Mar 2017 – Jun 2021 · 4 yrs 3 mos

• Responsible for managing global core operations, outsourcing and operational excellence team to ensure Amazon maintains customer (Buyer/Seller) trust by making high judgement decisions that protect the innocent and prevent the malicious. Our mission is to always deliver on our service standards for our Customers partners with zero defects
• Management responsibilities include driving cross-functional impact and providing oversight to a team of 1500+ employees globally based out of six locations namely Seattle, San Jose (Costa rica), Shanghai, Beijing, Sapporo and Tokyo. Additionally contribute to development of TRMS global operations Outsourcing strategy & roadmap in alignment with the business objectives while innovating disruptive practices in decision making. In order to be successful it expected to hire and develop future leaders, creating tailored succession plans, builds processes and mechanisms to scale up the teams and deliver across sites.
• Led the outsourcing initiative for TRMS at a program and Operational level.
•  Hire and developed leaders in APAC and Costa rice to build a strong team. SJO performance in 2017 was second best in 12 global sites.
•  Re-aligned the resources to build a new escalations team which addresses customer needs across all the different functions.
•  Reduced the Cost per Investigation by 12% and improved retention from 56% to 78%
•  Led an analytical team which identifies changing customer trends and feeds into Machine learning teams to build MO’s.

Sep 2014 – Mar 2017 · 2 yrs 6 mos

• Responsible for providing oversight to a team of 1800+ employees at Bangalore, India on aspects of operational execution, quality and site efficiency, owns SLA and Transaction Bad Debt reduction related goals. Additionally contributes to development of TRMS global operations strategy & roadmap in alignment with the business objectives while innovating disruptive practices in decision making and assessing risk with strong business context. In order to be successful it expected to hire and develop future leaders, creating tailored succession plans, builds processes and mechanisms to scale up the Operations while working with a global partners.
•  Led/built the TRMS BLR site growth from 530 to 1880 employees in two years, delivering on KPI’s.
•  Led multiple projects globally to namely standardization of Job levelling and re-structuring the Organization to drive clear goals, objectives and providing them with tools to drive transparency in performance, building reports and mechanism to reduce transactional bad debt
•  Led the retention initiative for WW TRMS across 13 sites and delivered 73% against a target of 70%
•  Reduced the Cost per Investigation by 17% over the two years and sustained it.
•  Built innovative solutions to improve decision quality and mechanisms to control them thereby enhancing the team’s ability to reduce the bad debt of the company.

Dec 2012 – Sep 2014 · 1 yr 9 mos

• Responsible for providing business services which creates and enhances the retail selection of the Amazon online catalog. These services include the creation of product detail pages, resolution of various categories of supply chain defects and the development of automated processes to make various tasks associated with these functions more efficient. As the RBS Bangalore Site leader I managed a team of 490 employees in Operations, Planning and forecasting, Quality & Process excellence and building solutions. Additionally was responsible for communication & stakeholder management, people management.
•  Delivered on SLA for Andon and ISS queue over 90% across all the EU market places.
•  Led new initiatives like premium setup services for EU partners & increased the selection by 1.1 M items.
•  Built capabilities in the team to develop A+ pages in India. A+ pages help in improve the customer experience, improve search ability and enhanced traffic on the catalog. Team generated a business impact of $ 2.6 M through the service in first year.
•  Improved the Cash flow of the company by reducing the incoming defects like price quantity variance (PQV) there by resulting a positive of $ 160 M.
•  Mentored the Site leader of Romania to build a successful team
•  Built and acquired skill set to support Legal and compliance teams out of Bangalore. RBS BLR was the first to support teams like restricted products, hazmat, trade compliance and Import and export compliance.
•  Active representative for Coaching and mentoring leaders and managers, Issue resolutions, employee engagement, facilities, transportation, IT & Infrastructure

Apr 2011 – Dec 2012 · 1 yr 8 mos

• Lead a global sourcing team which manages $ 500M+ of spend for multiple business.
• Manage a P&L of $13.1 M / 360+ FTE’s which caters to multiple clients in the area of Supply chain services.
• Successfully managed to grow the P&L by 15% to 20% for past 3 years
• Key decision maker for solutions and pricing for new deals in the Supply chain services.
• Delivered $ 1.7M saving for energy major by managing a global team which is present in 8 countries across commodities like labour, logistics/ travel, Maintenance and repair (parts& services), technical (Sandblasting, non-destructive testing etc), direct parts (motors, exhaust, ducts, blower etc).
• Negotiate and deliver on contract in which YOY saving and cost avoidance are the performance metric for a transportation major across commodities like fabrications, machined parts, electronics and electronics, C-parts. Identification of new vendors and should cost analysis for the major role in achieving targets

Sep 2008 – Apr 2011 · 2 yrs 7 mos

• Lead operations for a 430+ employees, generating revenues to the tune of $12.1M across nine clients
• Organically grew account revenue by 21% in 2010 while continuing to deliver on all stated SLA
• Actively involved in building the strategy for source to pay and participate in responding the RFP, site visits and finally building commercial business models.
• Led the contract renewal discussion with multiple clients in 2010
• Won deals which involved BPO / ITO combination and stabilised the operation
• Worked with the customers to experiment new areas of outsourcing. Led transitions for such deals and created visibility for them to avoid stand yard stick of measurements with the organisation.
• Attrition of the team at associate level in 2010 was 21% and manager was 23 %.
• Diamond award winner for 2009 for delivering business impact and highest customer satisfaction scores in PSCS COE

Sep 2007 – Sep 2008 · 1 yr

• NPS improvement from 63% to 79 % for a respondent base of 32 across nine client which include GE and global clients.
• Delivered a business impact of $ 110 M by leading improvement projects across nine clients.
• Aligned team metrics to business metrics and introduces new controls by revisiting the FMEA
• Mobilised COE resources by building and implementing a re-engineering readiness training model to achieve $ 3.5 M without increase any quality headcount.
• Project : Reduction of end to end turn around time for an accounts payable process from 72 day to 32 days
• Project : Re-engineered the current sourcing and procurement process for a pharma major which ended up with business impact of $ 6 M and $ 210 K of revenue for Genpact

Jun 2005 – Apr 2011 · 5 yrs 10 mos

Jun 2005 – Jun 2007 · 2 yrs

• Lead operations for a 240 + employees, generating revenues to the tune of 7.5 MM
• Organically grew account revenue by 38% in 2006
• Proactively drove business metric for all processes while continuing to deliver on stated SLA’s
• Team delivered $50 MM in business impact for two consecutive years by deriving improvement projects
• Attrition of the team at associate level in 2006 was under 12 %
• GB certified: reduced open order span from 131 days to 72 days
• Improved order fulfilment for global orders by 70%
• Net Promoter Score for the processes was 100% for H2 2005, H1 & H2 2006 (respondent base - 11)
• Successfully completed a Sol Id for 45 + FTE and remotely transitioned 4 processes.
• Received an ICON award 2006 for delivering outstanding performance in Industrial COE

Jun 2004 – Jun 2005 · 1 yr · Bengaluru Area, India

• The shared service procurement team for IBM is based out of Bangalore. The team excels in supporting the marketing team in requesting for quotations and placing PO to Cisco. The process involves requesting for quotes, placing orders, keep track on fulfillment of orders and billing the customer / making payments to Cisco on behalf of IBM US.
• Asst. Manager - Operations
• Led a Order management team while actively contributing in knowledge transfer.
• Developed strong relationship with clients, team and support departments.
• Been proactive in taking the responsibility to drive process improvements which resulted in benefiting the end customers.
• Defined SLA for the process by laying emphasis on data and tight definitions on each measurement.
• Motivated the team to deliver 12% increase in productivity while continuously eliminating manual errors
• Captured client needs effectively which were constantly evolving, and aligned resources to achieve the desired results.
• Contributed in all the areas of the process by motivating, leading, coaching and developing a cohesive atmosphere within the team.

Jan 1997 – Jan 2001 · 4 yrs · Hyderabad Area, India

• Shriram Fuel Injection Industries - Unit of The Jay Engineering works Ltd - India
• Shriram Fuel Injection Industries (SFII) now know as USHA International ltd is one of India's leading fuel injection companies with an annual turn over of $ 45 million. Under the brand name USHA, SFII manufactures and distributes single cylinder pumps. One of the core brand values is to ensure the highest level of quality standards and SFII is QS 9000 Certified by Underwriters Laboratories USA.
• Head Of Purchase Department
• Successfully led a multidisciplinary team of four to implement QS 9000 procedures within the Commercial Departments and carried out Internal Audits.
• Effectively managed a department of nine employees, with a annual purchase budget of Rs 1.2 million.
• Key member of supplier selection committee and supplier relationship management.
• Negotiated favorable rates for various raw materials and services to meet a 7% reduction in cost.
• Achieved an Inventory reduction of 10% within the first year of Head of purchase department.
• Played a key role in design and implementation of a software package for material planning for the Commercial departments at pan India level.
• Implemented basic cross checks for control and monitoring of inward material.
• Independent handling of all imports for the division
• Active member in organizing various cultural and social meets.