Santanu Sanyal Email and Phone Number

Handled a team of roughly 40 engineers in a mid-stage start-up working on an accommodation aggregation platform connecting Guests and Hosts on website, msite and mobile App.Reorganized the team into POD structures to create focused units working towards clear business goals (with representation from other functions such as Marketing, Operations, Supply etc). Team reported better sense of ownership and commitment as a result of restructuring.Introduced a pipeline for daily deployment to inject a sense of speed and result-orientation within the Engineering team.Collaborated with business to identify Engineering staffing needs and drove recruitment, Training and retention. Created a small QA & Automation team to ensure stability and robustness of the product. Also built a data pipeline to collect key business metrics for data-driven business decisions.Instituted a formal Performance management system for engineering, to be later adopted org-wide.Put in place lightweight processes for documentation, reviews, engineer 1-on-1s and Incident management for critical issues in Production. From April 2016 to end of the year, booking numbers multiplied 10x (average) to 30x (peak).

Led a team of 160+ engineers to deliver on a profitable business of $8-9M annual revenue, building product solutions for Tier-1 and 2 telecom customers. Was executing 15-20 mid-and-large-sized projects in tandem at any point of time.Also built the Technical Pre-Sales organization that would elicit system requirements from customers, estimate, negotiate on efforts and timelines as well as provide inputs to Product-line Management and Sales teams for deal closure.Took over the Quality Group responsible laying down standardized processes across multiple business units in the organization and ensuring compliance. Focus was on keeping the processes lightweight and measuring compliance and effectiveness based on metrics data.Part of India Leadership team, responsible for talent acquisition, retention and employee engagement. Was able to institute some differentiated employee practices unique to Radisys with help of HR.Mentored multiple entry-level and mid-level Managers to groom them for the next role in the company. A number of Senior Management professionals in Radisys India were recruited and groomed by me.

Seeded the Professional Services (PS) Practice within Continuous Computing organization, to monetize adhoc customization requests on the product from Tier-1/Tier-2 customers for specific solution needs.Put in place processes and key metrics to measure timeliness and quality of delivery as well as proactive hooks to forecast schedule and efforts overrun of PS projects.With growth in business, constituted a small Program Management Office (PMO), tasked to coordinate across the Product Management, Sales, Hardware and Software teams distributed across the globe (US, China, India), ensure customer satisfaction and grow the account.In addition to PS, took up the 3G Wireless Product-line and turned it profitable by working closely with Product-line management.

Responsible for developing, upgrading and maintaining the world-renowned SS7/SIGTRAN and 2G/2.5G Wireless protocol stacks of Trillium. SS7-SIGTRAN was the largest-revenue-grossing product-line for the organization for many years in a row.Also, undertook implementation of custom needs for Tier-1 and Tier-2 TEMs (Telecom Equipment Manufacturers) across the globe to deliver solutions adapted to geographies, networks etc.

Led the team responsible for SS7, SIGTRAN product-line of Continuous Computing (CCPU). Activities included development of new protocol stacks (in the SIGTRAN domain), maintenance and version upgrades for SS7 and Legacy software and world-wide customer support.

Based out of Florida, USA, IntelliNet Technologies was one of the fastest growing providers of application development software and value-added services for telecom networks.In IntelliNet US, was part of the core team building a Telecom Application Development Platform (Accelero) that would present a set of transport-independent, platform-independent Engines to rapidly develop an SS7, SIGTRAN, IN (Intelligent Networks) or Wireless (GSM/GPRS) Application.In September 2002, returned to India with 5 other colleagues from Intellinet US, and opened IntelliNet India office in Bangalore. Was the senior-most technical member of the team that started with 6 members and grew to 40 by 2005-end.In IntelliNet India, was responsible for all project deliverables from the India Center. Was leading the team responsible for maintaining and enhancing Accelero features, as well as delivering on specific customer projects (based on Accelero) end-to-end from Requirements to Release.

C-DOT is a premier Telecom Research and Development Institution of Govt.of India. It has been engaged in design and development of indigenous Digital Switching Systems.Was a part of Call-processing team in CDOT, responsible for multiple feature developments around routing, conferencing, caller line identification (CLI) etc. Was part of the team that built the Wireless Mobile Switching Center (MSC).Was part of the Engineering task force for testing, supporting, debugging and commissioning the largest CDOT exchange (MAX-XL) at Indiranagar, Bangalore. Gained valuable hands-on experience regarding working of a fully functional digital exchange.