-Business Unit Head for RAN and IP Services- Accountable for Annual revenue generation to ~50Cr. by additional client upselling- Key accountabilities include team/vendor management of ~2k people, stakeholder management, business development, strategic vision and planning for upcoming technologies

-Led the RF Planning Team at Airtel Corporate, orchestrating the 3G rollout across all Bharti circles through meticulous link budgeting and nominal planning.-Managed and successfully conducted trials and Proof of Concept (POC) for pioneering RAN features and products, ensuring seamless integration into existing networks.-Spearheaded material ordering optimization from various vendors, accelerating the deployment process and maintaining the network's competitiveness with the latest technological advancements.-Drove inventory optimization initiatives that significantly reduced costs and streamlined NFA approvals for annual operational planning at the corporate level in Gurgaon.-Promoted to RF Head after 5 years at the central office, overseeing a team of 11 RF engineers across four states (Himachal Pradesh, Punjab, Haryana, and Jammu & Kashmir) from our Chandigarh office.-Guided team operations to ensure timely completion of planning activities, aligning with business objectives to enhance network performance and customer satisfaction.-Led the "PUNJAB PARIVARTAN" project, a comprehensive network overhaul replacing Ericsson equipment with ZTE technology, and introduced 3G and FDD-LTE layers in Punjab.-Launched 3G services in Haryana and 4G FDD services in Himachal Pradesh, enhancing regional connectivity and network capacity.-Executed FDD Spectrum enhancement from 5MHz to 10MHz in Himachal Pradesh and Haryana circles and introduced Carrier Aggregation in Punjab and Haryana, boosting network efficiency and performance.

• ALUMS came into existence from Reliance. Being part of this new team, I was responsible for maintenance of Reliance GSM network. • With Huawei the Reliance project was limited only up to ATP acceptance but managed service was under contract with ALUM’s. • A team of 4 cluster leads under me was responsible for maintaining the network KPI’s benchmarks. • Daily Analysis of top worst cells in terms of drop rate and HOSR was performed and provided solution for improvement. • Key responsibility included SD chancel dimensioning, implementation of half rate / Adaptive multirate and optimization of parameters to ensure good customer experience.

• This was the time when Chinese firms were establishing the footprint in India.• Various RFPs were addressed which included nominal planning for Aircel & Reliance GSM network.• CW test for Aircel was performed under my supervision for Banglore city for launch of Aircel network.• Model tunning and simulation plots were submitted and followed up for acceptance from Aircel planning SPOC’s.

• Ericsson India Ltd is the world leader in Telecommunication and is key player in network deployment, M&O for six major operators in INDIA.• Ericsson is managing & operating (M&O) in 18 circles for Bharti.

• Bharti Cellular Limited (BCL) was formed to offer cellular services under the brand name AirTel. Within a few years Bharti became the first telecom company to cross the 2-million mobile subscriber mark.• Placed at Bathinda region, I was responsible for integration of new sites and expansion of sites for BTS 6601/6602/6604 and minilink Tansmission equipment.• BSC upgrades and cards expansion was under portfolio.• Was responsible of Operations and maintenance of 100+ sites under Bathinda zone.