Ajay Sabhlok made architecture the gatekeeper for every IT decision at Rubrik, not a review function that validates choices after they're made. This structural shift meant architects evaluated tools, processes, and vendor capabilities before budget conversations happened. The outcome: scaling from 700 employees to IPO without the shadow IT proliferation or rationalization projects that typically emerge when business units control procurement.
The execution reveals how it works. At VMware, he performance tested Salesforce Service Cloud despite enterprise customers not doing that, found telecom provider bottlenecks, and co-developed DR capabilities with their product team. At Rubrik, every enterprise tool passes through a quarterly board with the CFO, CRO, and co-founder before purchase approval. When sales requested territory management software, the CRO delayed it three years until manual processes actually broke at scale.
His "comprehensive thinking" framework maps failure scenarios during discovery, not after implementation. It's why Rubrik declared cloud-only infrastructure early and centralized all software budget authority under IT.
Topics discussed:

Embedding architecture as gatekeeper versus post-decision review function
Quarterly C-suite Project Review Boards that control enterprise tool procurement
Performance testing SaaS vendors at enterprise scale despite vendor resistance
Co-developing missing product capabilities with vendor engineering teams
Timing tool purchases to operational breaking points versus business requests
Comprehensive thinking framework for mapping failure modes in discovery
Declaring cloud-only infrastructure before hitting organizational scale
Centralizing software budget authority to eliminate shadow IT formation

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