Jan 2017 – Present · 9 yrs 2 mos · Toronto, Canada

• How do you make your existing manufacturing Smart? And build new Smart manufacturing?
• How do you eat an elephant?
• One asset at a time.
• There is nothing artificial about the most important intelligence you posses as a manufacturer(TM) - The knowledge and experience of your Subject Matter Experts! (The SME's). Those who design, build, operate, and maintain your industrial assets.
• We build AI for those SME's!!
• Do you know which assets make the most profit for you? How intelligent are those assets? Do they need to be intelligent at all? If they should, what's your plan to do so?If you have a good plan and a good technology partner, you are set. See you on the other side of Industry 4.0.
• If you are not, let's talk.

Jul 2016 – Dec 2016 · 5 mos · Mountainview, California

• Provided guidance and consulting for deployment of H2O.ai platform for Smart Industry and IIoT applications! Learnt a lot from the best of the best in AI at H2O.AI

Aug 2009 – Jun 2016 · 6 yrs 10 mos · Greater Toronto Area, Canada

• Growing the company top-line sales for 7 consecutive years – including through the worst. Made possible through long-term strategy, motivation, coaching & mentoring hands-on selling.
• Modern customer segmentation, business development, industry vertical strategies and separate focus on Capex and Opex were the implemented enablers.
• OPERATE BETTER.LONGER.SAFER –summarized the company’s value proposition into the current brand statement and banner under which customers continue to receive business value from working with Lakeside and Emerson.
• Even a small business can implement world class sales and business development strategies – the 7 years of strategy development was just to prove that point. The outcomes: a modern Customer Segmentation strategy; industry vertical focus and competitive displacement.
• Launching Lakeside’s Asset Reliability business unit and strategy was much about convincing a lot of skeptics. Viva! Lakeside Asset Reliability Solutions. It was a privilege to serve on the Emerson Reliability business advisory that created the future vision for Asset Reliability.

Jan 2007 – Jan 2009 · 2 yrs

• In a stagnant market, with no new capital spend and tightening customer budgets – how do you grow your business using existing capabilities? 1) Take business away from incumbents: it’s the hardest to do so for Industrial Control Systems: risk, long-term loyalties to incumbents, the emotional attachment to technology, and resistance to change make it extremely difficult. Investing in competitive displacement specialists, relentless customer education, overserving the customer with no imminent reward in sight can make it happen. And those were the sweetest victories – growth through competitive displacement. 2) Find new applications for your technology: Providing industrial automation to uncharted verticals like wineries and green-houses, airports and universities was both rewarding in finding new industry verticals as well as in learning about “non-traditional” process automation applications.
• Creating an evergreen competitive displacement strategy and team and creating processes, tactics and a business development team focused on new target verticals was my long term reward in this role.

Jan 2004 – Jan 2007 · 3 yrs

• Delivering true value to customers is made a lot easier when complete technology solutions can be delivered by one company. The bigger and wider the company portfolio, more the silos and turfs and internal challenges – the great pieces of internal technology and service seldom come together in a cohesive solution delivered to the customer (except in glossy marketing brochures). The Project Solutions Group was created with the vision to breakdown the silos and integrate the best technology and talent to provide complete solutions for grassroots capital projects. I took on the assignment with a lot of hesitation – I was comfortable being the Guru of the (glorious) Industrial Control Systems worlds. Who wants to deal with valves, instruments and drawings, processes and procedures? Not to mention complex terms and negotiations and export controls. But being given the privilege to create a team from the best of the best in each product made it all easy. And the joy and satisfaction of customers from project efficiency was rewarded with loyalty, preference and continually increasing scope!

Jan 2000 – Jan 2004 · 4 yrs

• Implementation leader of turnkey automation systems
• Developed some of the first fully digital industrial plant automation solutions using the then emerging Industrial Bus technologies like Foundation Fieldbus, As-i bus, Profibus - the pre-cursors to IoT; under the Emerson PlantWeb architecture.
• Well recognized technology evangelist and educator of digital industrial plants.
• Lead architect of digital solutions for chemical, speciality chemical, mining, consumer products, power, steel and food & beverage verticals.

Jan 1995 – Jan 2000 · 5 yrs

• Led the automation design, implementation and commissioning of majority of co-generation power plants in Ontario
• Implementation of Controls Systems – RS3, Provox, DeltaV
• Mining and power generation application expertise

Jul 1989 – Jul 1995 · 6 yrs

• Engineering of control and analytical systems
• Sales support
• Project Management

Jan 1986 – Jan 1989 · 3 yrs

Jul 1985 – Oct 1985 · 3 mos · Delhi, India