Nov 2022 – Jan 2024 · 1 yr 2 mos · Hybrid

• In this role I oversee and optimize the sales processes and strategies within a company on a global scale. This role is crucial for ensuring that the sales organization functions efficiently and effectively to achieve its revenue and growth targets.
• Sales Strategy Development: Collaborating with senior sales leaders to develop and implement sales strategies aligned with the company's overall business objectives. This involves analyzing market trends, customer behavior, and competitor activities to identify growth opportunities.
• Sales Performance Analysis: Monitoring and analyzing sales performance metrics and key performance indicators (KPIs) to identify trends, areas of improvement, and potential roadblocks. Providing regular reports and insights to the executive team to support decision-making.
• Sales Process Optimization: Evaluating the existing sales processes, identifying bottlenecks, and implementing improvements to streamline the sales cycle and enhance overall efficiency. This could include implementing sales automation tools, CRM systems, and other technology solutions.
• Sales Forecasting and Budgeting: Working with sales leaders to develop accurate sales forecasts and sales budgets for different regions and product lines. Ensuring alignment between sales targets and company-wide financial goals.
• Sales Training and Development: Collaborating with the sales training team to design and implement effective sales training programs for the sales force, ensuring they have the necessary skills and knowledge to excel in their roles.
• Sales Data Management: Overseeing the collection, organization, and analysis of sales data to support decision-making, performance evaluations, and strategic planning.
• Sales Compensation and Incentive Plans: Collaborating with HR and finance teams to design and implement competitive and motivating sales compensation and incentive plans to drive desired sales behaviours.

Nov 2020 – Dec 2022 · 2 yrs 1 mo · Hybrid

• As the Managing Director of an open-source company, my role was pivotal in driving the company's revenue generation and sales growth. I was responsible for overseeing sales , support and consulting revenue growth and ensuring that the organization achieves its sales targets while promoting the adoption of open-source software solutions. Some of my achievements were :
• Sales Strategy and Planning: Developing and implementing a comprehensive sales strategy and plan that aligns with the company's overall business objectives. This involves identifying target markets, defining sales territories, and setting ambitious but achievable sales targets.
• Revenue Generation: Leading the sales team to meet or exceed revenue goals by actively managing the sales pipeline, tracking sales metrics, and ensuring that the team focuses on high-value opportunities.
• Business Development: Identifying and pursuing new business opportunities and strategic partnerships to expand the company's customer base and market presence.
• Open Source Software Advocacy: Promoting the adoption of the company's open-source software solutions and highlighting the advantages and benefits of using open-source technologies to potential customers and clients.
• Sales Team Management: Building and leading a high-performing sales team by recruiting top talent, providing coaching and mentorship, and setting clear performance expectations. Conducting regular performance reviews and supporting the team in achieving their goals.
• Customer Relationship Management: Fostering strong and positive relationships with key customers, partners, and stakeholders to ensure customer satisfaction, loyalty, and long-term business partnerships.
• Sales Performance Reporting: Providing regular sales performance reports and updates to the company's executive team, including insights into sales trends, customer feedback, and areas for improvement.

Jan 2020 – Oct 2020 · 9 mos

• I lead the CX business of SAP. My teams objective was helping organizations improve their customer experience which is the "cumulative impact of multiple touchpoints" over the course of their customers interaction with the organization. I engaged in value & volume deals as well as partner driven engagements. Key elements of this role are
• Build a new partner ecosystem
• Upsell to existing ERP install base
• Build market awareness
• Demand generation factory – Direct / Indirect
• Establish value selling practices
• Focused initiatives on improving consumption
• Ensuring project success & managing escalations.
• Proactive engagement with product management & operations.
• COVID best-practices deployment
• My team focused on the CX portfolio :-
• Personalization: Customer experience solutions focus on tailoring interactions based on individual preferences, behaviors, and past interactions.
• Omnichannel Engagement: Providing a consistent and seamless experience across multiple channels, such as websites, e-commerce, social media, and physical stores, ensures customers can interact with the company in a way that suits their preferences and needs.
• Efficient Customer Support: Customer experience solutions include tools and processes to ensure efficient and effective customer support, such as responsive help desks, live chat, self-service portals, and knowledge bases. Quick and accurate support builds trust and loyalty.
• Customer Feedback and Insights: Gathering and analyzing customer feedback through surveys, feedback forms, and social media monitoring helps companies understand customer satisfaction levels, pain points, and preferences. These insights drive continuous improvement and inform business decisions.
• Data Analytics and Continuous Improvement: Leveraging data analytics allows companies to gain actionable insights into customer behavior and preferences, enabling them to continually refine their offerings and experiences to meet evolving customer needs.

Jan 2019 – Dec 2019 · 11 mos

• I was the managing partner for TATA Group with a team of global account directors leading each cluster. Some of the key achievements and initiatives I lead
• Platinum Engagement Model – To elevate the engagement quality its important to have a 360deg approach. This has 4 direction
• o USE BETTER - Increase the value of current SAP installations by improving the user experience and data access or increasing process integration.
• o RUN BETTER - Use a proactive, preventive, and innovative support model and solutions for robust operations and a lower total cost of ownership.
• o BUILD NEW - Leverage new technologies to differentiate and support growth
• o EXTRACT VALUE - Improve business performance with additional standard SAP solutions.
• SAP Co-Innovation – Bring SAP’s global innovations that create differentiating industry specific co- innovations. This needs engagements across global locations and effective governance.
• Revenue Curve – Ensure that the y-o-y growth in product & services revenue grows in a balanced and scalable manner.

Jan 2018 – Dec 2018 · 11 mos

• I lead the innovation portfolio for SAP India. This included
• Leonardo – IOT, Block-Chain, Analytics , Bigdata, Machine Learning.
• S/4 HANA – SAP’s digital core & the next generation ERP
• S/4 HANA Public Cloud – To be launched this year.
• Some of the key strategies I adopted to launch this new Portfolio of SAP in India
• Build a partner ecosystem and forge new GTM’s with Tier 1 , 2 & 3 partners
• Launch an Innovation Center in India which acted as a magnet for showcasing strength of SAP Innovation under one roof and act as a demand generation hub.
• Institutionalise design thinking for empathy-based solution creation.
• Build a team for undertaking Digital Transformation & Roadmap engagements across – Strategic customers with a 3-layer approach.
• o Digital Lighthouse Program & Innovation workshops
• o Industry play & value proposition factory o Platform adoption in startup eco-system
• Some of the popular initiatives that generated momentum.
• o Connected Products o Connected Assets
• o Industry 4.0
• o Smart City
• o Co-Innovation
• I launched a new product – i360 Lab. This was a product for academia which brought together SAP Leonardo Platform, SAP Education Pack, SAP India Customer Organization Collaboration & Faculty training in one framework. The objective was 3 fold.
• o Students – Improve employability.
• o Innovation – Provide low-cost resources for SAP customers
• o Capacity – Build capacity of Leonardo consultants in the market

Sep 2016 – Dec 2017 · 1 yr 3 mos

• I lead the entire GTM for SAP’s GST solution portfolio This involved a few key tracks that gave SAP a distinct lead and coverage.
• Product Development – Setting up a product development task force in collaboration with customers and partners.
• Proposal Factory – Setting up team that could cover and respond to multiple customer opportunities.
• GST Solution Centers – Setting up of 30+ GST centers across India at partner locations that provide the last mile customer interactions.
• Demand Generation – Setting up a marketing strategy for pan-India demand generation through events , webinars , forums , digital platforms and high touch customer interactions and workshops.
• Operational Governance – To leverage a timebound opportunity its critical to setup an off-cycle opportunity assessment and forecasting process to ensure appropriate coverage and lead distribution.
• War Room – Since the GST drive was a moving target but had a deep impact, I setup a war room for helping customers deploy SAP’s solution and go-live on the specified date. Also there was a special tracker & routing created for a 24x7 support ticket management.
• My methodical planning and execution delivered award winning results and most importantly an improved NPS rating.

Jan 2012 – May 2014 · 2 yrs 4 mos

• Head – Cloud Business
• I lead the Cloud LOB (line of business) for SAP India. I built a team that covered the customer engagements for Customer Solutions, Procurement Solutions, Manufacturing Solutions, Supply Chain Solutions, HR Solutions and Product Lifecycle Solutions. A strategy of combining SAP’s solution strength with the reach of SAP Partners was becoming a best practice for taking new solutions to market. Some of the key responsibilities were
• Building a partner Eco-System
• Quarterly Revenue target achievement
• Ensure contribution across industries and solutions
• Pipeline build across 4 rolling quarters.
• Ensure partner collaborations and increase indirect revenue
• Building market share across the Cloud solutions and positioning the value of SAP Cloud solutions to customers.
• Build and motivate a sales and business development team
• Head – Sales, Platform & Technology Solutions Business
• As the National Sales Head for technology & platform solutions business. I was responsible for driving revenue growth in the 3 major focus areas of SAP
• Database
• HANA
• NetWeaver Technology
• Mobility
• Analytics
• I lead a Sales team that delivered value to customers and built SAP’s footprint and Market Share in this new innovation portfolio across BFSI, Public Sector & Strategic Accounts segment. One of the key tasks was to build strategic relationships with SAP Partner eco-system and launch joint GTM’s with them. This involved product innovation, co-branded offerings and in some cases a strong platform integration.

Jan 2010 – Dec 2011 · 1 yr 11 mos

• I lead the team which managed the premium customers of SAP in India. This role focused on defining and executing a 3year customer engagement strategy. It focuses on 5 major aspects
• Engage with the conglomerate which is a consolidation of several group companies.
• Define a corporate strategy as well as align with the individual business initiatives of group companies and joint ventures spread globally with a team of global account directors.
• Change the customer buying behavior from IT as an enabler to IT as a business differentiator.
• Align global resources to support the growth aspirations of premium customers and position relevant solutions, services and partners to improve business impact of IT initiatives.
• Premium customer engagements have longer sales cycles and have a team of 50+ members across geographies.
• The key difference is to treat pre-sales and post-sales situations with equal importance.

Jan 2009 – Dec 2009 · 11 mos

• As the head of LOB Solution Sales, my prime responsibility was to grow the NON ERP applications business. This involved recruiting partners, evolving GTM’s with strategic partners, Channel Planning and enablement. This role focused on the indirect revenue to ensure that SAP grew its coverage across the country thus widening the demand generation and also penetrating into larger accounts with a surround strategy. I was responsible for growing the CRM , SRM and PLM in double digits , y-o-y.
• A few channel strategies adopted were
• Channel alignment by solution / territory
• Business planning with channels based on capacity and referencibility.
• Demand Gen planning and execution.
• Opportunity & account planning.
• Launched a Day@Partner for few key partners to showcase their strengths to customers. • Improve collaboration between field sales & channel with info-day support.

May 2003 – Dec 2008 · 5 yrs 7 mos

• As the former Head of Presales at SAP India , my key responsibilities included leading and managing the presales team, overseeing the development of technical proposals and demonstrations to prospective clients, collaborating with the sales and marketing teams to identify customer requirements and tailor solutions accordingly. I was responsible for conducting product presentations, engaging in technical discussions with clients, and addressing their concerns and queries. Additionally, I played a vital role in building and maintaining relationships with key clients and ensuring that our solutions met their specific needs. Throughout my tenure, I focused on driving the presales process, contributing to revenue generation, and promoting the company's products and services effectively in the market.

May 2014 – Present · 12 yrs 1 mo · Pune Area, India

• CONNECT & ENGAGE
• With the changing dynamics in the Indian motorcycling industry , there is a need for the Auto majors to connect engage and retain these motorcycle riders. With 500CC++ bikes roaring on Indian roads and international brands entering this growing market , we at Motodreamz offer the Auto Giants the opportunity to hook up with motorcycling clubs and individual owners in a language that the rider understands.
• Motorcycle riders and clubs can now participate in Motodreamz events to grow their community and collaborate with the Auto OEM's on various topics of mutual interest. Simple yet effective tools for both these passionate pillars of motorcycling will help make the Indian motorcycling world a vibrant and soul searching industry.

May 2014 – Sep 2016 · 2 yrs 4 mos · Pune Area, India

• Sydler Technologies is cloud services organisation. Focusing on implementing solutions like Ariba , Successfactors , Cloud4Customer , BI on Demand , JAM and many other best of breed cloud solutions.
• We work with customers to define
• 1. Define the roadmap for migrating to cloud
• 2. Implement cloud solutions
• 3. Support hybrid deployments.

Oct 2000 – Oct 2002 · 2 yrs

• PLM Implementations
• Presales Support
• Project Team Lead

Jan 2000 – Jan 2003 · 3 yrs

• I have worked as a Presales consultant for Matrix One covering the Asia pacific region. I have covered Indian and international prospects. My contributions and achievements as a PreSales consultant were :-
• Helping customers redefine their business processes to improve their time-to-market.
• Analyzing their NPDI strategy and mapping them to the MatrixOne solution strengths.
• I have demonstrated the MatrixOne PLM solution to several customers and articulated the value it adds to their research and development process.
• I have authored complex proposals involving a broad IT landscape. I have given solutions depending on the CAD applications and ERP applications running in the organization.
• I have helped customers benchmark their processes with industry peers and best practices.
• Knowledge transfer – One of the critical aspects of PreSales is knowledge transfer to implementation partners and internal team members. I was instrumental in sharing the industry specific business challenges and solutions within the organization.
• Training customer or new partners. – I have trained implementation partners, customers and employees on the solutions offered by MatrixOne.
• PLM Implementations – I have completed a MatrixOne implementation project in a large engineering and construction company. My key deliverable was to deploy an enterprise wide project and portfolio management platform. Document Management and resource management were some of the key aspects of the solution. I lead the project with a combination of onshore and off-site teams

Jan 1998 – Jan 2000 · 2 yrs · Pune Area, India

• I was responsible for implementing SAP ERP and establishing processes and best practices in Materials, Plant Maintenance, Quality Management and Production Planning. My specific contributions are:
• Member of the core team for implementation of SAP. Business Process Owner for Materials, Plant Maintenance, Quality Management and Production Planning.
• Actively participated in all five phases for implementation of SAP in line with ASAP methodology.
• Worked closely with the consultants to write and approve the processes.
• Extensive use of Kanban principle has been incorporated in Materials modules to optimize the inventory.
• Trained end users in the above modules.
• Being the green field project, I was responsible for implementing the processes in Materials, Plant Maintenance, Quality Management and Production Planning.
• Participated in integration of all the modules of SAP.
• Identified and developed various customized reports

Aug 1996 – Sep 1998 · 2 yrs 1 mo · Noida Area, India

• Process Engineering
• Plant Setup & Team Building
• Knowledge transfer and New product Development

Jan 1996 – Jan 1997 · 1 yr