I am part of the leadership team at Aditya Infotech / CP Plus, where I lead a strategic business unit (SBU) with P&L responsibilities. I also play a key role in shaping the group’s overall strategy, driving major initiatives such as the expansion of our AI business vertical and accelerating growth in the enterprise business sector.

I currently lead a Strategic Business Unit (SBU) with P&L responsibilities. I am also part of the Leadership team. I am also responsible for the International Business which is majorly focussed on SAARC and South East Asia.Currently also focussed on up skilling and personal transformation journey in Pandemic times.

Having settled in to the organisation and having embarked on the path of transformational journey by adopting industry best practise, outsourcing Treasury Management, Local Supply Chain (3PL) and with GST transition out of the way, the next step was to value unlocking by tapping the Private Equity Market.Led the entire process from evaluation and shortlisting Investment Bankers. Engaging with Avendus Capital to lead the process. Working closely with the leadership and management team and Avendus to build the pitch, go through extensive Vendor Due Diligence (VDD) and Legal Due Diligence. We met the who's who of the Private Equity universe and eventually got offers and successfully went through diligences with more than couple of them. Eventually due to strategic constraints the board had to decide not to go ahead with the deal.Sometimes the journey is as important as the destination, and this was one of the cases wherein the organisation gained a lot in the whole process. We gained lot of strategic inputs and key inputs that having gone through multiple diligence including commercial diligence from practically all the Big 4 Audit Firms, we knew exactly where we were placed in our journey and the further improvement areas.

Post my last role in IT, wanted to shift to a more high growth sector, Security & Surveillance was a aligned sector and had some prior experience in the same.CP Plus was the leading player in the Security & Surveillance segment and a home grown Indian entity. CP Plus had become synonymous with surveillance sector thanks to the high voltage marketing campaign and its tagline of "Upar wala sabh dekh raha hain"I was the first lateral hire in Senior Leadership Team. My role entailed in getting the organisation ready for next level to help build systems and processes and best practices with eventual goal of value unlockingOne of my first assignment was to outsource the complete Supply Chain to Third Party Logistics (3PL) this was done with a view to optimise with the upcoming Goods & Service Tax Regime (GST) and to have a have best in class scalable infrastructure.

Took forward the fledging Enterprise Business that had helped built up to a full fledged end to end Solutions Entity under the name of Neoteric Technology Solutions.This was the my longest tenure in a role and had the satisfaction of leading all the stage of Organisation Building and led the PL of this entity which eventually grew to a revenue of over INR 300 Cr.This was a 3X Growth in a span of over 5 years.Neoteric Technology Solutions was built around the verticals of Unified Communication, Audio Video Solutions, Enterprise Collaboration, Security & Surveillance.This was a big departure from the traditional distribution and teams for Channel Management, End Customer Management, Pre Sales Solutions and Post Sales Services. The total team size was around 100 people.We pursued inorganic route of acquisition to build up capabilities and skill sets. Acquisitions included a System Integrator companies Telerex, Ninth Dimension, Managed Services company MindSquare Technologies, Division of Igate Managed Services, One Leap Solutions.We built the industry leading end to end solutions entity. And I was proud to be the architect of it.

This phase of my role had two distinct phases. The first was preparing the organisation for Initial Public Offer (IPO). I was part of the core team along with the CFO in planning the whole process, starting from shortlisting and signing Merchant Bankers, engaging Legal Counsel, Hiring PR Agencies, Meeting Rating Agencies, meeting Fund Houses and Private Equity Players. Finally, preparing DRHP and filling with DRHP for the IPO. As luck would have it this coincided with Global Financial meltdown of 2008, and post filling we could not go ahead with the actual issues due to the market crash.Post this concentrated my energies on building the Enterprise Business. During the IPO process and interaction with Fund Houses and Private Equity Players, we identified Enterprise Busienss as key vertical which would add value to the Business.Had to incubate the vertical from scratch, including creating vendor pitches, vendor sign ups and recruiting and training teams.Starting with a few vendors built this Busienss into a INR 100 CR vertical.

After cutting my teeth in the EA role to the CEO, I transitioned in a line manager profile to lead the New and Strategic Initiatives of the organisation.In this role I incubated the International Business and helped expand into SAARC, Middle East & South East Asia Regions. I learned the ropes of Industry and Market Analysis, New Market Entry and developing Go To Market Plans.Also, got involved in fund raising activities along with CFO and had my first interaction with the Big 4 consulting firm Ernst & Young.

This was my first role after coming back to India post my Post Graduation program from Deakin Business School, Australia. The logic of taking a role as Executive Assistant to CEO, was to get a holistic view of the way business are run from a CEO / Promoter perspective and be involved in various projects of a transformational nature and put my learning to practical use.Neoteric was a mid size IT distribution firm with around INR 225 Cr turnover, and was on a high growth trajectory.Due to my prior background in IT, helped lead the IT initiatives. Lead the ERP implementation which critical need for Busienss Growth.Also, had my first experience of Business Planning, KRA setting, and also of Industry and Market Analysis.

The organisation evolved from a purely portal company to an IT services company. I moved on to larger role of Project Consultant. We initially started by pitching to group companies.My role was a classic project lead which included client requirement gathering, drafting proposals, designing project architecture and methodology and transferring requirements to the development team and subsequent progress monitoring.One of our initial project was designing intranet solution for Gulf Oil India.Was also part of the e-business enablement team for various Hinduja Group Companies.

I helped co-conceptualise the youth and engineering portal on forindia.com, which was leading content portal then. I along with other two of my collage friends, created a business plan and presented it and got recruited to develop the same for the portal. Looking back it can be described as my first tryst with startup journey.We developed Strategic Partnerships, alliances for the portal. Was also an integral part of the team that pitched and digital Marketing properties like banner advertisements, co-branding advertisements. - Conceptualizing and developing youth and engineering vortals on forindia.com - Developing Strategic partnership, alliances, branding and positioning- Marketing property on the portal like banner ads, co-branding.