Jul 2021 – Jan 2022 · 6 mos

• Took over for the CEO of Instana, IBM’s latest software acquisition, a high-growth enterprise observability platform business, available both as SaaS and on-prem to lead the business, growing revenue by 3x
• Over-achieved business case targets, accelerating progress towards identified synergies and major integration milestones.
• Grew the team by 100% since acquisition across all functions and led business integration across sales, partner ecosystem, product, engineering, marketing, HR, legal and finance in 11 countries.
• Built out customer support and customer success teams to scale with the business, as we shifted from mid-market focus to enterprise customers, with follow the sun coverage model.

Nov 2020 – Jan 2022 · 1 yr 2 mos

• Leading the integration of IBM’s latest software acquisition, Instana – a leading enterprise observability platform
• Driving revenue performance, and progress towards identified synergies and major integration milestones
• Continuously evaluating risks and deploying mitigation plans to accelerate synergy goals
• Serving as the business advisor and change management champion to integrate and transition teams across all functions – engineering, product management, G&A, marketing, ecosystem and sales, empowering the teams to be accountable for successful transition and integration.

Apr 2020 – Nov 2020 · 7 mos

• As organizations embrace the reality of today’s hybrid multicloud world, they are looking for help to manage, secure and achieve peak performance for their applications while optimizing resources, regardless of where they are deployed. In Priya’s current role, she is helping clients along their journey to cloud, through the Cloud Pak for Multicloud Management offering, that provides a single management control plane enabling clients to embrace the shift to DevSecOps.
• Lead customer briefings, partner briefings, and analyst briefings for the Hybrid Multicloud management portfolio
• Lead the engineering team in conducting quarterly commitment pitches prioritizing product roadmaps across stability, client RFEs and new feature / function categories
• Analyze gaps in the management portfolio, devising build / buy / partner strategies for the ecosystem team to execute
• Lead developer advocacy initiatives to build organic adoption and mindshare addressing DevSecOps challenges
• Work closely with the global and regional sales leaders, and tiger teams on revenue forecast, pipeline progression, sales enablement materials
• Partner with the global and geo marketing teams to pivot to digital events and summits in the current pandemic environment for lead generation.

Sep 2019 – Apr 2020 · 7 mos

• Led GTM consistency and architecture governance across the Cloud Paks including the integration, security and data business units through the certification process, both on-prem and on IBM public cloud.
• Lead the Global Elite program focusing on the top 100 IBM software clients providing white glove treatment with access to SMEs, events, free training and other perks, building deeper relationships.

Apr 2018 – Aug 2019 · 1 yr 4 mos

• Led strategy and operations for the $4B Hybrid Cloud Integration portfolio supporting the General Manager in achieving the quarterly revenue and PTI targets
• Worked closely with the CFO to align the 4 year spring plan strategy and the yearly fall plan budget implementation focusing on prioritized portfolio investments, go to market strategy and margin expansion.
• Built and reinvigorated effective relationships with the business partner ecosystem, resellers and distributors to drive network effect and adoption
• Led the Global Elite program targeted at nurturing our top tier client base, driving revenue growth and advocacy for key offerings in the portfolio

Aug 2016 – Mar 2018 · 1 yr 7 mos

• Provide financial leadership to manage the $4B Cloud Integration Software business unit
• Evaluate and approve investment decisions in line with the strategic shift to as-a-Service business
• Right size resource concentration in line with strategic business needs
• Partner with the unit GM to deliver Revenue and PTI objectives by evaluating competitive trends, benchmarking, establishing critical measurements, providing head lights to potential issues, identifying avenues for cost reduction, developing action plans and scouting potential partnership opportunities.
• Partner with the sales leaders to devise optimal incentive plans and sales deployment models

Apr 2015 – Jul 2016 · 1 yr 3 mos

• Provide financial leadership to manage the $25B Infrastructure Services business unit.
• Focused on strategies to take out structural cost, while still providing differentiated value to clients.
• Leading the institution of a robust management and measurement system to support specific delivery transformation initiatives including automation, alternate labor models, aimed at improving the margins of the business while remaining competitive.
• Set labor and non-labor net spend targets by IOT based on business needs, track performance against targets, perform root cause analysis, to enable timely corrective actions towards achieving margin objectives.
• Review cost cases and capital expenditure requests from the geos and approve based on business needs and ROI
• Responsible for managing and executing processes supporting month-end, quarter-end close, Forecasts, Annual Operating Plan and Strategic Plan to ensure accuracy and integrity of the information and the related internal control environment
• Create and enforce financial data standards and provide guidance to the local delivery finance teams to ensure strong financial controls for the IS delivery business
• As Global Process Owner for Infrastructure Services Cost, responsible for driving satisfactory controls posture through Country Process Testing, Corporate Audits, SOX testing and MSACs

Aug 2014 – Mar 2015 · 7 mos

• Deliver actionable assessments of worldwide competitive portfolios, strategies, positioning, targeting, features/innovations, use cases, roadmaps, pricing and financial/market performance to inform critical choice points and strengthen IBM roadmaps, portfolios, positioning and differentiation.
• Interact and influence cross-functional worldwide stakeholders ranging from senior executives to tactical decision-makers in strategic planning, current business management and geographic focus.
• Prepare the IBM Controller for his strategy team review sessions with senior executives and the Chairman.
• Provide competitive analysis to benchmark performance and aid in spring plan / fall plan strategies.
• Accountable for ongoing competitive monitoring and assessing total value chain economics for key competitors.
• Support Earnings Q&A, BoD presentations, Investor Day presentations and SEC filings.

Jun 2013 – Jul 2014 · 1 yr 1 mo

• Recommend and execute share buyback strategies in line with the business needs and the market environment, putting trading plans in place along with requisite parameters
• Analyze and recommend dividend strategies as part of IBM’s return to shareholders policy
• Manage IBM’s EDCP hedging program using Total Return Swaps and Equity Futures
• Support the HNI (Hedge of Net Investments) hedging program to mitigate currency, interest rate risks using derivatives to manage ALM
• Maintain relationships with the rating agencies by performing analyses and coordinating annual meetings
• Ensure adequate financial flexibility to meet business needs through maintaining appropriate levels of excess cash and ratings-dictated debt capacity
• Help maintain optimal capital structure
• Support treasury earnings Q&A, BoD presentations, Investor Day presentations and SEC filings
• Support Corporate Development team with competitive financial analyses

Jun 2012 – May 2013 · 11 mos

• Strategic Outsourcing Consolidation team, Global Technology Services, North America
• Prepare monthly and quarterly financial reviews for executive management pinpointing areas of potential revenue shortfalls, inefficient cost expenditures and analyzing key business metrics
• Initiated and led numerous cross functional projects including long term growth modeling, sensitivity analysis using various cost and revenue levers, portfolio analysis, customer profile analysis, deal profile analysis etc. to highlight trends, and present opportunities for top line and bottom line growth to executives.

Jun 2011 – Apr 2012 · 10 mos · Wall Street, New York

• Implement B-One to calculate equities, fixed income, derivatives performance and risk attribution based on funds’ investment policy.
• Reconcile holdings with transaction history, measure performance of aggregated portfolios of over $500M and model total returns based on portfolio and benchmark index risk positions.
• Ensure performance results firm-wide are compliant with Global Investment Performance Standards.
• Collaborate with client’s Performance Management team on analysis and approval of performance statistics.
• Work with client’s Operations teams to identify and resolve data discrepancies.
• Communicate with global personnel to resolve issues and educate client users on attribution methodology.

Jan 2004 – Jun 2011 · 7 yrs 5 mos

• Introduced 3 new lines of business resulting in 250% increase in revenues. Managed end-to-end new product development activities, from initial market research to post launch maintenance and upgrades.
• Created feedback loops, such as Advisory Board (comprised of hiring partners), Alumni Board and Learning Specialists Board, to ensure continuous quality improvement and to identify new business opportunities.
• Managed multiple business process improvement projects using Project Management framework for project scoping and planning, estimation, resourcing, vendor management, cost-benefit analysis and risk management.
• Expanded training and support team by 400%; built multi-level track-aligned hierarchical teams to support the growth of the company. Recruited several consultants for contract trainer pool, improving efficiency of scheduling process by 300%.
• Developed management tools to measure and analyze financial and operational information (e.g. financial ratios, key performance indicators and management reports) for partners of the company.

May 1999 – May 2004 · 5 yrs · Kuwait

• Expanded technology consulting arm by 100%; led various projects with high visibility, ambiguity and tight deadlines for clients in commercial banking, telecommunications and petroleum sectors.
• Established sales education process that fostered collaborative process between training and sales departments and led to 30% increase in sales efficiency.
• Guest speaker on Ones & Zeroes tech program on Kuwait TV2.
• Developed and delivered several customized technology courses for clients based on identification of skill gaps, analysis of business requirements and specification of evaluation metrics.