Naveen K. — CEO
Enterprise technology decisions are rarely just technology decisions. Behind every ServiceNow programme there are competing priorities, misaligned stakeholders, budget politics, and a business leadership team that needs to be brought along - not just informed. I have spent two decades navigating exactly that complexity, and I have learned that the quality of the outcome depends far less on the platform than on how well you hold the interests of every party in the room while still driving to a decision. That is the work I am built for. My career spans Global & Indian SIs and ServiceNow Elite Partner engagements, and advisory/consulting work across more than 20 countries. I have led CXO workshops and transformation advisory programmes across BFSI, TMT, Healthcare, and Manufacturing. I have architected and governed ServiceNow implementations from initial business case through to production, working with enterprise clients from India to the world's most demanding regulated markets. I hold active accreditations across the full ServiceNow portfolio and know the platform in depth. But the organisations I have helped most are not the ones that needed more platform knowledge. They are the ones that needed someone who could translate that knowledge into a conversation their CFO, their CHRO, or their board could act on. Presales is where much of my sharpest work has happened. I have led pursuits end-to-end — from the first whiteboard session through RFP responses, solution architecture, commercial negotiation, and oral presentations to executive committees. Winning a complex deal in a competitive environment is not about having the best platform. It is about understanding what the client is actually afraid of, what their internal champions need to defend the decision, and how to make the right answer feel like the obvious one. What I have noticed, working across industries and geographies, is that the hardest problems in enterprise technology are almost never technical. They are problems of alignment. The IT team wants one thing. The business wants another. The vendor has a third agenda. And the programme sponsor is trying to satisfy all three while keeping the board comfortable. Most advisors pick a side. I have built my practice around not doing that — around understanding the legitimate interests of every party well enough to find the solution that genuinely works for all of them. It takes longer to get there. It produces far better outcomes. If you are building something in the ServiceNow ecosystem, I would welcome the conversation.
Stackforce AI infers this person is a ServiceNow expert with a strong focus on enterprise service management and presales strategy.
Location: Jaipur, Rajasthan, India
Experience: 21 yrs 1 mo
Skills
- Servicenow
- Enterprise Architecture
- Innovation Strategy
- It Service Management
- Digital Transformation
- It Operations Management
- Service Management
- Enterprise Service Management
- Presales
- Stakeholder Management
- Requirements Analysis
- Fault Management
Career Highlights
- Expert in navigating complex enterprise technology decisions.
- Led presales efforts for major ServiceNow implementations.
- Trained over 20 ServiceNow Certified Implementers.
Work Experience
Accenture
Managing Director (2 mos)
India (Global Clients)
Independent Advisor: ServiceNow & Enterprise Service Management (3 mos)
ServiceNow Elite Partner
VP - Innovation & Strategy (1 yr 4 mos)
Accenture
Director - AI & Workplace Value Architecture (7 mos)
Director - AI & Automation : Sales & Solution Architecture (8 yrs)
ServiceNow Elite Partner - C&I
Enterprise Service Management - Lead Consultant (2 yrs)
HCL TECHNOLOGIES SOLUTIONS LIMITED
ServiceNow & BMC COE - Lead Consultant (3 yrs 11 mos)
RBS
Technical Lead - BMC Solution Stack (1 yr 3 mos)
HCL COMNET SYSTEMS & SERVICES LIMITED
Team Lead - Tools (BMC CA IBM Maximo) (3 yrs 4 mos)
Infosys
Operation Engineer - Fault Management & ARS Platform (1 yr 1 mo)
Education
B.E. Computer Science & Engineering at PDM College of Engineering - India
