Suketh Kodimyala.
Professionals with experience in large institutions are increasingly moving into infrastructure and real estate, bringing a different kind of discipline to sectors that have often relied on relationships and experience alone. In India, that shift is beginning to show up in how new companies are being built, how projects are being run, and how founders talk about execution.
Suketh Kodimyala, founder of Suketh Infracon, has been a part of that change. Before entering infrastructure, Suketh spent years at ICICI Bank, working across private banking, global operations, and international compliance management. His work took him from the Nariman Point branch in Mumbai, where he handled NRI and Ultra High Net Worth client portfolios, to larger operational responsibilities across international markets.
Building Scale in Banking
One of the defining parts of his banking career was leading global NRI ReKYC operations across the US, UK, Middle East, and Asia-Pacific regions. The assignment involved coordinating more than 1,200 professionals across locations and keeping a large, process-heavy operation moving without losing control of quality.
"Banking taught me very quickly that scale only works when systems work," Suketh says. "Process and accountability matter far more than ambition alone."
The pace, structure, and pressure of banking gave him a close look at how large organisations actually function, while sharpening his interest in sectors where execution matters just as much as planning.
An Early Link to Construction
Suketh's background in Civil Engineering from Symbiosis Institute of Technology, gave him that connection early. During his internship with My Home Constructions on the My Home Bhooja project in Hyderabad, he got the opportunity to see large-scale construction up close.
That exposure mattered to him. It was one thing to study engineering in a classroom and another to watch residential development being executed at scale, with all the complexity that comes with it.
"With infrastructure, the impact is visible," he says. "What you build becomes part of how people live and work every day. With the on ground execution you also get to understand the little nuances that come with working on a real-life project."
Over time, the contrast between managing systems in finance and creating something physical in infrastructure gave him direction for what he wanted to do next.
The Move Into Infrastructure
The move into entrepreneurship was gradual. Like many professionals who leave structured corporate roles, Suketh stepped away from a system with predictability, clear reporting lines, and institutional support. But the decision was not just about leaving banking. It was about applying what he had learned in one environment to another one that needed more structure.
India's infrastructure and urban development sectors are changing quickly. Projects are becoming more complex, customer expectations are higher, and execution is more closely watched. In that environment, founders who bring operational discipline into the sector can stand out.
The company is focused on construction and infrastructure development, but its approach is shaped by Suketh's experience in both engineering and large-scale operations. Rather than chasing visibility or quick expansion, the emphasis is on clear execution, consistency, and credibility over time. That is also where he sees one of the biggest gaps in the sector. For him, the challenge is not only growth. It is following-through.
"Infrastructure is a reputation-driven business," he explains. "People remember whether projects were delivered properly, whether timelines were followed, and whether communication stayed clear."
A Different Kind of Founder
That approach says something about the new generation of entrepreneurs entering infrastructure and real estate. Many are not coming from traditional development families. They are coming from banking, finance, operations, and technical fields, and they are trying to build companies with more consistency built into the process.
For Suketh, the shift from banking to entrepreneurship also changed how he thinks about leadership.
"In large organisations, systems already exist, you have to be good at managing systems and relations," he says. "As a founder, you have to build those systems yourself and set the standards, the culture, and the way the company operates."
That is the part of the transition he seems most focused on now. Not the title change, and not the idea of leaving one career for another, but the responsibility that comes with building from scratch.
Today, Suketh Infracon represents more than a career move, showcasing a founder bringing institutional experience into a sector that still has room for better execution, better process, and more accountability.
As India's infrastructure sector continues to expand, entrepreneurs with multidisciplinary experience may play a larger role in shaping how projects are built and how companies operate. For Suketh Kodimyala, the shift out of banking was not about rejecting what came before. It was about carrying those lessons into a field where execution still decides everything
