Ram Sellaratnam isn’t just leading iBUS Network—he’s redefining what digital infrastructure means in today’s world. From his early days at Infosys to now driving iBUS’s ambitious growth, his career has been shaped by everything admirable– from adaptability to strong networks, and a vision for giving way to a meaningful impact. There is a lot we can learn from Ram Sellaratnam's story, it is not one of a drastic or sudden shift, but of gradual growth and perseverance. Ram Sellaratnam has accomplished greatly not simply as a leader or businessman– but also as an inspiring figure in the field of Marathon. This versatility is one that a lot of men can learn from.
But his leadership isn’t just about creating business strategy but it’s about pushing limits, whether it be in the corporate world or on the marathon track– he has seen it all, done it all and is ready to share his valuable insight on the same with us. A passionate endurance athlete and Ironman aspirant, Ram brings the same discipline, resilience, and curiosity to his personal life as he does to his role as a CEO.
In this conversation with BFH, he opens up to us about his journey, the challenges of building next-generation infrastructure, and how the lessons from running and leadership often overlap in unexpected ways, and how every man can learn from these overlaps that take the form of accidental blessings in one's career path and life in general. This interview will be a fresh call for the youth to stay resilient, the more you shall read, the more you'll find yourself engrossed in his stories and life lessons.
From Infosys to iBUS CEO—what were the key turning points that shaped your leadership?
When I decided to move on from Infosys, the company was going through a transition, and I felt it was the right time for me to explore new opportunities. At that time, I was in the UK, but after returning to India, I reconnected with my former colleague, Subash, for some personal advice. That conversation led me to learn about iBUS and the vision that Subash and Sunil had for the company. Their aspirations resonated with me, and that’s how my journey with iBUS began. It was a pivotal moment that shaped my leadership approach, reinforcing the importance of adaptability, strong professional networks, and aligning with a vision that drives meaningful impact.
iBUS aims to expand from 1B to 10B sq. ft. in five years. What’s the vision behind this growth?
Our vision for iBUS has always been to build something truly unique—something that hasn’t been done before. We see ourselves as a digital infrastructure technology company, addressing a fundamental need in today’s digital-first world. Just as the industrial economy relied on essential infrastructure like electric grids, railroads, and utilities in the 20th century, the 21st century requires a new kind of infrastructure to support the digital economy.
Our approach is twofold: we build the foundational infrastructure needed to power seamless connectivity, and we integrate technology into these systems to make them more intelligent and efficient. That’s why we call ourselves a digital infrastructure tech company—we’re not just building connectivity; we’re revolutionizing how infrastructure operates using technology.
When we talk about expanding from 1 billion to 10 billion square feet, it’s not just about numbers—it’s about enabling digital transformation across all kinds of spaces, whether it’s buildings, airports, hospitals, or any other three-dimensional environments. These spaces must evolve to be inherently digital, meaning they need seamless mobile and Wi-Fi connectivity, machine communications, and self-diagnosing sensor systems that interact intelligently.
The 10 billion target over the next five years is a milestone for us, but our vision extends beyond that. We believe that as the world becomes increasingly connected, the demand for robust digital infrastructure will continue to grow exponentially, and iBUS will be at the forefront of that transformation.
As a marathoner and Ironman aspirant, how do you balance fitness with leadership, and what lessons do you apply?
I wouldn’t call myself an accomplished marathoner—just an aspirant. But fitness is fully integrated into my routine; there’s no separation between it and my professional life. In fact, many of the lessons I’ve learned from running directly apply to leadership. The first is fanatic discipline—the commitment to staying consistent, no matter the circumstances. Whether in athletics or business, results come from relentless effort and discipline over time.
The second is creative empiricism—focusing on the process rather than just the end goal. In a marathon, you don’t fixate on the finish line from the start; you pay attention to the present—listening to your body, knowing when to hydrate, and making adjustments. Leadership works the same way. Success isn’t about chasing an endpoint; it’s about making data-driven decisions every day and refining your strategy as you go.
The third is productive paranoia—always preparing for risks and uncertainties. Just like marathon training requires injury prevention, strength training, and recovery, business success demands a strong margin of safety. In our industry, which is B2B, our growth is linked to our customers' growth. So if we aim for 100, we plan for 200—building resilience into our strategy to withstand uncertainties.
Ultimately, whether in running or business, these three principles—fanatic discipline, creative empiricism, and productive paranoia—guide my approach to leadership.
How do you foster a culture of innovation at iBUS?
Innovation, by its very nature, is error-prone. If everything we do is perfect, it likely means we haven’t pushed ourselves hard enough. At iBUS, we cultivate a culture where failure isn’t just accepted—it’s seen as an essential part of progress. True innovation happens when people are encouraged to experiment, take risks, and push boundaries.
Beyond fostering a risk-taking mindset, we emphasize discipline and consistency over sheer work hours. It’s not about working 80 or 100 hours a week; it’s about building a routine and sticking to it. Whether someone starts their day at 9:15 or 10:15, what matters most is their commitment to showing up consistently and delivering results.
Finally, we believe in setting ambitious targets, even when the path to success isn’t entirely clear. Testing our limits is the only way to discover our true potential. And with that, comes accountability—owning both our successes and our failures. This mindset keeps us agile, resilient, and always striving to redefine what’s possible in digital infrastructure.
What are the biggest challenges in 5G convergence, and how does iBUS plan to tackle them?
The telecom industry is a highly regulated, closed-loop system dominated by a few global players who control most of the technology patents. This creates significant barriers to breakthrough innovation and limits openness within the ecosystem.
In India, the market is essentially a duopoly, with a few large players leading the space. With limited competition, there is often little incentive for rapid adoption of new technologies. The dominant approach is to mirror each other rather than drive disruptive change, which slows overall industry progress.
However, we see this challenge as an opportunity. The industry's slow adoption of emerging technologies has led to inefficiencies, and by leveraging advancements in technology and rethinking traditional business models, we believe we can unlock significant value. Our approach is straightforward: prioritize the value equation—focus on delivering solutions that maximize efficiency and create tangible benefits for our customers.
By staying agile, embracing innovation, and challenging the status quo, we aim to overcome these barriers and drive meaningful change in the 5G convergence space in the years ahead.
How has your global business experience influenced your approach to India’s digital infrastructure market?
My global experience has been invaluable, especially as India has increasingly aligned with international business practices. Today, concepts like ESG, anti-corruption laws, and global compliance standards are not just understood but actively embraced in the Indian market. This shift has made it easier to integrate best practices from around the world into our operations.
In the digital infrastructure space—an industry that remains highly regulated and fragmented—global exposure provides a significant advantage. It helps us stay ahead of the curve in areas like reporting, quality, and compliance. Unlike other sectors, this industry still lacks large-scale players, which is precisely where we see an opportunity—to consolidate and drive efficiencies at scale.
Looking at global tech giants, some of whom have market capitalizations exceeding the GDPs of entire nations, it’s clear that scale is the key to long-term success. By applying global insights and leveraging India's unique market dynamics, we aim to build a truly transformative digital infrastructure ecosystem.
How does Mark Twain’s quote—‘History doesn't repeat itself, but it often rhymes’—shape your leadership?
I like this phrase because it captures a balanced approach to growth, leadership, and decision-making. The first part reminds us not to assume that just because something happened before, it will happen the same way again. The second part acknowledges that patterns do emerge, and we can learn from them.
For instance, in telecom, the adoption of 4G had its own pace and challenges. 5G won’t follow the exact same trajectory, but there will be similarities in market cycles, regulatory hurdles, and adoption patterns. The key is to not get too anchored to the past while remaining open to extracting valuable lessons.
What does your Ironman training routine look like, and how do you stay mentally committed?
Training for an Ironman is all about discipline—you have to be fanatical about it. But as amateur athletes balancing demanding work schedules, travel, and daily responsibilities, it’s not always easy to stay on track.
There are days when I miss sessions due to work or travel. For example, if I return home late at night, waking up at 5 AM for training becomes unrealistic. My coach provides a structured daily calendar, and my goal is to hit the smileys (indicating completed sessions). If I miss one, I work with my support team to adjust and catch up.
One of the key motivators for me is what I call a 'social contract.' I openly tell people—colleagues, friends, and even you—that I’m training for an Ironman. Once I declare it, people naturally check in and ask about my progress, creating a positive pressure that keeps me accountable. This external push reinforces my commitment and keeps me going.
Having completed 15 marathons, how has running shaped your mindset in business and life?
A marathon is not a sprint—you have to be extremely patient, disciplined, and prepared for pain. After the first few kilometers, you’re running on physical strength. But as fatigue sets in, it becomes a mental battle. Towards the end, you're running purely on hope and sheer willpower.
There’s a moment in every marathon when you ask yourself, ‘Why am I doing this? I’ll never do it again.’ But the moment you cross the finish line, that thought flips—you feel an incredible high and immediately start thinking about the next one. That cycle of struggle, doubt, and eventual triumph keeps repeating itself.
It’s the same in business. You push through tough challenges, deal with setbacks, and at times feel like giving up. But once you achieve a breakthrough, you’re ready to take on the next challenge. That resilience—embracing the struggle and coming back for more—is what both marathons and business are all about.
At 64, you continue pushing boundaries in business and fitness. What advice do you have for others?
These days, staying active at 60 and beyond isn’t extraordinary—it’s almost expected! At events like the Mumbai Marathon, you see so many people of my vintage participating. The real question now isn’t ‘How are you still doing it?’ but rather, ‘Why aren’t you doing it yet?’
For me, maintaining a healthy work-life balance isn’t about biological age but about fitness age. At 64, I want to feel like I’m 35—full of energy and enthusiasm. When you’re fit, everything improves. You’re in a better mood, more pleasant with colleagues and family, and life just feels more enjoyable. On the other hand, neglecting your health affects your mood, relationships, and even your work.
Fitness also instills discipline.I sleep by 9:30 PM, wake up early, and use my mornings productively. Running is my choice, but the key takeaway is to find what keeps you active, happy, and energized. That’s the real game-changer.
Which books have significantly influenced your leadership and thinking?
I’m a voracious reader, and many books have significantly shaped my thinking and leadership philosophy. Jim Collins’ Good to Great is one I often revisit for its insights on leadership and business excellence. Peter Thiel’s Zero to One offers fascinating perspectives on innovation and startups, which I deeply appreciate.
Beyond business, I find great wisdom in the Mahabharata, particularly the teachings of Sanatsujata and Viduraniti, which I’m currently exploring further. Michael Mandel’s perspectives also resonate with me. These books and ideas continue to influence how I think, lead, and make decisions.
Beyond iBUS, what future goals excite you in business, fitness, or personal growth?
I already feel like I’m in retirement because, to me, work is fun. Post-retirement is supposed to be about enjoying what you do, and that’s exactly how I see business.
Looking ahead, I see myself continuing to stay involved in business in some capacity. One area I’m particularly curious about is launching a hedge fund—something I might explore in the future.
On the fitness front, I’ll keep running and also plan to get back into golf.
For personal development, I always enjoy learning new things. A colleague recently suggested taking up juggling, so I’m waiting to enroll in a class. I’ve also attempted singing, though many have rejected my efforts—but I still have hope!
Rapid Fire
1. Morning routine or night owl? – Morning Person
2.Favorite book or author? – Good to Great by Jim Collins, Zero to One by Peter Thiel, and the Mahabharata for its timeless wisdom.
3. One word that describes your leadership style? Positive
4. What’s your go-to workout for staying fit? Running
5. Favorite marathon location? London