Previous: COO -Smiths Detection, VP Strategy and Alliances- Schneider Electric, Global VP/GM CBSBU - Cisco, RGM,( India) - Honeywell Building Solutions, BDM- Johnson Controls

Smiths Detection is a part of the Smiths Group, UK, which is a global technology company listed on the London Stock Exchange. A world leader in the practical application of advanced technologies, Smiths Group delivers products and services for the threat and contraband detection, medical devices, energy, communications and engineered components markets worldwide. The products and services make the world safer, healthier and more productive.Smiths Detection Smiths Detection provides a comprehensive range of solutions, mainly through X-ray systems, trace detection and identification equipment.Smiths Detection is a designer and manufacturer of sensors that detect and identify explosives, weapons, chemical agents, biohazards, nuclear & radioactive material, narcotics and contraband. These products are widely used in airports, cargo screening at ports and borders, in government buildings and other critical infrastructure, as well as by the military and emergency responder services.

Schneider Electric is a global leader in energy management. It is a French multi national and has operations in almost all the countries. In India, though having been established almost two decades ago, Schneider has witnessed a substantial growth in the last few years. It has all its business units represented in the country. It has demonstrated a strong commitment to its Indian customers and manufactures a majority of its products in India with adaptations as necessary for the Indian customers. Schneider’s organic growth is strongly supported by an inorganic growth strategy and the company has acquired many companies, in support of its India Growth strategy.Reporting to the Managing Director and Country President, I am responsible for defining the strategy of Schneider in India across all its entities in the country. I am also responsible for acquisitions and alliances to support the overall strategic intent and aspiration of the company. I am also responsible for defining the transformation path for the organization and defining stage wise initiatives to achieve these transformations aimed at growth, customer intimacy and synergy. In addition, I also manage the strategic pricing and other transverse initiatives that gain priority.

Cisco internally incubates businesses in market adjacencies, as start-ups, that would provide it a USD Bn revenue over a 5 to 7 year horizon.The convergence of various building systems onto the network was identified as one such adjacency and the first corresponding 'Business Unit' outside the USA was established in India.As the VP/ GM of this BU, I was responsible for the operations of the business unit which included strategy, execution, solution development and for co-ordinating the achievement of customer-centric milestones to drive the growth of business and adoption of the technology in the global market. The solutions deployed network centric technologies to provide customers greater visibility of their energy use and thereby provide them the ability to better manage their energy usage and improve the efficiency of their operations. We acquired a company in the USA, and built engineering development centers in India and the US and defined and executed upon the Global go to market strategy for sales.

As a Regional General Manager I was responsible for the Indian operations of this international comapny.A summary of my accomplishments: Achieved a CAGR of 40%, improving our position from a number three in the market place to a dominant number one. Redirected our organizational effort and strategies to being vision-centric. Created two new lines of business, in support of that vision, which accounted for 25% of total revenues. Created a process and an organization to capture cost vs. functionality imbalances in the product portfolio. This lead to the reconstruction of the product portfolios through import substitution, localization and new product initiatives, in all driving costs down by 30%. Reorganized the sales, operations and service organizations from an entrepreneurial to a matrix structure, enhancing functionality and standardization, while making our people more customer oriented, empowered and focused in a cost-effective manner. Introduced major digitization initiatives, such as the implementation of Oracle and other process improvement tools. During my tenure, we were recognized (twice in a row), as the leading security solutions company in the country by EFY and as the leading energy services company by MEDA and CII. India, under my leadership in 2006, was judged the number two performing region in the Honeywell Building Solutions world pertaining to growth, profitability and working capital management. I managed change when TATA withdrew its holding from Tata Honeywell. We had to integrate three internal BUs into one and that had to integrate with Honeywell processes and policies. We integrated successfully, while demonstrating 10 quarters of above plan profitability performance. I was awarded the Honeywell Premier Achievement award in 2006. This is one of the highest award at Honeywell, a recognition given to just 11 employees at Honeywell.

Responsible for developing an eco system of partners across the country and registration with leading consultants in the field of energy, air-conditioning, safety and security.

I was responsible for the sales and service of Air-Conditioners and Water-Coolers in the states of Maharashtra, Goa and Madhya Pradesh. I was accountable for revenues in excess of USD 10 million, 175 people and the management of over 160 Voltas authorized dealers.

I was responsible for coordinating the achievement of production plans with a complement of 150+ people. My initiatives lead to an improvement in productivity by 33%. I successfully conducted worker wage negotiations with minimal impact on productivity.