Apr 2019 – Present · 6 yrs 11 mos · India

• Commonwealth Inclusive Growth Services (CIGS) is a last mile financial inclusion platform catering to government to citizens benefits/ banking services across 25,000 rural villages in India, 4+ million customers and transacting over $1B through their platform.

Mar 2018 – Present · 8 yrs · London Area, United Kingdom

• An IOT based smart thermostat helping social landlords tackle fuel poverty amongst their residents and effectively manage their properties.

Oct 2017 – Present · 8 yrs 5 mos · India

• An Industrial IoT product/ services company for factories using Industry 4.0 helping in
• Improving operations and products;
• Improving productivity;
• Improving quality;
• Reducing cost; and
• Improving eco-friendly environment.
• Advisor to the board in establishing and implementing strategy, channel partnerships and global expansion. Currently helping them establish presence in the USA and UK and expand in India.

Apr 2015 – Present · 10 yrs 11 mos · London Area, United Kingdom

• Pontaq is a UK Head Quartered Cross Border Innovation Fund focusing on technology transfer across multiple geographies.
• The fund invests in early-stage companies, upto Series A in the B2B/ B2B2C space; sectors of focus include FinTech, Smart Cities Tech, HealthTech, AgriTech and Emerging Tech.

Feb 2013 – Jan 2017 · 3 yrs 11 mos · London Area, United Kingdom

• Led the end to end analysis of IT and BPO estate for a leading telecoms service provider in the UK to identify £85M in revenue and operational leakages. Drafted a business case to generate potential benefits of £41M with £13M Capex and presented to CIO and CFO.
• Identified a firm wide improvement initiative and drafted a business case to increase top line by $140M over the next three years. Presented the proposal to the chairman of Infosys
• Identified a £60M multi-year business transformation outsourcing opportunity for Infosys leveraging capabilities across IT, BPO and consulting. Proposed a roadmap for transformation and suggested commercial models. The proposal is being discussed with senior stakeholders within the global telco
• Led a strategic exercise, at group level, to help draft the business case to secure future funding for improving data maturity across the enterprise. Defined a data maturity framework, performed industry comparative analysis, and sized tangible benefits in moving up the maturity stages (up to 4.5% opex reduction and 0.3% revenue uplift)
• Drafted the case for change for establishing the Enterprise Architecture function as part of the overall IS maturity initiative for a global automotive.
• Developed a business case to identify benefits of >$100M for trading operations of a major energy client. Worked with stakeholders across Europe, US, Canada and Singapore to identify the benefits for the suite of IT projects planned for delivery to develop a business case with positive NPV and payback period of less than 2 years. Helped secure the funding of ~$10M for the overall programme.
• Proactively developed and leads a new GTM offering, targeted at CFOs and COOs, across Telecoms, Energy, Logistics and Utilities sectors to improve overall ILO brand and gross margin - identified as one of the two strategic GTM propositions ILO will take to market in FY 15.

Aug 2010 – Jul 2013 · 2 yrs 11 mos

• Led the procurement of a Service Desk for a Public Sector client including defining the vision and the key principles for the target state.
• Worked with the Head of IT Strategy and defined the IT Target Operating Model (TOM) and Sourcing Strategy for a leading utilities client in the UK; recommended options to meet one of their key business objectives of 25% cost reduction over the next three years.
• Led the procurement of LAN refresh work in Americas a global manufacturer from defining solution requirements to contract negotiation and award working closely with the CTO office, Commercial and Legal teams. Successfully managed the transition phases.
• Performed an IT Strategy Refresh for one of UK’s leading General Insurers, for their entire UK business, to recommend potential business benefits of over £13M and an associated a phased transformation approach; worked closely with the CIO, Business and the Head of IT strategy.
• Analysed the current estate of IT Delivery within Solvency II programme for a major life insurer within the UK through gap analysis and collaborative workshops which involved over 20 stakeholders and identified 81 challenges. Provided recommendations and improvement plans for each of the 81 challenges identified.
• Reporting directly to the CIO of a large media client, built a framework to proactively capture demands for IT environments from varied projects globally as part of a large IT transformation programme involving over 400 resources across the globe. The framework helped efficiently manage contention issues improving environments up time by at least 20%
• Devised and successfully implemented the incident management process globally.
• Led the creation of the strategy and vision, as part of the extended leadership team, for one of the service areas within Deloitte’s Technology Practice by interacting with multiple industry and competency partners

Dec 2007 – Aug 2010 · 2 yrs 8 mos

• Led the Due Diligence exercise of over 15 independent IT estates of a leading Service Provider (SP) & recommended Business Benefits of over £60M through system rationalisation & reduced FTE. Helped in building the business case worth £15M
• Helped a leading SP win new business of >£150M through due diligence exercise & subsequent design deliverables as part of the RFP response for OSS transformation of another SP
• Responsible for helping a SP sustain existing business on 2 independent occasions worth £40M & £62M respectively through performing Due Diligence, Benefits Analysis & phased IT transformation approach, within tight time scales
• Performed Organisational diagnosis of a SP's large programme worth £22M to identify process gaps in their end to end software development lifecycle & provided recommendations thereof
• Helped engineer various RFP responses of TCS through assessing both requirements & Current Mode of Operations of the client & deriving the benefits realisation framework, liaising with various unit heads, COE teams & Innovation labs within TCS globally
• Programme Delivery Management of a major IT Transformation Programme worth > £15M across UK, EMEA & US to realise Cost Optimisation through System Rationalisation & FTE reduction
• Programme Management of Oracle Retail solutions Implementation for a leading retailer in the UK, the first of its kind in TCS
• Project Management & Delivery of two separate failing projects, of over 9 months, in 11 & 13 weeks to realise business benefits of £1.5M & £700 K respectively for a leading SP in UK
• Managed Stakeholders up to & including CxOs across geographies, providing stage wise management reports on Project Delivery
• Direct Management of team sizes ranging from 9 to 50 across System Integrators, Partners , & Vendors across UK, India, US & Europe
• Led virtual teams of > 300 across multi disciplinary vendors, onsite & offshore

Jul 2007 – Apr 2008 · 9 mos

• Project Managed & delivered Self Service Portal services for Vodafone & SSE Telecom in the UK through liaison with > 5 multi disciplinary vendors of > 75 spread across the UK & the offshore counter parts India
• As a ‘Code Red Delivery Manager’ successfully planned & delivered a failing product (outstanding for 18 months) post analysing the gaps in poor delivery & rolling out Phase 1 delivery in 4 weeks
• Perform Business Analysis, feasibility study, Software effort & cost estimation, Project Planning & Management for SSE Telecom, Vodafone and BT Wholesale operations m capturing both functional & non functional requirements
• Provided IT Advisory based on TCS’ toolsets & established/ implemented a streamlined process for an enhanced requirements gathering, scoping & delivery
• Worked with Delivery, Deployment and Build Managers in scoping deliverables for forthcoming releases and aid in release planning
• Validated Business Requirement, aligning it to the original contractual obligation signed; Facilitated workshops to scope requirements

Jul 2006 – Jun 2007 · 11 mos

• Best E2E Customer Experience Designer of the FY 06-07
• Led the consulting team of 9 involving multiple vendors & responsible for resource management both Onsite & Offshore, stakeholder interaction, learning, project management & delivery
• Analyzed the as-is system estate of various Customer Experience(CE) programs within BT for both Service Fulfillment and Service Assurance journeys and provided consultation on the design using reusable components built over Service Oriented Architecture
• Successfully delivered twice the actual PIR targets
• As a Single Point of Contact charted out the future IT/ Platform needs for an entire Line Of Business for 7 quarters as part of BT’s strategic initiative – ‘7 Cycles to Success’ ahead liaising directly with the Chief Architect
• Designed & delivered e2e artifacts using UML for Service Fulfillment & Service Assurance journeys based on Service Oriented Architecture (SOA); key to the success of demonstrating the first ever integration of re-usable components with live systems
• Coordinated with various platform programs to ensure delivery of reusable components proposed as part of the new design

Sep 2005 – Jun 2006 · 9 mos

• Team Leader and single point of contact for new requirements, service assurance for fast track set of applications
• Proactively designed and managed the delivery of in-house tool to centrally monitor all applications under one roof with cost savings of £100,000 every year
• Established and successfully implemented processes for proactive incident management resulting in decreased outage of various systems

Jan 2003 – Jan 2004 · 1 yr