May 2020 – Aug 2020 · 3 mos · Hyderabad, Telangana

• Operations and delivery at Hurix.

Apr 2020 – Apr 2020 · 0 mo · Hyderabad, Telangana

• Short break in the midst of a global pandemic :)

Apr 2018 – Apr 2020 · 2 yrs · Hyderabad Area, India

• I lead Product and Technology for Next Education's core Technology and SaaS products.
• I also lead Marketing and HR for Next Education's 2,000+ employee base.
• Technology Product Management
• + Deliver SaaS, multi-tenant, multi-client products that will work for 10k and 10m users
• + Deliver the next generation product portfolio for Next’s EdTech backbone
• I also lead the Marketing and HR teams
• Marketing -- Lead branding and marketing teams at Next. Responsible for all online and offline marketing efforts, events, workshops, customer outreach, online presence and digital advertising. I am also responsible for the final creative and copy for brochures, websites, posters and all other collateral.
• HR and L&D -- Lead end-to-end HR practices including recruitment, on-boarding, employee engagement, compliance, payroll, documentation, and compensation and benefits. Core focus on scaling, standardizing and auditing processes. L&D team is responsible for new hire integration, training, training needs identification, and regular upgrades to the employee skill base.
• IT, Admin and facilities -- Lead a team that manages the entire IT infrastructure, office administration, office expansion, employee workplace, and associated concerns. Also responsible for compliance and audits.

Apr 2015 – Mar 2018 · 2 yrs 11 mos · Hyderabad Area, India

• Process Operations --
• Lead commercial process operations
• Build systems to automate
• Improve efficiency and scale via technology
• Contemporaneously lead Marketing and HR

Sep 2012 – Mar 2015 · 2 yrs 6 mos · Hyderabad Area, India

• I led a 250 member team that spanned R&D, Product Management, Content creation, Technology, IT and Admin.
• My R&D and Product Management teams worked on research, feasibility analysis, and prototyping of new products. In addition, my team delivered core and new products across Next Education's existing portfolio of products. This included existing award-winning products like TeachNext and MathsLab. In the last two years, I have led the teams that have built and shipped NextERP (a cloud-based school ERP solution), Next Assessments (course assessments for grades 6 through 10), and NextBooks (a school curriculum and a set of textbooks, workbooks and teacher manuals for KG through grade 5). I also led external partnership discussions.
• The Content team is a creative suite, comprising of content writers, subject matter experts, 2D/3D animation artists, instructional designers, and various academic personnel. Together, this in-house team is responsible for the entire course content portfolio for Next Education.
• The Engineering team is responsible for the entire technology behind Next Education's services, both internal and external. Product Managers work closely with Engineering teams to develop and optimize new products. The team expertise ranges from custom Linux to Windows to tablets.
• In addition, my teams handled IT and Level 2 support and the Admin function across the country.

Jan 2011 – Jul 2012 · 1 yr 6 mos

• India Lead, Digital Content and Commerce Operations
• DCC was a global team managing customer support, insights, and intelligence for Google's Commerce properties (business worth USD XXX mn. The team works to provide high-touch customer service for diverse products like Google Checkout, Offers, Product Search, Android Apps, YouTube Rentals and eBooks in their many formats. The team also provides key customer insights and intelligence as feedback into the Product Management loop. I led the India operations of this global team.
• Team: 33-member team in Hyderabad + vendor teams across Singapore, US, Gurgaon
• Core products / work streams handled by team:
• Google Checkout and payments solutions (buyers, merchants)
• Compliance Operations for GPL, GPL (UK)
• Product Search (US, UK merchant and buyer support; AU market analysis)
• Google eBooks support
• Android Apps Market – Payments support
• Google Offers – internal review, tools development, B2B merchants
• Engineering and infrastructure support (external – forum posts, merchant support, internal – tools development)
• Key accomplishments
• Developed core account management strategy for Product Search operations
• Simplified team structure to concentrate on core offerings
• Team feedback (customer insights, reporting, analysis) essential for product / feature development
• Worked on outsourcing non-core elements to free up headcount for more impactful work

Jun 2010 – Dec 2010 · 6 mos

• Email Automation (10 people across 3 locations (Gur, Hyd, Dublin), multiple 20% part-timers globally)
• My team automated email responses to common customer emails, across all languages. I was the single business point of contact for AdWords email automation. This results in ~25% automation rate, saving about 50 CSRs globally.
• Innovation and New Developments
• Identified need to move customer resolution upstream by personalizing Help Center.
• Multiple improvements on personalization logic to achieve precision and accuracy in answer.
• Complete audit on routing rules and responses – Stop, Start, and Continue decisions.
• Regular updates to Operations managers, Directors and VPs about current and forecast automation rates.
• New metrics definition and development – What should we actually be measuring.
• Revamped global analysis flow, introduced Top Markets report, Country Scorecards.
• Restructured US Email Automation Team, more focus and clarity over ownership and reporting lines. Resulted in autonomy to fix things, revamped analysis process, and more focus on big-ticket items.
• Approval Bin Automation
• Business Liaison with PM / Engineering for incoming ad creative automation. Key responsibilities include team setup, identifying reporting parameters, getting global agreement on initiatives, incorporate feedback from stakeholders, work with team to identify automation opportunities, and ultimately hold responsibility for global ad approval targets. This is a key area for Google as even a 1% point swing in automation can have an impact of multiple CSRs.

Jun 2009 – Jun 2010 · 1 yr

• Manager of a ~75 member team, 2 locations, 5 streams
• This team worked to provide sales collateral for a variety of internal Google Sales teams. We would process customer accounts, build sales collateral at scale, and work with Sales teams on customer follow-ups. Clients were across geographies (AU, US, SEA, China), and across Sales Channels (SMB, non-dedicated, dedicated Sales)
• Results: Team achieved 115% of targets, inspite of multiple upstream supply-line disturbances. In one year, our efficiency increased 3x with no dip in quality or customer acceptance rates.
• Innovation and New Developments
• Setup Internal IJPs for Key Posts, ESAT and Googlegeist survey responses above Sales / Peer groups
• Completed Ops Standardization Project with EMEA, rolled out 1, 2, 4 hr Standardized Opts
• AU Call acceptance was at 30%, increased to 80%
• Setup new Quality Criteria to move from Quality Control to Quality Assurance
• Grew team from ~25 members to ~75 across 2 locations.

Mar 2008 – Nov 2008 · 8 mos

• This was a greenfield project setup to support AdWords customers at scale, while holding revenue targets for cross-sell and up-sell. This was a 20-member team, managing a portfolio of 6,000 SMB advertisers. The project resulted in an annual $XXX K incremental revenue, and both churn and CSAT better than the control group. Key learnings from this project have been subsequently used in other Google projects.
• This project was conceived in 3 days, and I was involved (along with my co-manager) in all aspects, including team formation, training, strategy and metrics definition, implementation, reporting and analysis, tools development, and people development and evaluation. Multiple new ideas that were generated during this experiment were added to the Engineering roadmap for tools development.

May 2007 – Jul 2012 · 5 yrs 2 mos

• Over 200 interviews, including several for manager-level hiring. Visited several campuses in India.
• 2010: Six Sigma Green Belt trained and certified. Part of 1st India trainee batch.
• 2010: Google AdWords Professional (GAP) certified.
• 2010: Googlegeist Office lead on Career Development. Launched multiple initiatives (career forums, talks, perspectives) along with HR.
• 2009- mid-2010: India lead for internal AdsPro certification.
• 2009: Conceived and launched Innovation Framework across ~300 CSRs. This was a global process, with tie-ups with Marketing, Legal, CSAT, Product teams.
• 2009: Core member, India Fixit. The process generated 435 ideas. Our team shortlisted ~100, and implemented 60.
• 2009: CSR evaluation framework: Introduced new evaluation frameworks for 3 different teams. In each case, we had to start from scratch, as these were new or substantially changed processes.
• 2009: TGIF Director Q&A: Set up a Director Q&A at TGIFs, where Senior Staff would present updates and take
• questions from the audience. This was a latent need in the India office, with ~1000 Googlers.
• 2008: Gurgaon First-time Manager training – Trained 6 first-time managers (including 2 direct reports) on Google Manager do’s and don’ts. This content was built from scratch, and served as a 7-day crash course.
• 2007: Manager, Policy Team – Worked to standardize ad approvals impact for incorrect decision making, and continuous FTE savings via ad automation techniques.
• 2008: Skill-Competency Matrix – worked with HR Generalist to devise skill-competency matrix for various roles, defining roles, skills required, and techniques to up-skill / cross-skill. The tool’s ultimate goal was to move to a web-based system so as to enable self-service by entire CSR team.
• 2008: Project High Ring – worked with Training team manager to revamp the India hiring process.
• Member: Google Quiz Team. I also revived the Google Gurgaon Soccer Team, and played in corporate tournaments.

May 2007 – Mar 2008 · 10 mos

• My 25-member team managed ad approvals and email support for a segment of US AdWords advertisers. While we continued to contribute to shared workflow, I helped ~20 team members move to other part-time or full-time roles, depending on individual ability, interest, and passion. My team members also won two Golds and one Platinum award.

Apr 2000 – Apr 2006 · 6 yrs · Bangalore, Melbourne, Hyderabad

• Infosys Technologies Ltd. is a leading business solutions provider in the Information Technology field, with global revenue over $5 billion. It has a global presence in over 60 countries and employs over 120,000 professionals.
• 6 years of complete software lifecycle experience spanning technologies and client geographies
• Client: Oki-Data (Japan), DHL, Sun Microsystems, Telstra (Australia), DBS Bank (Singapore).
• Client Geography: Japan, Malaysia, US, Australia, Singapore. Worked on-site in India and Australia.
• Domain: Workforce Management, Application Server Internals, Logistics, Telecom, Banking.
• Technology: Oracle, Unix Internals, VB, COM/DCOM, J2EE, Mainframes.
• Project Type: Testing, Development, Enhancement, Porting, Maintenance, Database Tuning and Upgrade, Package Implementation and Rollout.
• Key Responsibilities
• Led 25-member team for $5m core banking software customization project. This included customer interaction for services management and product customization.
• Performed milestone analysis, performance evaluations, and project tracking for internal /external reporting.
• Responsible for Quality Control and Review Tracking to ensure defect-free project execution.
• Led requirements gathering and work estimation for new systems across projects at client locations.
• Led 12-member support and maintenance team for 4 telecom projects (yearly revenue ~$1.5m) at Melbourne.
• Responsible for onsite-offshore team coordination and onsite client interaction.