Punit Sood Email & Phone Number

Mumbai, Mh, In

Mumbai , Maharashtra, In

Mumbai, Maharashtra, In

Noida, Uttar Pradesh, In

Edinburgh, Scotland, Gb

I was the accountable executive to set the strategic direction for, and oversee the day-to-day operations of NatWest Group India.

Edinburgh, Scotland, Gb

I was accountable for the strategic direction, governance, and oversight for NatWest Group's International Hubs (India and Poland). I am additionally accountable to the day-to-day operations of NatWest Group in India.

Mumbai, Maharashtra, In

In this capacity, my focus is to:• Advise on technologies and investment themes,• Mentor the portfolio companies on go-to-market, business model innovation, and other strategy and operational areas, and• Connect and engage with like-minded investors, corporate leaders, and the larger ecosystem.

Noida, Uttar Pradesh, In

I chaired the NASSCOM GCC Council, the coordinating forum for the almost 1500 Global Capability Centres (GCCs) in India. The GCCs are a core and fast growing part of the Indian IT story. In this capacity, I was also a member of the NASSCOM Executive Council, the governing and direction setting body for the Indian IT & BPM industry.

Edinburgh, Scotland, Gb

As the Head of Technology, India my focus was to prepare the organization to undertake a transformation, and to start the journey down that path. It involved building leadership, developing technical capabilities, nurturing talent, and improving employee engagement.

New York, Ny, Us

Under my leadership over the last 5 years, JPMorgan grew its India Technology footprint by threefold, and established the India centres as pre-eminent locations for delivery of technology services and solutions in the global JPMorgan network. Over and above accountability for delivery of technology solutions, my responsibilities included driving and participating in initiatives to transform the global IT organization, building local capability while attracting and nurturing talent, and managing the risk and regulatory environment for the India presence - all within an increasingly complex global environment. I was a member of the firm's Global Technology Operating Committee, and a member of various local management committees.

New York, New York, Us

Leading the organization almost from its inception, I led the rapid growth of the company to over 2000 employees with $80MM revenue in 4 years. In Jan 2009, Wipro acquired the company, and it became Wipro Technology Services, where I continued as CEO and MD.

Bangalore, Karnataka, In

I was the President of the IT Services division of Mphasis, and in that capacity had complete operating and P&L responsibility for the IT Services division of MphasiS, which contributed over 65% of revenue and operating profit to the group’s financials. At that time, I managed a top line of $100 million, and managed an organization of over 3000 people.

Mclean, Va, Us

I was responsible for managing all of Capital One’s operations in India. The role had subsumed the role of a Business Information Officer (BIO). Key responsibilities included:• Supporting the ongoing and planned supplier management initiatives in other areas such as call centers, back office transaction processing, etc.; and• Helping direct and explore potential opportunities for Capital One in the Indian financial services marketplace.I left Capital One when it decided to delay its entry into the Indian financial services market by a few years.

Us

This was the Chief Information Officer role for the Asia Pacific region. In this role, I was responsible for the formulation of strategies for the Information Technology and e-Business areas, with specific focus on Supply Chain Management and Enterprise Resource Planning. Identification and deployment of appropriate e-technologies to link up with the extensive supplier base and distribution channels base also fell within my purview. Key additional responsibilities included:• Owning the delivery of service by the IT organizations in each country to their respective business unit• The regional CIO office functioned as the bridge between the global IT organization, and the teams in each country• Defining, implementing, and maintaining the entire technology stack, from applications to infrastructure, as well as providing governance for the Asia Pacific IT teamsIn this role I had a dual reporting, into the Asia Pacific President of Carrier Corporation, and into the global CIO of Carrier Corporation.Key achievements in this role included:• Establishment of an IT strategy and a linked roadmap for executing to the strategy• Successful completion of outsourcing the IT infrastructure for the larger businesses to an external partner• Continued consolidation of ERP platforms, focusing on enabling centralization of back office functions, process standardization, and data standardization. Continued retiring of legacy systems was an obvious added benefit. When I returned to India, Carrier Asia Pacific region was well down the path of consolidating onto two ERP platforms, from the over 20 application systems present when I started in the role.

The business portfolio I supported in my role as corporate CIO included: retail financing, credit cards, commercial finance, mid-market financing, and BPO and IT services to the global businesses. In this position I had a dual reporting, to the President of GE Capital in India, and directly to the global CIO of GE Capital. To meet the needs of the above businesses, I had four distinct IT teams - each led by a CIO – reporting into me. As a corporate CIO, my role consisted of:- Providing a robust, scalable IT infrastructure to all the businesses in India. It included meeting stringent security guidelines, compliance to corporate sourcing and standards directives, and identifying synergies across the different business IT teams- Forward planning to support the business growth, given a very high growth rate year-on-year- Providing thought leadership for the organization. This was a key area given the number of new business ventures that GE Capital in India launched on an ongoing basis. - Pilot the rollout of new technologies in the organization, such as workflow, imaging, collaborative tools, and the like

As the founding Chief Technology Officer for the firm, I helped lay down the initial IT Strategy. I led the effort to set up an Offshore Development Center in India in a record 5 months, recruited the initial team, and had revenues flowing in within 6 months of my joining this start-up business. I also helped chart out areas within the financial service vertical that we would focus upon, and helped tie up business alliances to build solution offerings.

New York, New York, Us

I joined Citibank in 1988 as its first Technology Project Manager in India. I worked through various areas - software development, project management, business analysis, running data centres, both in India and the Asia Pacific Region - and in 1995 was appointed the Technology Head for Citibank's Consumer Banking businesses in India. This job included oversight and accountability of software development, building and rolling out the distribution channels, and running the data centres.

Post Graduate Programme In Management (Pgp), Information Systems

B.E., Electronics & Communications