● Leading the Business Excellence vertical reporting directly to Vice-Chairman● Driving Efficiency initiatives, bringing in cross-functional collaboration and leading initiatives that help bring in savings on cost, and time while increasing stakeholder value● Setting up the Customer Relationship Programme, bringing together all aspects of the Customer Life Cycle into a consolidated whole, ensuring that management has an overview of the entire customer journey.

● Under my guidance, we celebrated India's first EDGE Net-Zero-certified campus and have ensured that all our other assets are EDGE Advanced certified. Completed WELL certification across all assets● Led internal efforts on converting processes to technology-enabled platforms, thereby increasing efficiencies. Currently evaluating pilots for a centralized command center, app-based property management, and tenant apps. ● Led a comprehensive asset enhancement programme involving multiple stakeholders. Includes various aspects including architecture and landscape enhancements, technology innovations and wellness features; estimated at ~150Cr.

Cost & Change Management – Goldman Sachs European OfficesProviding cost and change management expertise on multiple projects across Europe, ranging from the Goldman Sachs European Headquarters in London to smaller interior fit-outs to assist in implementing the client’s Brexit strategy. ● The Headquarters has a built-up area of c.1.2 million square feet and the project is budgeted at over USD 1.3 billion. Review and present monthly cost reports for the Amenities areas; while managing change on a day-to-day basis with the project management teams. ● Multiple projects completed in Europe ranging from additional seats in existing offices in Paris, Amsterdam and Frankfurt to new fit-outs in Dublin, Stockholm, London, and Frankfurt. ● Managing the budget on a multi-building dilapidations project resulting from the consolidation of existing offices into the new headquarters. Currently budgeted at c. USD 65 million,Process Improvement● Setup governance procedures to ensure financial control on projects● Assisted in contract finalization and negotiations● Streamlined existing processes to ensure project change is managed in an efficient manner while ensuring proper governance. Was able to reduce timelines for approvals from 14 days to 3 days.

Implementation of PMISResponsible for developing and deploying a web-based Project Management Information System (PMWeb) for the Client across their offices globally. Providing expertise on the capabilities and limitations of the system as they relate to business processes.● Analyzed existing processes being used by the Client for project lifecycle; including program management, planning and project approval, procurement, project execution, cost management, and project closeout. Prepared recommendations on process improvement.● Transferred existing processes from JD Edwards to PMWeb, developing the cost management modules; provided training to teams in Europe, Asia, and Americas ● Developed the Implementation plan for moving to the new collaborative system for planning and project approval; Created workflows incorporating approval limits while streamlining the sign-off process. ● Created new management dashboards using SQL and Microsoft Reporting Services to assist senior management in keeping track of projects.● Conducted training sessions across Client offices in Jersey City, London, Bengaluru, and Hong Kong; provided training to over 250 users in the new processes.● Providing ongoing support and training to new and existing users; ensuring there are no system delaysOther ProjectsResponsible for managing budget and schedule for a number of small projects● Providing cost and schedule management services to the FM teams for small projects● Co-ordinated the development of 5-year Rolling Asset Investment Plan; leading the team in developing high-level estimates and schedules for over 700 projects;

Project Controls - Construction ProjectsResponsible for controlling the budget and time schedule for a multitude of projects ranging from INR 25 Billion (~USD 350 million) campus to smaller projects worth INR 15 Million (~USD 200k). All projects completed under budget.● Assisted in the preparation and approval of the budget for a 1.3 million sft campus for the Client; worth over INR 25 Billion (~USD 350 million); led the effort on normalising of risk registers and escalation studies to justify the amount of contingency being held in the project.● Instrumental in completing four large interior construction projects budgeted at over INR 1100 Million (~USD 16 million) in India with Goldman Sachs along with several smaller churn projects.

Financial Analysis & Investment BankingDeveloped detailed financial models for valuing various renewable energy projects (biomass, waste-to-energy, wind, and solar) across India and South Asia; prepared investor presentations for raising equity and debt for RE projects; assisted in deal structuring, negotiations and contracting for closing of equity and debt deals for solar projects● Prepared investment memos for banks for 5 MW Solar PV Project; including financial model; assisted the Client in closing debt of INR 458 Million (~USD 65 million) for the Project through a consortium of financial institutions within 3 months of application;● Prepared investment memos and financial models for 80+ MW of Solar PV projects across India; Closed equity/quasi-equity deals for the projects; ● Prepared business plans, financial models and investor presentations for bringing equity and debt investments into own RE projects: 132 MW biomass; 5.6 MW Waste-to-Energy; 200 MW Wind; projects developed and ready for investment with extremely attractive returns; in discussions with investors for the same● Prepared financial models and presentation for US-EXIM bank for creating a programmatic fund pre-approved for development of rooftop PV projects aggregating to 50 MW; securitizing third-party PPAs and REC revenue streamsProject ManagementProvided Project Management services for internal and external clients; managing cost and time over-runs right from the start of a project. ● 5 MW Solar PV Project in Rajasthan: The Client had received an allocation for a 5 MW solar PV project and approached us in April of 2011 for assistance in implementation; as well as for assistance in debt closure for the Project.● 1 MW Solar PV Project in Rajasthan: The Client had approached us in January of 2010 for assistance in the development of solar projects across India under various national and state programmes

Setup the construction management business; increasing firm revenues six-fold within a span of one year; with projects under management exceeding INR 2,400 million (~USD 34 million). Ensured all successive projects from existing clients were awarded to my firm by establishing long-term relationships with client senior management and guaranteeing client satisfaction at all times; provided design coordination services to optimize project parameters; setup change-management procedures for managing contract deviations.● Successful completion of six construction projects costing approximately INR 2400 million (~USD 34 million) over two years; managed over 50 vendor teams (approximately 400 individuals) and 15 international consultants● Successfully set up change management processes for managing contract deviations resulting from design modifications. New processes led to savings of an additional 10% over previous projects by the same client● Set up the Server infrastructure for construction site offices across Mumbai for Lehman Brothers with automatic syncing and backup of data across two main sites. ● Led the implementation of an online project management system (BIW) for Lehman Brothers in India, providing training to all consultant and vendor teams

Project Coordinator● Handled financial closeout and facility handover of a major call center project for an international bank● Assisted in preparation of Standard Operating Procedures for country-wide implementation across various projects