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Global Strategy, Portfolio Management and Competency for Digital Workplace

Led N.A. Healthcare Life Sciences and Global Media Telecom business.

CORPORATE PROFILE: MPHASIS is a $1.2B leading solution and services Outsourcing Company with focus on BPO, Applications, & Infrastructure Services.RESPONSIBILITY PROFILE: Full P&L responsibility. Lead the business unit, organic growth, plan and execute on Next Gen business, and establish new IP for differentiation.• STRATEGIC LEADERSHIP / PARTNERSHIP: To strengthen customer relationships and create differentiation, spearheaded the creation of an integrated service management (XaaS) platform and secured endorsement from top 10 global services partners. This paradigm shift established a ($-confidential) 3-year sales trajectory. Gartner rated Mphasis a Tier 1 Indian infrastructure (RIM) outsourcing company, the only one under $500M.• BUSINESS MODELING / PORTFOLIO MANAGEMENT: I was chosen to evolve the traditional services portfolio strategy. Prioritized strategic objectives and redesigned portfolio of services, led business planning in close collaboration with functional leaders to align service offerings with customer requirements. Developed the sales organization, training, and established pursuit teams. These efforts transformed the business model to outcome-based, which delivered significant revenue growth including the first 8 figure managed services contract in mature markets. Additionally, led the consolidation of several staff aug engagements into mature shared services managed services the first year.• OPERATIONAL LEADERSHIP / REVENUE & PROFIT: I was recruited to integrate acquired entity, bolster operating profit and lead a business transformation. I came up with the idea that the business would be better served if we evolved into the Managed Services arena. Once this was approved, I created the strategy and worked with functional leaders to execute. This streamlined delivery, improved DSO by 40days and nearly tripled margins (%-confidential) within 9 months while improving customer satisfaction / retention by 30% and established forecast accuracy.

CORPORATE PROFILE: A $6.4B top 5 Indian technology & services outsourcing company with 154K employees. RESPONSIBILITY PROFILE: Lead practice and new business acquisitions of Infrastructure Services for MHT (Manufacturing HiTech), ENU (Energy, Utilities), and BFSI (Banking Financial Services) and for advisor relationships in North America. Most recently and from April 2013, led the end to end IS sales and practice for MHT industry in US & LATAM.• SALES / COMPETITIVE DISPLACEMENT: I was called upon by management to improve differentiation and evolve marketing execution, presentation, and relationship development. Formulated and led execution of a multipronged strategy. Built 4X new pipeline, and led win of 9 new logos (significant TCV ($-confidential) and double digit percentage of global OB). This strategy fueled growth while displacing competitors. • 9-FIGURE CONTRACT WIN: An opportunity existed to capture upstream business. Connected with the customer and made the business case. This was presented to the Board. This fueled the development of “need” and resulted in a 9-figure contract. This was one of the most mature contracts achieved by GIS. • ACCOUNT DEVELOPMENT TO ‘MARQUEE’ STATUS: In an effort to strengthen an account relationship with the potential for greater revenue, formulated a strategy to communicate value proposition and nurtured the relationship. In 9 months, this account achieved ‘Marquee’ status and the most sought after account for customer reference. • BUSINESS TRANSFORMATION / STRATEGIC PARTNERSHIP: I identified the need to transform the business model and worked with Marketing, Sales, Solutions, and Presales to develop the idea. This became a key driver in WIPRO’s evolution from to a Business transaction based monitoring and management. In 6 months, these efforts fueled “belief” as Employees, Strategic Partners, Customers, and Advisors responded yielding a ($B-confidential) pipeline and influencing new Order Book (OB).

CORPORATE PROFILE: A $175M converged Infrastructure Communication Technology and leading Cloud (PaaS) provider.RESPONSIBILITY PROFILE: Responsible for Infrastructure & Managed Services in North America and Europe. Establish service portfolio, define go to market and orchestrating key entities of sales, business development, and marketing and delivery organizations for driving growth. • Strategic Partnerships: In an effort to strengthen sales despite the difficult economy, forged 360 degree partnerships with TEM’s/ISV’s and leveraged existing vendor relationships. Led joint go-to-market strategies with partners that resulted in 3 new Fortune 100 logos and contracts with ($-confidential) TCV. This strategy and execution delivered 20% of new business in 2011 and became the foundation for continued business.• SERVICE LINE CREATION / EXPANSION: I was recruited by the CEO & Chairman of the Board to drive US and European market growth. Established operations and built a team for both and defined, designed and executed a range of Portfolio services the first 90 days. Delivered market credibility that achieved 45% growth even in fragile economy. This effort delivered both markets within 6 months with a portfolio of services capable of sustaining business growth goals and positioning the company as a leading provider of IS services.

CORPORATE PROFILE: A $3.4B outsourcing solutions and services company.RESPONSIBILITY PROFILE: Responsible for a Regional P&L, started and managed the western Americas region growing business and winning the Eagle award for the region.• STRATEGIC PARTNERSHIP DEVELOPMENT: I was challenged by the leadership team to establish a billing and revenue management partnership with Oracle in an effort to capture new telecom service provider in the US. Competing against established giants, Accenture and Infosys, the loss of which would be a severe blow to Tech Mahindra revenue and positioning. Pursued Oracle and secured a 5 – year, very large partnership to co-develop PIP’s – process integration packs jointly owned by Oracle and TechM and in 90 days, parlayed that to win a significant ($-confidential) contract with a green field operator. • BUSINESS UNIT CREATION / MARKET PENETRATION: TechMahindra had no experience in service management and operations; a core of infrastructure services. Tasked to create the business capture strategy. Targeted, approached, presented and secured a high 8 figure TCV infrastructure deal. This first of its kind, backbone account set the watermark and a tone that established the Infrastructure Services Business Unit, integrating service management and operations. • ACCOUNT CAPTURE: Tech Mahindra’s first business with this #1 TEM versus key competitors HCL, Wipro and TCS; established players deeply entrenched in accounts. Conceived a strategy to penetrate accounts and displace competitors. Secured an 8 figure TCV deal from Fortune 100 account. This system became Standard Operating Procedure for account penetration and the team was given the Eagle award for the largest US deal.

RESPONSIBILITY PROFILE: Responsible for outsourcing managed services sales in Banking Financial and HiTech verticals.• MAJOR ACCOUNT CAPTURE: Determined to pursue a lead for new accounts and secured a strategic ($-confidential) TCV contract from Top 10 Investment bankers.

CORPORATE PROFILE: Solutions and services in information Life Cycle Management Company. RESPONSIBILITY PROFILE: Responsible for sales of Information Life Cycle Management solutions in North America.

CORPORATE PROFILE: Engineering software solutions and services provided for the telecom industry. RESPONSIBILITY PROFILE: Responsible to start business operations in North America and seek funding for building SIP stack.