Led a cross-functional team partnering with Product Management, Pricing, IT, Finance, Sales & Marketing to drive as a Service (aaS) business model transition from perpetual licensing to a subscription model with recurring revenue (maintenance and cloud); expected to help NCR achieve ~70% recurring revenue.Led a team driving ~50 initiatives to improve software maintenance profitability through revenue growth (contracts management), margin expansion (spend optimization), and improved CSAT (incident management); driving $7M in cost savings and $7M in revenue growth.Facilitated the annual strategic business planning activities for NCR, working with McKinsey and the senior executive leadership team.Led a cross-functional team across finance, engineering, product management, IT, and sales to create Product Level P&L Management Reporting to facilitate better product portfolio management and to enable the software/hardware services businesses to manage their business and provide input into the R&D investment and product end of life processes. Achievement: Received individual and team CFO Excellence Award for this project.

Transformation CoachLead transformation efforts for major retailer with 900+ stores nationwide, encompassing implementation of Agile and a repeatable, scalable framework. Lead the iOS 9 Upgrade offering within AD&I Mobile for North America• Lead the IOS Upgrade program within the Mobile AD&I group at IBM USA. Responsible for designing, developing, and ensuring successful and timely delivery of all Upgrade projects; creating mobile application strategy for enterprise and consumer mobile applications for clients across the industries; getting new business for mobile by working together with the Sales team at IBM Mobility; managing the delivery of projects through a partnership with IBM Apple Garage team (offshore), and managing related client engagements.Manage enterprise data transformation and analytics projects for IBM’s largest financial services client in the Mid-Atlantic region• Participated in the identification of savings opportunities with the data transformation project. Subsequently planned and executed the “Due Diligence Phase” to validate the savings identified. The project involved onshore and offshore IBM teams. The client was impressed with IBM’s project management skills, which helped with the RFP win.

Conceptualize and launch organization-wide initiative to shore up QDNA and deliver business impact, and institutionalize continuous improvement culture across all business verticals • Conceptualized, designed, planned, and implemented an organization-wide drive to influence a culture for sustained improvement. The main ingredients of the drive were: organization-wide project identification drive involving all verticals (BFSI, Travel, Healthcare, Shipping/Logistics, Retail, etc.) across various locations of WNS; change labs to build culture; CXO level training workshops to accelerate change, and run lean assessment projects across enabling units to widen the scope of change.• Revamped Lean Six Sigma certification policy to suit the business and organization needs. Besides simplifying the process to ensure easier adoption, built Lean elements into it to enable wider reach. • Led a team of Lean Six Sigma Black Belts/Green Belts that provided coaching, mentoring and training around initiatives focused on the sustained improvement of business processes throughout the organization.

Assume leadership and hold autonomous decision-making authority for manufacturing and operations• Strategized and built a plan to establish a brand in the travel accessories business in India. Developed a suite of ergonomic products targeted for Indian consumers• Built and deployed a startup team from grounds up • Design & implement an operations strategy to include Sourcing, Manufacturing, Planning, Maintenance and Fulfillment• Develop strategic tie-ups with suppliers and vendors; dealers and online sales channels• Responsible for planning, execution, and compliance of operations budget (expense, capital and inventory)

Establish a team responsible for achieving operational efficiency and improving GP and revenue of the Industrial sector and of IBM Internal Accounts. Implement Lean-manufacturing principles at multiple sites. Build and deploy a common framework that outlined the approach and offered guidelines to transition “journey of Lean” from a tactical to a strategic level at IBM Global Business Services- Continuous Improvement Framework - Lean Implementation in Industrial Sector- Process Improvement in Delivery Management- Stakeholder Management and Governance- Strategic Planning - Best practices

Utilize data analysis techniques to evaluate trends affecting HPV in the assembly plants. Engineer process improvements to increase efficiency of material flow and reduce inventory levels. Implement initiatives to reduce HPV (Hours per Vehicle)