Mar 2025 – Present · 1 yr 3 mos

• Spearheaded sales and go-to-market strategies for sectors including Telecom, Media, High Tech, Semiconductors, Oil and Gas, Utilities, and Resources.
• Collaborated with cross-functional teams to drive growth initiatives and enhance market penetration.
• Developed industry and partnerships approaches to meet client needs and expand Capgemini's footprint in the TMT and Energy Resources business unit.

Dec 2019 – Sep 2025 · 5 yrs 9 mos

• As the leader of a dedicated cross-functional team spanning North America, I am responsible for driving the growth agenda of our portfolio. Our team is composed of sales professionals, solution architects, subject matter experts, marketing specialists, and partners/alliances. We pride ourselves on fostering a culture of value creation through solving even the most complex problems for our customers.

Jul 2018 – Dec 2019 · 1 yr 5 mos

• Leading the manufacturing portfolio of companies. Passionate about helping organizations enhance performance with technology.

Jan 2016 – Dec 2019 · 3 yrs 11 mos

• Post-acquisition integration was asked to lead Manufacturing and Aerospace sector for Capgemini. As a P&L leader -
• Successfully drove revenue growth for the unit, exceeding targets and expectations. This was accomplished through developing and executing effective sales strategies, identifying new market opportunities, and expanding existing customer relationships of the combined organization
• Implemented measures to improve profitability, such as optimizing operations, reducing costs, and changing the revenue mix across the portfolio. This resulted in increased margins, better financial performance, and improved competitiveness in the market.
• Played a key role in launching new solutions/offers by leveraging capabilities across the two organizations, driving revenue growth. This involved working with cross-functional teams to develop the differentiated solutions, creating effective marketing campaigns, and building relationships with key stakeholders.
• Expanded Market Share, successfully grew the unit's market share, gaining a competitive advantage over other players in the industry. This was done by leveraging global capabilities and focus on key customers, strategic partnerships, or effective marketing and branding efforts.
• Improved Customer Satisfaction, led efforts to improve customer satisfaction, resulting in higher retention rates, increased sales, and stronger customer loyalty. This may have involved implementing new customer service initiatives, improving product quality, or enhancing the overall customer experience.
• Built High-Performing Teams - built and led high-performing teams, attracting top talent, developing employees, and driving collaboration and productivity. This resulted in improved morale, higher retention rates, and better overall performance.

Dec 2013 – Dec 2015 · 2 yrs

• Leading the business development and go-to market function for Manufacturing business unit. Direct responsibilities include GTM definition, Marketing enablement, Quota management, Deal management, driving revenue and profitability. In addition, responsible for customer satisfaction and customer relationship management.
• Drove break-through results by selling transformation deals across Applications and Infrastructure stack, scope included multiple towers with xAAS solutions. Strong experience in helping customers understand value of digital technologies and making it real
• Almost doubled the business to $350M+ in two years

Dec 2011 – Dec 2013 · 2 yrs

• Vertical leader for Retail and Asset (resource companies in mining, metals, chemicals, forest products) value chain.
• The Retail industry was undergoing an exhilarating transformation with rapid technological advancements, opening up endless possibilities. As the leader, I developed and executed the Go-To-Market (GTM) strategy for Retail, successfully establishing a strong presence and credibility in the market. Working with top-tier clients such as McDonald's Corporation, YUM Brands, Carters, and Best Buy, I delivered exponential growth for the portfolio.
• Additionally, I spearheaded various initiatives focused on omni-channel commerce, assisting retailers in developing strategies to deliver a seamless customer experience across all channels. I led deal teams in securing several high-value deals with major law firms, negotiating complex contracts to drive business growth and revenue.

May 2007 – Mar 2011 · 3 yrs 10 mos

• Strategic account management, leading a group of strategic customers playing a role of a Client Partner. Drive customer's agenda and help use IT to deliver business value.
• One of the best achievement in this role was helping a client save more than $15M a year through an innovative Infrastructure Transformation program. The client in this case was hurting due to difficult market conditions and were looking to explore possibilities to reduce their IT spend. We leveraged our understanding of the customer ecosystem and presented an un-solicitated proposal to drive down cost by transformation and improving alignment with business stakeholders. The end result involved IGATE displacing a Tier 1 provider in the Infrastructure management space.
• Also led the pursuit of several very large and complex $100M+ ERP managed services deals with a fortune 50 customer.

Jun 2005 – Apr 2007 · 1 yr 10 mos

• Responsible for managing large relationships with Fortune 500 companies. Has been instrumental in growing market share with innovative solutioning and deal structuring.
• This was move to the beautiful Pacific Northwest. As part of my job, I was responsible for managing a large $25b client where Patni as a company was a nobody. We were doing less than 500k of business with no meaningful credibility.
• Initially, I spent most of my time in understanding the customers businesses, drivers for the change within the customer organization. Using that information we built a value based approach to drive change and displace a TIER 1 incumbent.
• built a large testing center of excellence to support a complex SAP implementation program
• created a ABAP Dev factory using fixed price framework and later added an agile development approach
• strategically developed functional competency by deploying key functional resources to support the SAP implementation.
• built a web development best practices and development factory.
• created a data and business intelligence team in partnership with the customer by understating pain points and providing solutions.
• built EAI support model

Oct 2001 – May 2004 · 2 yrs 7 mos

• Managed several big IT initiatives for Patni's customers (Fortune 10). Responsibilities involved budget management, resource management, technology management. Was involved in helping customer to establish strategic direction to enhance value of IT investments.
• Drove complex programs around supply chain optimization initiatives. Participated and delivered several Six Sigma process improvements in partnerships with IT and business.
• Led initiative in improving direct procurement process leveraging a legacy procurement platform on mainframes. Improved the "on time delivery" metric for suppliers from approx 60% to 90%. This tremendously helped drive down inventory resulting in significant savings.
• Created business case with the business champions to build Procurement data warehouse to enable sourcing analytics. Eventually led the 18 month program to completion.

Feb 1998 – Oct 2001 · 3 yrs 8 mos

• Led large application support engagments for customer's IT portfolio. The engagement involved delivering IT service using complex SLAs. Was instrumental in driving high customer satisfaction and driving down the cost of support.