• Developed handbook of guidelines and best practices for project managers to realign project operations with new business goals.• Created capacity in the engineering team with the introduction of a task distribution model, measurably aligned with priority of projects.• Augmented project performance visibility by introducing and aligning resources towards practice of reporting from ‘single source of truth’.

Qualitatively analyzed the company’s sales and project cycles and:• Zeroed-in on gaps • Identified points of insertion of reviews & audits • Picked opportunities for optimizationProvided recommendations for:• Improved cost efficiencies over project deliveries • Reporting tools for broader bird’s eye view of the business• Methods to extract insights from suggested operational KPIsReviewed cash flow to help realign invoicing, payments and AR of… Show more Qualitatively analyzed the company’s sales and project cycles and:• Zeroed-in on gaps • Identified points of insertion of reviews & audits • Picked opportunities for optimizationProvided recommendations for:• Improved cost efficiencies over project deliveries • Reporting tools for broader bird’s eye view of the business• Methods to extract insights from suggested operational KPIsReviewed cash flow to help realign invoicing, payments and AR of milestone-based-projects and improve efficiency of cash utilization Show less

Established a standardized sales process for the tools division with: • Sales activity metrics and benchmarks• Sales Battle Chart for weekly peer review• Collaborative sales activity tracking dashboards on FEISHURecommended revamp of reporting protocols and defined roles and pathways to plug gaps in information pass through

Worked with the CTO’s office to:• Create workflows, SOPs and data capture templates for (Internal IT services) PMO.• Integrate KPI’s with newly established metrics, derived from functional KRAs and disjointed tools, into the PMO charter• Develop call management dashboards with task prioritization considerations for daily team stand-ups

Conceptualized and launched F&B retail outlet “Berry’d Alive”• Grew the brand’s retail footprint to 4,000+ Sft and achieved a annual revenue run rate in excess of INR 34 million• Realized annualized return of 16.47% over a seven year period

Expanded pan India product support competency by setting up two 3-member teams each across two cities and gained:• 56% improvement in services TAT• 22% improvement in CSAT scoresServices Lead for the BU for GTM in two markets with three strategic product releases:• Blackberry Torch and Blackberry Playbook in India• Blackberry Playbook in the Philippines

Fast-tracked a project to forecast, negotiate, plan and deploy datacenter upgrade requirements. Rallied negotiations with company-wide teams for staggered deployment and saved $1.3 million on budgeted outlayPitched “Datacenter Virtualization Strategy” for executive review after leading program UAT to a successful sign-off from engineering leadership Designed and delivered SOPs, communications protocols and processes to enable IT and 80+ global product development and SW… Show more Fast-tracked a project to forecast, negotiate, plan and deploy datacenter upgrade requirements. Rallied negotiations with company-wide teams for staggered deployment and saved $1.3 million on budgeted outlayPitched “Datacenter Virtualization Strategy” for executive review after leading program UAT to a successful sign-off from engineering leadership Designed and delivered SOPs, communications protocols and processes to enable IT and 80+ global product development and SW engineering teams to navigate productively to a coherent quarterly “Common Maintenance Window” for the upkeep of 8 datacenters worldwide Show less

Led the worldwide services function through the NPI program for three Dell Poweredge systems (enterprise server products)

Developed effective service metrics to measure operational performance and teamed with Sales to optimise contract level SLA against operational profitabilityPlanned SLA outlook and budgeted quarterly for service dispatches, upgrades & retrofit ordersCreated 7.63% field service capacity by increasing component MTBF (Mean time between failures) through data-driven testing and re-qualification of ATM componentsImproved service delivery process by increasing the efficiency… Show more Developed effective service metrics to measure operational performance and teamed with Sales to optimise contract level SLA against operational profitabilityPlanned SLA outlook and budgeted quarterly for service dispatches, upgrades & retrofit ordersCreated 7.63% field service capacity by increasing component MTBF (Mean time between failures) through data-driven testing and re-qualification of ATM componentsImproved service delivery process by increasing the efficiency of “closed call volume/day” by 1.9% Show less

Managed projects for implementation of technology solutions for automated bankingMentored and lead the TIS team to the No: 1 position in the country for the FY-04Achieved 98.7% first time project audit sign-offs from the customerCompleted ATM implementation projects accounting for ~ INR 90 MN revenue in 105 days