Arshdeep Sharma, Cfa Email and Phone Number

1. Sorting out some personal stuff while being based out of Bengaluru and Punjab during this time.2. Doing extensive R&D on minute-level futures & options (FnO) data to improve returns of my weekly trading strategy (the past results of which were published on comments). a. It will continue to need only 30-40 mins/week of time only (want to continue with a full-time job).b. It has returned 15-20% /annum in the past (extremely low risk, comparable to fixed income instruments), but I am trying to improve this to 40-50%/annum with relatively low increase in risk.Update on 2 (Jul 2024) - After experimenting & testing for 1.5 months, I wasn't able to meet the goal. So, continuing with the old 15-20% per annum return with "near-zero" risk.

I own the Strategy & Operations, Program Management Office, Strategic Planning and Investor Relations agenda. Key outcomes :1. Growth :o Increased product sign-ups (leads) from 600/month to 1,200/month between Oct 2021 and Mar 2022 by optimizing existing channels (content/blogs) and introducing new channels (paid and B2B review sites).o Increased ARR by 3x ($6M increase) by identifying and unlocking customer segments with high conversion and high expansion potential. Also collaborated with Sales and Account Management teams to establish effective Sales and Expansion Motions.o Increased ACV from $12k to $18k for mid-market customers by moving from a usage-based pricing to a value-add pricing mechanism.o Designed the operating structure required to support a 5x and 10x revenue scale.2. Operations :o Improved the First Response Time SLA from 60% to 90%, and the Resolution Time SLA from 40% to 70% for the customer support function.o Reduced the cost of customer support function from 20% to 12% of Revenue by designing and implementing a scientific capacity planning framework.o Identified and implemented right outcome metrics across functions to bring transparency and accountability.3. Team building :o Grew the Strategy & Analytics team from 0 to 6 - designed the team structure, defined roles andresponsibilities, and managed hiring.o Regularly screened leadership hires through interviews and case studies.4. Strategic Planning :o Developed and executed growth trajectories for 3-6-12 month periods and created annual business and financial plans, including goal planning (North Star Metrics) for Sales, Marketing, Product and Customer Experience teams.5. Investor Relations :o Responsible for preparing and presenting the quarterly update in Board Meetings. Also led other planned as well as ad-hoc discussions with the Board / Investors.

Evangelized and managed global initiatives on growth, profitability, new capability development and process improvement. Key outcomes :1. Increased gross margin by $8M over 2020 and 2021 (revenue base of ~$700M) by identifying and addressing issues in employee productivity (utilisation and occupancy) and eliminating revenue leakages.2. Impacted top-line by $3M by identifying and investing in high growth areas.3. Identified a new business line with a potential to generate $15M annual revenue.o Developed the go-to-market strategy and business plan for Operations/Business Transformation Consulting.o The plan was accepted by the Executive Committee, but it could not be implemented due to onset of Covid.

Worked in a dual role as AVP - Strategy and Chief of Staff with a focus on growth and profitability. Key outcomes:1. Saved $35M in operating cost over 2017 and 2018 (revenue base of $800M) by reducing employee cost (headcount), optimizing facilities (seat utilization) cost, optimizing logistics (cab utilization and route optimization) cost and plugging revenue leakages.2. Delivered post-deal synergies (amount confidential) in a large healthcare analytics acquisition by ensuring sales reach-out to all cross-sell opportunities.3. Ensured operating cadence by implementing and running weekly and fortnightly leadership meetings.4. Contributed to Thought Leadership and pioneered an approach to price service contracts, like FTE, TBP and OBP, using quantitative valuation techniques - a first in the industry.

1. CentropyHubo Built a business model to expand Management Development Program (MDP) market to small & mediumenterprises by leveraging technology – venture closed due to small addressable market size ($2M - $3M)2. Campus Ventureso Part of the founding team of a seed stage investment fund targeting student start-ups from Indian engineering and business schools – venture closed due to lack of funds and investable opportunities.

Advised CEOs and Boards of SGX listed blue-chip and large private companies on executive compensation strategy, with primary focus on long term and short term incentives for top 1-2 management layers.1. Created IPO-connected equity plans for the executive team at 1 Malaysia Development Berhad (1MDB).2. Named Engagement Lead to manage both pre-planned and ad-hoc research and inquiries for Temasek, a $500B sovereign wealth fund.3. Applied quantitative valuation methods including Black Scholes Model and Monte Carlo Simulation to create and assess equity-linked incentive plans for multiple large organizations.

1. Created an optimal capital structure for a Hyderabad based hospital group through a detailed financial analysis.2. Also prepared a valuation report using DCF, comparable transaction and comparable multiples method.

1. Led roll-out of Managed Printing Solutions (MPS) at two manufacturing plants to reduce printing expense by 20%.2. Evaluated and recommended enterprise-wide Electronic Batch Print Records (eBPR) solution to mitigate errors.