As the Managing Partner at DGT, I lead a dedicated team focused on driving value through AI, Salesforce, and mobile success. With years of CRM expertise and advanced studies in AI from MIT, my passion lies in forging strategic alliances, engaging in high-level conversations about AI, and ensuring that our clients succeed in a rapidly evolving digital landscape.AI and Agentforce Strategist: I’m committed to bringing AI to the forefront of business strategy. By combining AI with Salesforce Agentforce, I help organizations streamline customer engagement, reduce tech debt, and realize meaningful returns on their technology investments. My focus is on crafting AI strategies that drive long-term value and growth, particularly in retail, energy, hospitality, and communications sectors.Building Strategic Alliances: I am deeply passionate about building alliances that lead to lasting business impact. I thrive in strategic discussions with clients, partners, and teams, working collaboratively to align AI initiatives with broader business objectives. Through these partnerships, I help organizations navigate the complexities of digital transformation with clear, actionable strategies.Driving Customer Success At the heart of everything we do is a relentless drive for customer success. From delivering AI-driven Salesforce CRM implementations to optimizing BPO operations with SAP, I aim to ensure that every engagement leads to measurable business outcomes. I’m focused on adapting to each client’s needs, ensuring seamless implementation, and consistently delivering value.Leadership and Team Building As a leader and team builder, I believe in cultivating an environment where innovation thrives and teams are empowered to deliver their best work. I foster a culture of continuous learning, adaptability, and customer-centric thinking to ensure DGT stays ahead of industry trends and provides cutting-edge solutions.

At Wipro, I led a $120 million portfolio spanning Salesforce, nCino, Copado, and Celonis solutions across Capital Markets, Retail Banking, Insurance, Wealth, Energy, Utilities, Engineering Construction, Real Estate, and Airports. My role involved driving digital transformation and building strategic alliances that fueled sales growth, expanded customer engagement and fostered long-term partnerships.Alliance-Driven Sales and Client Retention I was deeply passionate about leveraging alliances to open new opportunities, drive client logo farming, and ensure customer retention. By collaborating with technology partners and forging key relationships, I expanded Wipro’s footprint, helping clients unlock value from our solutions while securing repeat business. This customer-centric approach translated to sustained growth across industries.Focus on Customer Success My leadership was anchored in delivering measurable success for clients. I led the development of Process Inefficiency Remediation and Customer Data Platform (CDP) offerings for Wipro's Salesforce business, ensuring that every implementation aligned with clients' strategic objectives and operational needs. My team and I worked closely with stakeholders to optimize business processes, ensuring that each engagement drove real outcomes.Trusted Leader and Partner As a trusted leader, I guided clients through their digital transformation journeys, offering technology expertise and a partnership mindset. I built lasting client relationships and became a go-to advisor for aligning technology investments with business goals. This approach allowed me to navigate complex engagements and consistently deliver exceptional value.

I was brought into Wipro to participate in the Apprio M&A and Transformation.Was involved in:Strategic Planning: Developing and refining the overall Salesforce LOB M&A strategy, including identifying shared clients and synergies, assessing their value, and determining how they fit into the company's long-term goals.Due Diligence: Conducted thorough due diligence on assets, offerings, and relevancy to the new entity Negotiating new MSA's and SOWs where needed Integration Planning: Developed a detailed plan for integrating Appirio into the existing business at Wipro, including personnel, systems, processes, and culture.Additionally, I was responsible for leading a portfolio valued at 70 million dollars, which encompassed several industries, including Capital Markets, Retail Banking, Insurance, Wealth, Energy, Utilities, Engineering Construction, Real Estate Facilities, and Airports. As part of this role, I headed the Salesforce, nCino, and Vlocity business and offerings.

As Practice Director at TCS, I led the Global Salesforce Practice, overseeing Go-to-Market Strategy, Business Development, and Delivery Governance across five verticals: Telco & Media, Energy & Natural Resources, Technology, Media, and Not-for-Profits for a $40 million portfolio Salesforce Consulting and Delivery ExcellenceI focused on driving Salesforce consulting growth by delivering customer-centric solutions that achieved high ROI and CSAT. I ensured projects were completed on time, on budget, and with a focus on innovation and client satisfaction, leading to consistently strong outcomes.Alliance-Driven Sales GrowthI cultivated strategic alliances that boosted sales and delivery success. Through collaboration with Salesforce and key partners, I drove new client acquisition and retention, growing market share across industries. This alliance-driven approach resulted in expanded business and deeper client relationships.Passion for Project SuccessMy leadership emphasized project success, ensuring clear roadmaps and governance for every engagement. I prioritized delivering measurable results that aligned with clients' strategic objectives, fostering lasting partnerships and repeat business.Across these industries, I helped clients harness Salesforce’s potential to transform operations, ensuring each engagement delivered lasting value

I was a Digital Pathfinder responsible for a $28 million-dollar portfolio of Infrastructure, Applications, International office connectivity, cyber security and a 24x7 help desk by providing leadership for the development and implementation of Enterprise Information Technology strategy and initiatives that aligned with the mission and operational goals. My Pew Highlight ReelCyber and Information Security:  Accomplished 90% of a 3-year goal at Pew within 16 months, with cost projected to be recovered in 36 months. Transformed their non-existent cyber security of multiple data repositories to a single dashboard with the ability to shift from an IT function to a C-level governed metric, giving organizations the knowledge and ability to react to issues. Created a vision and a strategy for the Cyber program. Adopted a model that enabled five distinct lines of progress to move the organization to the desired maturity levels in 24 months to include HIPPA and IRS standards.Run and Maintain:  Managed uptime and availability of 32 production applications. Ensured SLA compliance, Audit and roadmap planning for CRM, ERP and Email Marketing applications. Infrastructure and Enterprise Architecture:  Maintained uptime for 15 locations and two data centers at the fine nine’s. Created a central alert-based reporting mechanism for incident reporting and call to action. Helpdesk and Training:  Defined and managed a global operating model for applications and hardware support. Defined a media-based delivery approach for training and self-help.

An International fire starter that proudly increased in year TCV by 245% for FY 14 while managing a Salesforce.com consulting team that spanned 9 countries. Executed, managed and maintained a CSAT rating of 8.4 or greater (on a scale of 0-10) across all 9.I grew the team from 65 to 221 in 8 months by nurturing a culture of unity in vision and the importance of working as one team. Championed the effort of a single delivery process across teams and technologies.Created 7 public facing offerings and piloted Workday and Apttus with a focus on end of year ROI.Clients included: Visa, Verizon, Zurich, Pew and Johnson ControlsMy CSC Highlight ReelGlobal Telcom Project: Responsible for a $36M budget as the technical advisor to the Deputy CIO. This included supervising delivery of IT and reporting budget spending in accordance with CFO guidelines. Created the vision, budget, and plan and successfully implemented the Forrester IT budget methodology (MOOSE). Managed IT operation budgets, sales pursuit budgets as well as project and department profitability budgets. After which, I was asked to create and manage the forecast for the next fiscal year. I then successfully met client’s expectations to be within 3% of forecast resulting in a one-year contract extension.

As the Communications Vertical Lead for the Salesforce Practice I lead the Sales and Delivery efforts including a 1,800 member team that was dedicated to enterprise transformations using SAAS applications. Was involved in the M&A of two smaller companies into the Accenture UmberellaResponsible for the pipeline and delivery, execution and maintenance of all Communications clients by providing thought-provoking and operationalizing planning strategies.My Accenture Highlight ReelI closed a $16M Verizon contract by creating a joint vision to unite six business units augmenting collective intelligence.Participated in two M&A'sDelivery Health:Structured a “factory” delivery model for two major telco giants.Achieved and maintained consistent CSAT scores of 98 in a portfolio of 17 Accounts Fortune 100 Telco: Global SFA (Salesforce.com) deployment to 12,000 Sales team members in 135 countries. Required to move from six to a single common, consistent set of sales processes across the 135 countries. This 22-week project required the replacement of two highly customized (and different) instances of Seibel with a single instance of Salesforce. The technical scope of the program included integrating Salesforce to a set of nine systems to enable a single interaction layer for sales functions including two Seibel and four other local maintained data sources. Major Software Manufacturer - Social CRM and CRM:Defined a 4 phase, 9 Million Dollar Sales and Marketing Implementation for a Fortune 500 company. Created a plan to build a sentiment analysis tool that could interact with Lithium Forums and the 100+ Facebook pages the company used to proactive communicate to its user base.

My Deloitte Highlight ReelHotwire: During Hotwire’s 2nd startup stage, I successfully met all the client’s needs and helped them achieve funding by designing and building their business case and enterprise architecture for travel pricing comparison tool in 4 months.Fortune 100 Telco: Optimized and implemented a Social CRM and Order to Bill Process for an Ethernet-based industry leader in the New York metropolitan area.  21-month roadmap prioritization and mobilization phase designed to mobilize resources and activities for a larger 18-month roadmap. The phase included the selection of four key technology components: An ESB, a CPQ tool, a WFM application and a project management application.  Created a set of six data templates which would be used for gaining consensus on definitions on Master Data Elements and their mappings across the four corner stone applications (MSS Metasolv, Kenan, Remedy and Salesforce) and social Outreach using Eloqua.Major Satellite Communications Provider:Led the Global Implementation of the Sales, Marketing and Support Modules of Salesforce.com.  Designed the Case to Lead Process and Workflow for Cases with notifications based on Rating.  Used Smart Views for reporting requirements and created Branch Script repositories per product to allow access to both Sales and Customer Care. Configured Mobile Sales while enabling real-time Opportunity maintenance.Fortune 500 Technology Company:Managed a Proof of Concept execution of a Salesforce.com Implementation for the Sales and Telesales teams of the world’s largest provider of pre-owned and refurbished networking equipment.  Led the initial phase for over 160 sales and marketing users with the following application capabilities; Cast Iron, Exact target, CTI Integration, Inside View, Access Hoovers and CPQ Tools. Managed onsite and offshore vendor resources for IBM's Cast Iron (integration) and Oracle EBS enhancements.

Closed and Managed projects ranging from $400K to $3.2 Million while accountable for Project Scoping, Delivery and P&L.My Senior Manager Highlights Spearheaded deployments for the PeopleSoft CRM and SAP CRM Practices and an Offshore delivery center for PeopleSoft CRM in Shanghai, China.Fortune 500 F&B Franchisee: Project Lead for a 4 Million-dollar CRM 8.9 Support and Helpdesk Business Case application implementation. The project enabled a single 360-degree view of the customers and franchisee for KFC, Pizza Hut, and Taco Bell. Assumed on an ongoing Helpdesk implementation that required Center consolidation and a Single CTI telephony system for all the call centers. Conducted 18 Core Team sessions on Process Agreements including; Application Workshops, Vanilla Process Demonstrations and 6 Fit Gap sessions. Footprint included interfaces to an existing PeopleSoft Financials and HR Instance.

As a Manager in BearingPoint’s Oracle Practice, I delivered many successful CRM engagements for the Oracle and SAP Practice.My Manager Highlights• Presented a successful mySAP CRM deployment for small and Medium Business at Sapphire. • Created Offshore capabilities for the PeopleSoft CRM practice in China and India.• Lead the largest private sector CRM engagement deployed by BearingPoint.Large Regional Bank:As the Functional Lead designed the Lead Import Process for the Marketing Module from D&B files. • Modified the existing topology to optimize performance.• Defined and tested; Channel Roll up Marketing Campaigns at national and regional levels, the User Teams appropriate tree structures for Sales Forecast Roll-ups and territory management, Work Lists and Workgroups for Sales lead assignment.• Integrated a Third party tool to allow Validation of lead generation to include Mobile Sales on CE.