Jan 2024 – Jun 2024 · 5 mos

Jul 2023 – Jan 2024 · 6 mos

Jul 2019 – Jun 2023 · 3 yrs 11 mos

• 1. Definition and Governance of Vertical strategies across FS, Insurance, Healthcare and Life Sciences (Pharma)
• 2. Identification of sub-vertical wise trends to maximise growth potential within sub-verticals like cards and payments, capital markets and mortgages
• 3. Identification and governance of enhancing Pricing levers at an account, program and project level

Jan 2019 – Jun 2019 · 5 mos

• 1. Define, Execute and Govern Sales Strategy and Transformation interventions
• 2. The sales transformation initiatives included the New Logo (Hunting) acquisition program, the Mid and Large Account management program

Jan 2018 – Sep 2023 · 5 yrs 8 mos

• 1. Defined and program manage the levers for improvement around hunter bandwidth, target company, segment, geography definition, research transformation, operational elements like pipeline, mining and policy definition and revamp for compensation, kickers etc
• 2. Responsible for governance across all levels from vertical segments, to the company leadership to preparing for the updates to the board

Jun 2015 – Dec 2018 · 3 yrs 6 mos

• 1. Define and Own Sales Transformation interventions, Sales Strategy execution plans and govern the execution of strategies
• 2. Lead New Age Social Selling on the LinkedIN Sales Navigator Platform. Program has seen a return of 20X. LinkedIN has published a case study on our success
• 3. Own implementations and management of Sales platforms like Microsoft Dynamics and Power BI. Collaborated with product teams at Microsoft to bring in latest features around Machine Learning, Relationship Insights, opportunity scoring.
• 4. Run advanced analytics on pipeline and revenue forecast, with a focus on lead indicators like “Inflows” and make proactive strategic interventions to correct outliers
• 5. Enabled Sales Planning, Sales Performance Management and Sales Enablement areas. Have enabled effectiveness sales in terms of roles, activities, positioning, KRAs, structure, incentives

May 2011 – Aug 2012 · 1 yr 3 mos

• 1. Business Owner for the Customer Relationship Management (CRM) system (ie SAP CRM).
• 2. Developed a sales headcount model for the company’s sales force based on parameters around revenues, sales strategy execution, regional strategies and sales efficiency improvements
• 3. Developed a model for forecasting revenues based on pipeline and doing a risk assessment of the pipeline and win trends.
• 4. Set up a execution framework for the sales strategies of the company. That includes management of people, pipeline, investment planning. It also included governance and performance management and tracking to assess the current health of the execution of the strategies
• 5. Developed a framework for performance management for the Sales Region Heads and one level below which compares the revenue from goals to revenue estimates to booked business to pipeline based predictability.
• 6. Developed a framework to outsmart named competition across key metrics and governing the implementation of the framework

Nov 2010 – May 2011 · 6 mos

• 1. Have handled the engagement for the company with a client which is one of the largest mobile operators in the world with direct operations in 30+ countries and operations through partners in 40+ countries
• 2. Have managed and set up the execution engine of a transformational deal at this client spanning across 40 Operating Companies won by dislodging competition like IBM and Accenture
• 3. Was a key member of the client team which planned and executed the implementation by the Group entity into engagement and delivery teams to ensure that the engagement teams were locally based in the countries, managed requirements and ensured the successful delivery of the Group components
• 4. Owned the relationship strategy, mapping and account planning and assurance for the client
• 5. Oversaw the setup of a training academy within Infosys for the execution and also owned the governance at various levels

Dec 2007 – Dec 2010 · 3 yrs

• 1. Responsible for strategy definition and execution for the Non US business
• 2. Responsibility also including budgeting, risk tracking and reduction, collections tracking & improvements, onsite non billable reduction, utilization.
• 3. Introduced a collections improvement model called the “T+d” at the Infosys level
• 4. Ensure that telecom vertical was the best in Infosys across a critical metric in Account Receivables
• 5. Managing the pipeline for the business growth and study win-loss trends for the unit and suggest a strategy for improvements and better convertability of deals
• 6. Also head the strategic initiatives like account risk analysis, revenue leakage, restructuring delivery to further improve delivery of services and improve customer experience
• 7. Part of the core team in the telecom vertical driving Business Value Articulation in the unit

Aug 2006 – Nov 2007 · 1 yr 3 mos

• 1. Headed the business assurance activities for the largest account of Infosys at one point in time
• 2. Responsibilities included risk management, account receivables management, contract management, rate card negotiations and management and relationship management
• 3. Managed the relationship with vendor management, vendor performance management and procurement groups within the client. Given that this account is a 200+ mn USD account for Infosys, these are key stakeholders and are always on the lookout to essxtract more value given the volume of business
• 4. Set up the Operations Scorecard within UK clients to enable delivery and sales teams to measure their performance, compare with others and optimize performance
• 5. Worked on the team which negotiated the rates for the current financial year with the client. The client wanted to reduce the rates by 5-10% and a further volume discount. We negotiated freezing the rates with the client and in fact made them sign up offsite rates which were higher than market rates.
• 6.Completely owned and managed the Corporate Social Responsibility aspect of the relationship. 7. Owned and managed the very critical purchase order process on behalf of Infosys. This helped reduce the risk from Infosys from 60 mn USD to 0.

Apr 2021 – Present · 4 yrs 11 mos · Bangalore Urban, Karnataka, India · Remote

• 1. Part of the Chief Strategy Officer (CSO) Forum of CII
• 2. Co-lead of mentorship track helping mentor startups through strategy based inputs

Aug 2012 – Jun 2015 · 2 yrs 10 mos · Bengaluru Area, India

• 1. Business owner for SalesForce.com implementation for Genpact including integration of Sales Process with acquired entities
• 2. Building entire eco-system for sales around SalesForce.com. This includes Marketing Automation, Lead Management tools and other Bolt Onslike lead nurturing eg. DATA.com, LinkedIn, RelationShip Science, PlayerMap
• 3. Designed and own one of the revenue forecasting model linked to the bookings.
• 4. Involved in Sales Force Effectiveness on the basis of a framework to identify- sales persons who are falling into the lowest quartile to make interventions
• 6. Own the competitive positioning and market share benchmarking and assessment on the basis of data from IDC and ISG to comare the market share and wallet share of Genpact vis-à-vis named competitors like IBM, Accenture, TCS, Infosys and Cognizant

Apr 2005 – Jun 2006 · 1 yr 2 mos · London, United Kingdom & Pune, India

• 1. Was a member of team of 3 core ‘think-tank’ to make the presentation and decide strategies for:-
• i. Board presentation in May 2005 (Theme – Achievements of the new management)
• ii. Board presentation in July 2005 (Theme – Scalability)
• iii. Strategy presentation to the M&M board
• iv. “MBT War Room” organized by M&M for its group companies
• 2. Presented new account strategies on Australia, Ireland and Africa
• 3. Was a member of the team which built the Balance Score Card for MBT and also was a part of the team which tracks the same
• 4. Was one of the members of a 2 member team which reorganized MBT’s delivery organization structure and am part of the implementation team

May 2004 – Jun 2004 · 1 mo

• April 2004 ­ May 2004) Team Size: 3
• CONFIDENTIAL PROJECT
• The project involved feasibility study of the Organizations proposed entry into a new product
• category in India, and conceptualization and framing of the entry strategy for the same.
• Learnings:
• 1. Data from ACNielsen worth 8 Lakh rupees which gave us the entire categorys information for
• the year 2003.
• 2. Extensively worked on a software called ,,Advisor by AC Nielsen
• 3. Interacted with the top marketing managers at P&G in India; 4. Got a great insight into the Golden Eye Project implementation of the company and thus
• gained immense learning and experience in the working of the Organizations entire distribution

Jan 2002 – Jan 2003 · 1 yr

• Internship Project while pursuing Bachelors in Computer Engineering