Mar 2016 – Present · 10 yrs 1 mo · Kolkata Area, India

• Cyan survived a near-fatal accident, overcame a sciatic nerve transplant and over 100 stitches to begin 221 B Baker ST.
• Being previously nominated for Commonwealth Scholarship and Finalist of SBI Youth For India program, Cyan is one of the youngest Chapter Presidents of AA-ISP and does mentorship for multiple inside sales teams in North America, South Africa, and the Philippines.
• Earlier in his career, he was the youngest Operations Manager in Wipro Technologies (NASDAQ: WIT) handling revenue and resource forecasting for 64 clients including Apple, Microsoft, NetApp etc under Enterprise Computing Practice. Holds an engineering degree in Computer Sciences.
• The near-death experience, his engineering and corporate background along with knack in world politics and economics make him a no-nonsense, logical and empathetic business solution provider.

Oct 2014 – Aug 2015 · 10 mos

• SunKnowledge has a secured video conferencing platform which helps in cost reduction and improve fledgling US healthcare system.
• We sell this idea to major facilities, providers, Home Health care Agencies and fortune 1000 organizations.
• We also tried to win FTE bids to outsource Durable End to End medical billing.
• We spearheaded a franchisee campaign and acquired six franchisees in major states like California, Virginia etc. to acquire a record of half a million dollar business in 4 months.
• Spearheading B2C mode campaign via SEO/ SEM teams for the state of NY.
• Acquiring marketing campaign contracts from DME organizations.
• NDA and contract documents are being shared and signed with prospects on the above lines of business after multiple discussions and pilot projects being run.
• Mentoring and leading the marketing team of 20 members in India coordinating with IT, US Marketing and franchisee team,
• Converting potential leads from a prospect to client.
• Mentoring the team for client engagement and coaching to deliver the right sales pitch
• Creating sales pitches for different lines of business.

Aug 2013 – Sep 2014 · 1 yr 1 mo

• Cloud computing solutions using Microsoft Azure platform and enterprise mobility solutions based on SharePoint /Office 365/internal communication/mobile CMS were the two technological front I used to handle.
• We do mapping of these requirements of these two technological fronts to different industry verticals as well geographies
• We used to create industry specific brochures/blogs/mailers/LinkedIn messages.
• List of CXO level contacts were being created based on the industry and geography.
• Personalized mailers and LinkedIn messages were being sent to every individual CXO level contacts.
• Based on the positive responses, we used to take up the first level of call and understand the high level requirement.
• The requirements were being noted down and passed on to the architect.
• NDA documents are being shared and signed.
• After the second level of call with the architect, time/cost estimate is being send to the prospect.
• If the prospect is satisfied with the estimate, service delivery management team takes over from that point.
• Mentoring data generation team for which technology and how it can help a particular industry vertical.
• Creating sales pipeline reports (weekly/monthly/quarterly).
• Doing follow up to convert a suspect to prospect to client.
• Mentoring people on the floor for client engagement and messaging for right pitching.
• Interacting with client with Zopim tools.

Jan 2009 – Dec 2012 · 3 yrs 11 mos · Bengaluru Area, India

• 1. Keeping a hawk eye over status of project biddings and order book value associated with it over every quarter.
• 2. Brainstorming with delivery, sales and practice team to provide proactive pitching and presentations to customer for new projects and hence to sign new SOWs.
• 3. Have to interact with sales team and get updates on the project bids in pipeline. Based on that input, have to interact with the staffing team so that we can allocate resources in future when the project has been successfully bided.
• 4. Have to look after how many resources have been ramped up/down in practice wise and create weekly dashboards.
• 5. Every quarter we have targets of billable head counts(BHC) based on which we get fund allocations. Now when a new project is in pipeline, we have to do resource management for right candidate so that we can fulfill the BHC.It can be both at client location as well in Wipro campus.
• 6. Scheduling trainings for employee and interacting with Talent transformation for cross skilling and up skilling of employee so that they are ready to be billed according to the skill sets required by the customers.
• 7. Maintaining presentations, newsletters for marketing team when existing/new customer visit happens.
• Finance
• 1. Every account manager raises invoices based on the man hours invested by employee. The invoices are being forwarded to practice finance team. The invoices are then verified by horizontal finance team and then credited to respective accounts. However there is always a gap in invoice value and credit. Hence has to coordinate with all practice managers with the invoice data and check the root cause of disparity with the central finance team. Also have to check which employee was wrongly tagged to other practice to stop the disparity in reports.