Skip to content
Founders

Led by builders, close to the work.

Rahul Reddy Chukka and Virat Mankali lead CIVIGLO together. Strategy, product and technology stay connected from the first research question to the company that reaches the market.

Start a conversationSee what we build
Portrait of Rahul Reddy Chukka
Managing Director & CEO

Rahul Reddy Chukka

Rahul sets CIVIGLO's company direction as Managing Director and CEO. He decides which problems deserve company-level focus and turns long-term conviction into a clear operating plan.

His work covers venture selection, company strategy, partnerships, capital conversations and the priorities that move an initiative from research into the market.

Inside the founding team, Rahul keeps customer need, timing and long-term company value connected. He stays close to product and engineering so strategic decisions remain grounded in what the team can prove and build.

Primary focus

  • Company strategy and venture selection
  • Partnerships and capital conversations
  • Operating priorities and market direction
  • Long-term portfolio development
Portrait of Virat Mankali
Director & CTO

Virat Mankali

Virat leads CIVIGLO's technology direction as Director and CTO. He translates a company thesis into products, systems and technical choices that a real team can ship.

His work spans architecture, product engineering, applied AI, early prototypes and the standards required to take a system from an experiment into production.

Virat connects product, design, research and engineering. He helps the team decide what to build now, what to validate first and what should wait until the evidence supports it.

Primary focus

  • Technical strategy and architecture
  • Product engineering and applied AI
  • Prototyping, validation and delivery
  • Engineering quality and scale
One founding team

Direction and execution stay in the same room.

Rahul owns company direction and operating priorities. Virat owns technical direction and product delivery. The important calls are made together, with evidence from users and the team doing the work.

Shared context

Business decisions account for technical reality. Engineering decisions account for the customer and the company.

Clear ownership

Roles are distinct enough for speed and close enough that strategy does not drift away from delivery.

Long-term decisions

The team can move quickly without letting the next release replace the reason a company exists.

Talk to the founding team