Abhishek Singh — Operations Associate
I've spent 15 years building one thing: operational systems that don't break when the business grows. Early in my career, I noticed a pattern. Most organisations manage operations as a collection of activities — tasks get done, fires get fought, and performance depends heavily on who happens to be in the room. That works at a certain scale. Then it doesn't. My work has always been about getting ahead of that breaking point. As VP of Global Operations at Mercer | Mettl, I directed post-sales delivery for 300+ enterprise accounts across five regions — US, Europe, Middle East, LATAM, and Southeast Asia. That scale demanded more than capable people. It demanded a system: regional execution models with centralized governance, binary SLA frameworks, RCA discipline, and performance visibility that gave leadership real-time confidence in delivery health. More recently, at Meritto — one of India's fastest-growing EdTech CRM platforms — I led a comprehensive transformation of the onboarding and delivery ecosystem. Operations were person-dependent, visibility was limited, and reactive firefighting was the norm. I redesigned the framework from the ground up: structured SOPs, a Central Ops Assembly Line model, SLA-driven delivery metrics, RCA governance, and a performance management infrastructure that connected team effort directly to business outcomes. The shift wasn't just operational — it was cultural. Teams moved from managing tasks to owning outcomes. That's what I mean when I say operations should be a system, not a set of activities. When operations are designed well — with clarity of ownership, measurable standards, and scalable process architecture — they stop being a cost center. They become a strategic lever for growth, customer experience, and organisational resilience. That belief shapes how I approach every mandate: not just solving the problem in front of me, but designing the framework that prevents it from recurring. I work best in environments where operations is treated as a strategic function — high-growth SaaS companies scaling their delivery engines, enterprises building consistency across complex geographies, or organisations that need ops built from zero with long-term scale in mind. If you're building something that needs to scale — and needs the operational architecture to back it up — I'd welcome a conversation.
Stackforce AI infers this person is a SaaS Operations Leader with a strong focus on delivery transformation and strategic growth.
Location: Gurgaon, Haryana, India
Experience: 13 yrs
Skills
- Operational Transformation
- Service Delivery Management
- Strategic Planning
- Global Delivery
Career Highlights
- 15 years of operational systems expertise.
- Transformed onboarding and delivery ecosystems.
- Led global operations for 300+ enterprise accounts.
Work Experience
Meritto
Director of Operations (1 yr 7 mos)
Opercise Solution Pvt Ltd
Director of Operations (1 yr 7 mos)
Mettl
Vice President of Global Operations (1 yr 5 mos)
General Manager Operations (1 yr 3 mos)
Manager of Operations (2 yrs 2 mos)
Operations Lead (Corporate) (2 yrs 3 mos)
Dell
Assistant Manager (1 yr 3 mos)
Wipro Limited
Senior Operations Analyst (1 yr 6 mos)
Education
Master's degree at National Institute of Technology Rourkela
B.Tech at Dr. A.P.J. Abdul Kalam Technical University
Intermediate at Mahanagar Public School
High School at Lucknow Public School
