Lead the Go-To-Market practice providing solutions to businesses to optimize their operations across Channel, Distribution, Commercial and Retail enabling growth in revenue and profitability through adoption of best-in-class practices and execution excellence. Advise clients on market entry strategy, route-to-market options, growing share of wallet with key partners, lead pipeline management, sales team effectiveness, enhancing conversions at retail and improving business cadence.Major engagements :- Market expansion plans for a Global Leader in Agricultural equipment in Thailand- Go-To-Market transformation for a Precision instruments company in Indonesia- Due diligence review of an Indonesian FMCG company, acquisition target of a PE Firm - Sales, Marketing and Operational transformation of a leading Private Education Institute in Singapore- Go-To-Market assessment of a global Cosmetic brand, on behalf of a PE Firm- Sales team knowledge assessment, identifying critical gaps and providing solutions to achieve execution excellence for a leading Pharma company- 5 year growth Strategy, and establishing building blocks for Sales team excellence for a Cybersecurity business- International growth strategy for an Australian business school with multiple campusesI have also created individual Playbooks in the areas of GTM Strategy, Distribution, Reseller management, B2B operations, B2C operations and Sales Team excellence. Each of the 6 Playbooks contain best in class diagnostic tools, business processes, methodologies, approaches, templates and scorecards leveraging my experience of successfully managing businesses. These tools can be easily customized for a wide range of businesses and quickly deployed to achieve improved business outcomes - increase in revenue, improved profitability and execution excellence. Overview of the Playbooks in the attached document as well as on the website http://mindinmotion.co/playbook

P&L responsibility for the Commercial & Consumer business (Revenues > $5.0B). Major areas of responsibility included sales, channel strategy, partner management, distribution, building and leading a high performing sales team, trade marketing and training. - Set-up a holistic Consumer Business Strategy for Asia, and the individual Countries, using the "Play to Win" framework covering the Pull and Push drivers, and the Key Enablers - Established Channel management as a competitive edge, and grew SOW with key partners by enhancing engagement, tightened pipeline management, restructuring compensation and providing solutions to improve partner profitability. Executed multiple distribution models- Grew Sales Productivity by > 30% in 18 months through re-deployment, sales process effectiveness, providing enablement tools and outsourcing- Tightened governance (planning, forecasting, visibility) to deliver on commitments, despite Investments being down > 50%- Enhanced the Consumer experience over the last 3 feet, improving the Retail Index by > 10% points- Dual hatted to lead the Retail transformation for India and China- Improved Employee Engagement index by 10% points

I joined Sony Ericsson so that I could lead a larger business having a Asia-wide foot-print (P&L responsibility for Revenues of $1.3B). Major activities included sales, business strategy, route-to-market model, product life cycle management, setting up strong governance to drive visibility, accountability and predictability of results.- Turned around the Asia Pacific region to profitability after 3 consecutive quarters of significant losses. Asia Pacific selected as the Best Region Globally in 2009. All 15 countries within Asia Pacific were profitable by the end of the year.- Saved the India business (Revenue of $200M), and returned to Profitability in 6 months- Transformed the business in Indonesia, Malaysia, Thailand and re-built customer relationships and confidence by successfully resolving contentious historical issues.

Took up the position in the highly competitive, complex and fast changing South East Asia Markets (Revenues > $150M) to gain experience in managing an end-to-end P&L. Major activities included business strategy formulation, restructured route-to-market model, building an effective distribution channel, tightening retail execution, strengthening operator engagement, building and leading a best-in-class team- Significant Top-line growth, grew Business by 20% in the 1st quarter, and by > 50% in the 2nd quarter since taking over- Achieved break-even Margin in the first 6 months through improvement in mix, enhanced channel business practices, efficiencies in resource deployment and cost containment- Made tough calls on Key Customers and Territories to re-focus efforts on critical few given steep budget cuts

The business in China experienced a major decline from 2002 - 2004. I was handpicked by the North Asia GM to build a Sales Operations team, and my responsibilities included channel strategy, route-to-market models, sales team management, establishing a strong partner ecosystem, business governance, business systems, channel policies and processes. Also responsible for the P&L for Motorola's branded stores, the accessory line of products, and the E-Commerce channel- Architected a major business turnaround delivering incremental $1billion in revenue and $400M in margin. Moved the focus from Push to Pull, built a fulfilment distribution model, hired and successfully managed a Sales Team of > 10K Account Managers, Merchandisers and Promoters- Digitized complex sales, channel and retail operations - managed a $30M+ investment- Contributed $150M+ in revenue and $25M in profits over an 18 month period by setting up > 250 Motorola stores in 150+ China cities

I wanted exposure to product management, so put my hand up for a rotation within the Product Marketing team. Key accomplishments included designing, developing and deploying a Portfolio planning tool. Also generated $300M in Revenue and $70M in Gross Margin by leveraging the regional engineering team to deliver 7 products that helped address China's portfolio gaps, and deliver on their financial goals.

Improved business processes across Asia in Forecasting, Monthly/Weekly Business Outlook, Pricing, EOL Management, Business Intelligence, strengthened relationships between Functional teams and the Country GTM Teams; enhanced communications between Asia Team and the Global Support teams. Critical role entailed developing business forecasts over an 18 month horizon, interacting and driving alignment with the Supply Chain and Finance Teams, overseeing product management, ensuring competitive pricing, leading business intelligence activities (industry, technology, competition, etc) and driving business performance of the in-country sales team.

Managed credit and customer financing, Annual budget process, Quarterly & Weekly financial planning and reporting, Balance sheet analysis and Risk management.

Selected to attend this prestigious 18 month Global Finance Leadership program in the US where I did assignments in Annual budget planning, a Global cost saving project, and rotations in Treasury, Audit and Financial planning.

Responsible for Financial Planning for South East Asia and as well as the India Finance function.

Audits, Company Law, Due Diligence reviews, Internal Control reviews, Organization design, etc for several multinational in India that included Pepsi, Dupont, Fujitsu, Motorola, etc