• End to End Service Management:o Accountable for customer service matrix to align it with customer’s strategy for growth journey and channel it back to account team leading to increase in Customer retention 8%.o Conduct service review with customers (P&L > $12M) & hold heartbeat calls to check RAG status, lead to increase Net promotion score by 22%.o Lead a team of 32 people to manage various services for 2000 users. Achieved 99.9% SLA targets and 56% reduction in resolution time.o Influence development for customer portal to view incident & delivery updates for largest chemical & mining customer in ANZ. 72% Reduction of calls and emails at service desk.o Governance on ITIL functions to identify process for automation. Increase in productivity by 27%.• Supplier Management for Key customers:o Supplier performance management for customers (P&L > 40M) to improve SLA`s by reviewing the contractual agreements between BT and region supplier. Supplier response time increase by 40%.o Successfully delivered the strategic programme to ensure resiliency design are delivered by supplier as per contractual agreement. Saved penalty ~$1M.• Service delivery, Service transition and project management:o Active participation in development of customer facing portal to view delivery updates by empowering the proposition manager to focus on the “What” while leading all the development teams on the “How” of building products of business. Number of calls to global service desk reduced by 50%.o Demonstrated technical competency by leading tough decisions of risky changes, prioritizing bugs, negotiating “technical debt” for deployment of network monitoring tool (service intelligence) for global customers.o Fostered a culture of robust and comprehensive documentation both internally and externally increasing inventory data quality up to 93%.

• Lead a team of 44 people to strengthen customer IT support by increasing proactivity and customer first approach. Achieved SLA of 99.95% and30% reduction in high priority incidents.• Establish rapport with team members by maintaining open line communications. Attrition reduces to 11%• Increased collaboration between all ITIL team by setting up 15 min daily call to remove the barriers in customer first approach. 20% increase in productivity and 32 min major incident reduction time.• Troubleshoot Local area network & wide area network issue over email/phone using technical methodologies.• Ownership of preparing daily reports for wider stakeholder to manage SLA. It led to proactive analysis of upcoming failures in network. Proactiveness increase to 15% to pick alarm and resolve.

Led a 15 people team to support AT&T users to resolve network communication issues. Achieved 99.9% SLA targets by introducing knowledge management practices and changing support process structure. Developed and analyzed solutions for networking (VPN, LAN, IP conflict) and windows issues (Blue screen, Boot error) increasing the call handling capacity by 10%. Contributed as only HCL-BPO representative to AT&T global initiative for tool development to enhance network monitoring efficiency and ticket maintenance aimed to increase the efficiency by 15%.Interfaced between the team members and clients for technical interpretations ensuring deliverables met business specifications. Core member of client level interaction team for planning and reporting on AT&T product sale. Achieved $ 1.2 MN revenue (10% MoM growth).