most about calculated risk. I took the business to profitability, but success itself revealed something I had not anticipated. My priorities began shifting, including among partners I believed shared the same vision.
Risk is no longer just about markets or financial exposure for me. It is also about who you are building with and whether success brings people closer or quietly pulls them apart. At Seven Square, keeping the right people genuinely invested in where we are going has become as intentional as any growth target.
What have your ventures taught you about building something that can genuinely scale?
Scaling is not about having a big idea. It is about choosing one narrow enough that you can actually own. When we built GPS, a SaaS ERP for the Indian printing industry, we went deep into one overlooked vertical, understood its exact workflows and built for that reality rather than creating something generic and customising it later.
The other lesson has been even more important. Founders often hire developers first, but scaling requires people who can translate what the client needs into what actually gets built. Investing in project managers and business analysts created that layer of clarity before we expanded raw development capacity.
The principle I would leave founders with is simple. Scale the clarity before you scale the team.
“Most scaling failures are not capacity problems. They are clarity problems wearing a growth costume.”
What keeps you invested in helping other founders avoid lessons you had to learn yourself?
Most of what I share with founders comes from mistakes I have already paid for. If someone can avoid a costly lesson because I shared what I learned, that feels more valuable than keeping the experience to myself.
I have tried to make that philosophy practical within Seven Square through structured training and strong onboarding, and I am now building TalentSarathi, a platform designed to help founders find the right people rather than simply available people.
People gave me their time and honesty when I did not yet know what I was building. Their willingness to help shaped my journey in ways that are difficult to measure. Giving that same honesty to someone else feels like a meaningful way of paying it forward. I would rather be useful to another founder than simply be admired from a distance.
Where do you see genuine value in AI, and what will clients increasingly expect from technology partners?
Real AI value appears when it solves a narrow, well-defined problem, whether that means automating a repetitive workflow, accelerating a decision or personalising something at a scale people cannot manage manually. The test is whether AI removes friction from something the business already needs to do.
At Seven Square, we ask what is actually broken, whether AI is the right solution and whether the outcome would still be worth building without the AI label attached. If the answer to the last question is no, we say so.
The same thinking is shaping the shift toward outcome-driven technology partnerships. Clients will increasingly value judgment over execution, accountability tied to business metrics and speed without sacrificing fundamentals. The standard is no longer how much technology gets delivered. It is whether the technology actually works for the business.
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