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Every girl deserves an education. OneProsper's holistic solution is ending female illiteracy and poverty in India.

Advise and guide founders through product-market fit, pivot to SaaS model, GTM, and fundraising.Portfolio: TownScript (sold to BookMyShow), IdeaPoke, Audvisor, COHO, Akiva (Series A), StompMarket (sold to Mall91), Fitternity (Series A), Tjori, Oloid, DeepEffects (exit), Revsnacks, Chqbook (Series A), KArogia, Lithion Power, Bitesize, LoanGlide (Series A), Medicea, Meddo, Toucan, Zaasna, Vectice.

- Turned around the company from money losing to cashflow positive and AEBITDA neutral- Grew B2B globally (Enterprise, Government, and BD/Partnerships) by 100%+ year over year- Drove day to day operational leadership of the company working with the founder and CEO- Additional leadership of Regions, Student Operations, Finance, HR, Legal, Biz. Ops. and PR/Commshttps://www.bizjournals.com/sanjose/news/2019/02/25/the-funded-interim-coo-at-udacity-a-pitch-company.htmlhttps://www.businesswire.com/news/home/20190222005467/en/Udacity-Achieved-100-Enterprise-Revenue-Growth-Expanded

Enjoying time with family and traveling before my next professional adventure.

Led first in industry digital transformation of highly complex applications and processes for HPE’s $3B software business; moved the business from old-school/legacy, on-premise, and disjointed systems to seamless and scalable cloud-based architecture powered by 20 best-in-class SaaS applications; added $300M to software business divestiture deal valueo Reduced 600+ applications to ~100; managed $175M spend and ~1000 teamo Delivered the program in aggressive 14-month timeline in parallel with software business spin-off and against all oddso Led the negotiations with SaaS partners and system integrator; managed the partnerships through program executiono Drove decision making and alignment across the boards and executives of HPE and Micro Focuso Delivered digital transformation journey keynotes at multiple conferences and SaaS partners’ sales kick-offs

Scaled HPE’s Cloud business from incubation to maturity- Re-designed and implemented new sales quota and incentive structure to grow business to $2B+ revenues- Improved time-to-market by 50% by streamlining new products introduction process; launched three products in a year- Drove financial discipline and investment focus; shut down public cloud offering; improved operating profit by $350M- Made changes to and simplified the organization model to drive accountability and fact-based decision making- Set up the customer success team to pro-actively resolve issues and embed the key requested features in future releases- Implemented cloud adoption program across HPEs top 50 accounts; doubled virtual private cloud revenues from $70M to $140M in one year; increased referenceable customers from 0 to 30- Instituted rigor in qualifying and tracking the sales pipeline to drive focused cloud solution and platform enterprise sales- Aligned cloud business portfolio to services, software, and hardware business groups and negotiated deals with all three as HPE spun off services and software business- Published a blog series and videos on cloud economics 101 and hybrid cloud right-mix for customers

As part of core leadership that executed largest split in industry (HP into HPE and HPI), drove run rate savings of $500M+ via various operating model and organization optimization work streams; this enabled HPE to invest $$s in growth areas

- Implemented 360° performance dashboard across services business ($24B); improved customer satisfaction by 4 pps and operating profit by 2 pps; used by HP corporate as best practice- Increased annual profits by $200M through a program that improved visibility of revenues, costs and volumes at customer and services level; led team of 300+

Managed $300M OPEX (3,500 headcount); delivered $45M (15%) savings against the budget; evolved the finance team to be strategic business partner vs. transaction partner; drove zero-based budgeting process

- Reported to EVP of the company; led a team of 20 to drive key programs across six corporate functions- Developed 3-year shared services strategy for HP with goal to achieve $1B+ operational efficiencies in three years- Drove one of the 11 work streams to evaluate the dis-synergy impact of HP’s PC business ($40B revenues) divestiture; contributed to CEO’s decision to keep the business until we created the playbook for untangling the business- Led a team of 50+ to transform Quote to Cash processes to enable frictionless experience for customers and partners

- Led the program to drive right mix of location footprint and resource utilization for the services business (130K employees); generated $500M+ in run-rate savings over two years- Rolled out sales growth incentive program worldwide in services business to drive $50M in-year revenue growth- Led an HP-EDS integration work stream and realized $40M savings; drove multiple cost take out programs after merger

- Achieved $55M savings in government business ($3B revenue) by applying Value Based Cost Reduction methodology- Led delivery transformation initiatives to help achieve Americas $110M productivity target; achieved $15M against target of $5M for my work stream- Performed delivery assessment of low margin accounts; enabled $7M annual benefits, improved client relationships- Improved Opportunity to Cash process at a big retail account ($1.7B contract); enabled additional $30M revenue; created a play book to roll out improved process across the business; led team of 20+

- Led a team of 32 Black Belts to drive Life Cycle Product & Customer Centricity initiatives across 600 plus employees; enabled 5x improvement in reliability of products, 3x improvement in manufacturability, 50% reduction in service efforts- Led the design of a motorized C-Arm (medical surgical product) which generated $75M revenue within 2 years of launch- Executed 3 Black Belt projects & mentored 25 Six Sigma projects contributing to $5M+ cost savings

- Provided global support in rolling out a medical device designed and manufactured in India for global market; led a cross functional team to resolve customer issues; improved customer satisfaction by 50%- Participated in various regulatory assessments and approvals (FDA, EMA, ISO, China SFDA)

- Provided service support to North Region Nuclear Medicine, CT and MRI install base- Increased vendor revenue by 100% in one year, by innovative incentive plans and vendor sales strategy- Devised & implemented strategy to increase patient inflow leading to 50% growth ($240K) in revenue in one year at one of the top hospitals in India- Managed relationships with 6 key accounts (hospitals) in North India