CORPORATE PROFILE: A $3.8B Global Information and Insights Company. RESPONSIBILITY PROFILE: I lead/manage TransUnion's Sales & Go-to-Market practice and am responsible for Fraud and Identity Prevention solutions and Marketing Solutions across TransUnion’s International business portfolio spanning 7 regions and 13+ countries.

RESPONSIBILITY PROFILE: I reported to the Head of Global Fraud and Identity Prevention for International business, leading and managing TransUnion's sales, Go-to-Market, and Solution Consulting practice for Fraud and Identity Prevention solutions across the International business portfolio.

RESPONSIBILITY PROFILE: I reported to the Head of Global Fraud and Identity Prevention and was responsible for leading and managing TransUnion's Go-to-Market and Solution Consulting practice and for Digital Onboarding, Fraud, and Identity prevention solutions across TransUnion’s International business portfolio.

RESPONSIBILITY PROFILE: I reported to the President and CEO and was responsible for overseeing, planning, directing, and organizing all sales and business development activities for the largest credit bureau operations in the country. Also responsible for coordinating and implementing marketing initiatives aligned with business and revenue objectives, ensuring alignment with the Board in formulating and executing market strategy.

RESPONSIBILITY PROFILE: I reported to the CRO and was responsible for overseeing sales and business development activities for a key business line in India.

RESPONSIBILITY PROFILE: I reported to the CRO and was responsible for the decision services and Fraud & ID prevention Business in the Western India zone.

RESPONSIBILITY PROFILE: I reported to the VP of Sales & was responsible for revenue generation within the Decision Services and Fraud & ID prevention Business, client management, and sales/revenue supervision dutiesACHIEVED IN THIS ROLEREVENUE MANAGEMENT• Personally, realized the need to restructure Sales, eliminate overlapping accounts, and repackage products/services. I appointed/trained new team managers, then acted as the thought leader for the overall Bureau Sales in India and presented efforts to the Board to ensure alignment with long-term goals and uphold reinforced compliance. I was recognized as a Steering Committee member and promoted to Head of INTL GTM and solution consulting.GTM STRATEGY / PRODUCT DEVELOPMENT• Onboarding processes for registering new customers were inefficient and unoptimized. I realized the need to develop a unique, needs-based, market-driven approach to product development and implemented a grassroots strategy-driven go-to-market plan for international sectors. I was recognized by the global business Heads and was promoted to Senior Director within TransUnion, including oversight of Solutions Consulting International (focused on GTM strategy for fraud & identity).SALES RESTRUCTURING• Post-acquisition and merger, I realized the need to integrate/transform the incoming sales team to achieve higher growth rates. I then designed an optimized Operating Model, analyzed sales bandwidth distribution, and split the team into two distinct units: a Sales Specialist and Account Management teams.MARKET SHARE CAPTURE• I was tasked by the President and CEO of India business to lead an initiative in market capture and formulate a growth strategy for the region. I established relationships with key players in the Indian Retail, Banking, and Fintech industries. From this, I co-conceptualized the first biometric-based loan acquisition solution for the largest private bank in the country.

ACHIEVEMENTS CONTINUEDCOMPETITIVE DISPLACEMENT• I was recruited, promoted, and retained by the leadership team to create and disseminate shift plans for key accounts, emphasizing critical growth solutions. Introduced new fraud and identity prevention solutions to existing clients, developed a new, outcome-based pricing model, and then collaboratively implemented it.LEADERSHIP MENTORING• To increase organic revenue, we resolved to hire high-performing sales leaders. To achieve this, I demonstrated a leadership style that prioritized coaching and focused on clear communication, trust, role clarity, and responsibilities/Key Performance Indicators (KPIs). The efforts played a vital role to help make it one of the fastest-growing business units across the company.

ACHIEVEMENTS CONTINUEDINTERNATIONAL SALES EXPANSION / NEW MARKET• I decided to capitalize on emerging market trends and collaborated cross-functionally to deploy organic revenue growth and channel sales operations across multiple regions. I strategically identified early adopters in market segments with lower competition, then expanded into high-growth areas over time. Formed a dedicated revenue growth team and directed recruitment, training, and end-to-end management. CULTURAL TRANSFORMATION• Multiple cultural shifts over a short period necessitated a cultural transformation to sustain growth momentum. Determined to restore order, I initiated a comprehensive overhaul of sales/account management practices across all international markets, then coached leadership to ensure consistent implementation. Improved forecasting, centralized tools, and improved accountability across teams. ACQUISITION INTEGRATION• Post acquisition of two companies, I created and implemented a comprehensive restructuring initiative to optimize revenue. I co-developed an acquisition integration model, then strategically focused on the existing book of business, sales, presales, and solution consulting practices. A new Account Management BU was created to manage contract renewals and maintain attrition rates.

CORPORATE PROFILE: A $350M IT Services & Product provider with 9,000 employees. RESPONSIBILITY PROFILE: I reported to the Head of Sales and was responsible for sales and business development for the Insurance vertical, focusing on Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM solution sales).

RESPONSIBILITY PROFILE: I reported to the Head of Sales and was responsible for revenue generation and client management.ACHIEVED IN THIS ROLESALES & REVENUE ENABLEMENT• I was tasked with building a comprehensive strategy to identify a niche segment within Professional Liability and Medical Malpractice. I pitched to targeted companies, established vital relationships, managed a pre-sales team, and negotiated/closed contracts. This growth proved instrumental in 3i Infotech's eventual sale to Apax Partners, marking a significant success in establishing a foothold in the North American market.