AI isn’t just changing code, it’s changing command. Across sectors, artificial intelligence is disrupting how technology is built, deployed, and, more importantly, led. Entire product strategies are being rewritten. Legacy job descriptions are dissolving. New leadership mandates are surfacing with urgency.
At Purple Quarter, we sit at the intersection of this shift. As organizations fast-track AI adoption, the question is no longer whether they need AI, but who can lead them through it. CTOs, VP Engineers, Directors and more are seeing their roles fundamentally redefined. In this piece, we break down what’s changing, why it matters, and how business and tech leaders must relook at the evolving lens in both global and Indian contexts.
It’s no surprise that global giants are pivoting sharply toward AI, often at the cost of traditional roles. Microsoft laid off thousands of software engineers in 2025, with nearly 40 percent of those impacted based in Washington state. CEO Satya Nadella confirmed that AI now writes up to 30 percent of code in certain Microsoft projects. The message is clear. Efficiency through AI is a strategic priority. Alphabet, Google’s parent company, followed suit, cutting 12,000 jobs to concentrate on AI. Sundar Pichai’s internal memo described it as a push to "imbue our products with more AI." At Meta, internal restructuring has moved resources away from non-core initiatives and into AI teams, particularly in open-source model development. Beyond Big Tech, companies like Salesforce and Workday are cutting roles in traditional departments while hiring aggressively for AI-focused positions. According to a General Assembly survey, 75 percent of hiring managers report pressure to rapidly fill AI-related roles, even without long-term planning. The result is a surge in demand for leaders who can introduce AI sustainably, not reactively.
At the micro level, day-to-day engineering roles are being transformed by automation. Tools like AI code assistants, ML-driven DevOps, and predictive analytics are reducing manual workloads across engineering teams.
Directors of Engineering may now oversee teams where AI produces nearly a third of the code. Human developers focus on architecture, validation, and ensuring quality. Engineering managers are shifting from delivery oversight to curating workflows between human and machine intelligence.
This transformation also affects product development. CTOs and VPs of Engineering are reassigning teams to build recommendation engines, customer support bots, and AI-driven features. Google’s generative integrations into Workspace, Microsoft’s Copilot, and the rush to AI-enable SaaS tools show how quickly expectations are shifting.
Tech leaders now need fluency not just in system design, but in identifying impactful AI use cases, ensuring model fairness, and managing data governance. AI adoption has become an operational responsibility, not just a strategic vision.
The definition of a tech leader has exponentially altered. The traditional CTO role, once centered on infrastructure and execution, now requires an extended vision in AI and data strategy. Many are tasked with leading in-house AI labs or establishing innovation task forces that bring AI into the core of business. VPs and Directors of Engineering are overseeing interdisciplinary teams that include ML engineers, data scientists, and ethical technologists. But they must nurture AI-first cultures, design hybrid workflows, and lead ongoing learning within their orgs. We’re also seeing new titles take root. Companies are appointing Chief AI Officers (CAIOs), AI Leads to drive AI strategy, governance, and execution. These roles often report directly to the CEO or CTO and act as internal champions of responsible AI. In some cases, AI Leads function as product managers, data architects, and ethicists rolled into one. At Purple Quarter, we’re supporting a growing number of mandates for blended roles. Be it a VP of Data Science and Engineering; a CTPO, combining tech and product oversight or the aggressive need for CTOs with experience in scaling AI adoption across products and teams large or small.
We place CTOs, CPOs and senior technology leaders for high-growth companies.
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Purple Quarter places CTOs, CPOs and senior technology leaders for high-growth companies.
Find your tech leaderThe late-2022 launch of ChatGPT triggered an AI arms race. Microsoft integrated GPT into Bing and Azure. Google merged DeepMind and Brain to fast-track model innovation. Amazon rolled out Bedrock and backed Anthropic. Meta shifted focus to LLaMA and open-source AI. These moves have pushed AI to the center of every product strategy. Companies are redesigning their architectures, overhauling customer interfaces, and reorganizing teams. Internally, engineering leaders are now working alongside AI researchers, prompt engineers, and data security leads. Product leadership has become a shared responsibility between humans and AI systems. CTOs and VPs must now decide not just what to build, but what to automate, what to regulate, and how to manage it all without fracturing the org.
India is setting a brisk pace in this AI-fication race in keeping up Silicon Valley. A recent survey showed that 73 percent of Indian businesses plan to expand AI adoption in 2025, far above the global average. Major IT players—TCS, Infosys, and Wipro—have already trained over 775,000 employees in GenAI capabilities. TCS has even declared that AI will become the fabric of its business operations. Indian startups are creating Head of AI roles much earlier in their journeys. From fintech risk modeling to multilingual e-commerce personalization, India-specific problems are demanding locally attuned, AI-literate tech leaders. At Purple Quarter, our leadership hiring mandates in India now regularly include requirements for global collaboration, AI strategy design, and prior experience deploying models in production. It is just not enough to understand AI, leaders are expected to align it with India’s unique market requirements, workforce, and data ecosystems.
The bar for leadership has risen. Companies now seek polymathic executives—technically deep, strategically savvy, and capable of leading cross-functional, AI-integrated teams. Hiring conversations now revolve around a few key themes:
Can the leader build and scale AI initiatives sustainably?
Do they understand (and can predict) ethics, regulation, and model governance?
Are they ready to drive revenue impact through AI, not just efficiency?
Can they lead hybrid teams across functions, geographies, and skill sets?
Interview processes are changing too. We increasingly see boards probing candidates with live scenarios. For example, "How would you use AI to reduce operational cost by 15%?" or "Which roles in your current org structure could be AI-augmented within a year?" Successful leaders are those who not only answer these questions, but reshape them entirely.
We are in an era where AI proficiency is a business imperative. Companies that fail to recalibrate their leadership will be at a disadvantage. Those that do will find themselves with agile orgs, sharper product strategies, and future-ready tech roadmaps. At Purple Quarter, we believe strategic hiring is the only power move you need today. The AI-fication of leadership is not about replacing roles; it is about elevating them and businesses have to identify this at break-neck speed. By aligning core leadership with AI strategy, and hiring visionary pioneers who are ready to steer this AI wave alongside people and platforms, more and more companies are future-proofing their vision of scale already.
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