I head the Program Office and the Business Transformation office for Moss Adams India. 🚀 As a passionate leader and a member of the Moss Adams India Leadership team, I'm on a dynamic journey of shaping the future of our organization. With a focus on excellence, innovation, and strategic growth, I'm excited to be at the forefront of Moss Adams' expansion into Bangalore.🌍 I spearhead the India Strategy, ensuring that our initiatives align with Moss Adams' global vision. My role extends beyond the physical office to shaping our approach towards Innovation by helping the global leadership build the Ideation-Market engine and leverage the India success story. 🎯 Additionally, I have the privilege of overseeing the Communication, Branding, and Service Quality aspects of Moss Adams India. This responsibility reflects my commitment to ensuring that every interaction our team has leaves a lasting, positive impression.

Responsible for company wide strategy across growth, product mix, sales and lead management-1. Led BYJUS Tuition Centre Sales strategy ($94m)- a. Designed the skeletal framework for revenue and operations management, primarily modeled around the user journeyb. Helped business scale up from initial 20 POC centres to 200 odd centresc. Designed a lead management framework for pan india Centers2. Strategy lead for BTL Offline led business ($44m)a. Responsible for improving funnel conversion for both direct and inside sales modelsb. Accountable for manpower management acrossSales and Marketing functions for the channelc. Improved Asset performance via asset mix optimisation and productivity uplift

Leading Technology and Digital Clients | EBITDA Transformation & Service Delivery | Jan'20 - June'211. EBITDA Transformation, with focus on Compensation & Benefits Cost, People Pyramid• Part of a 6 member team responsible for initiatives affecting 40% of $5.1B client revenue• Key levers: Offshoring, People Pyramid, Subcon. Cost Optimization, Contract & Vendor Mgmt.2. Led Service Delivery initiatives at 2 main SBUs with a revenue contribution of $2.1B• Designed Account Models to effect negotiation & positioning for large accounts; savings: $29M• Performed Cease & Cure Analysis, Tail Optimization to impact SBU EBITDA, savings: $38M (FY22)• Conducted key BU Workshops with leadership to chart out the future strategy for FY22, FY23• Designed Large Deals Delivery & Governance Model=>>EBITDA improved by 15%; C&B Cost reduced by 9.7% for FY21<==Leading Conglomerate | Cx Led Transformation for Airports | Oct'19- Jan'20• Responsible for Phygital - Customer Journey Optimization for 3 Tier 2 Airports (Ind)• Designed AS-IS | TO-BE Customer Journey• Conducted pain-point prioritization workshops (personnel & customers) to finalize key personas• Designed a Roadmap Engine for Cx initiatives addressing People, Process, Infra & DigitalLeading Construction Client | Procurement & Asset Excellence | Feb'19- August'19• Designed P&F Operating Model• Identified savings worth $18 million through Asset Hiring, Fuel & Sourcing• Developed a KPI Dashboard to monitor Availability, Utilization, Spares Inventory levels etc.Global Food & Agri. Client | Process Transformation | Sep'17- Feb'19• Conducted AS-IS | To-Be Logistics and Transport asses. & design across ~30 BUs for SEA & India• Identified KPIs/ SLAs to monitor the plant & carrier performance• Delivered ~$3 million benefit through FTE optimization

Leading FMCG | PMO & Tooling Strategy | Jan'18-Mar'18• Led PMO & Contract Management for deployment of Digital Compliance & Litigation Management Tool for 4 entities across 10 BUs in IndiaLeading Paper Manufacturer | Strategic Transformation | Mar'17- Aug'17• Led a team of 20 Client + EY staff, focus on product mix optimization & operational efficiency • Oversaw CAPEX plan of $4.7m • Responsible for plant turnaround: EBITDA moved from '-4%' to '5%'• ROI of 9 months on Capex; 2.8X Productivity increaseEY (PI)-India, PI-Strategy Office | Corporate Strategy | Aug'16-Mar'17• Assisted PI-National Leader in Internal consulting to EY-PI towards increasing profitability• Responsible for Client side deliverables: improved practice margin by analyzing current engagement economics; worked for conglomerates, aviation and automotive clients.• Resulted in 13% Gross Margin improvement.• Designed and Executed a Deal Review framework.• Assisted PI Leader in pushing minimum deal size from INR 0.25 Cr to INR 1.0 Cr.• Assisted in designing the Delivery Organization (DO) Model leading to overall improvement in resource utilization and cross functional working

Leading Wire Client | Route To Market: Salesforce Effectiveness | Aug'16-Sep'16• Route to Market for the client so as to increase its share of shelf and share of wallet in the B2C space for Delhi NCR & Maha• Conducted DILOs, mystery shopping and market asses. of 90 dealers & retail outlets in Delhi• Identified micro markets basis customer needs/ retail outlets/ brand presence/ other key drivers.• Designed incentive plans and shopper education workshop modules for salesforceLeading Tile Client | EBITDA Transformation: Diagnostic | Jul'16• Diagnostic for a Tile manufacturing company with focus on Cost side opportunities• Provided key insights on improvement scope in Power & Fuel, Manpower Management, Packaging Costs, Working Capital Management & Production Planning• Devised growth strategy for the next 3 years basis industry best practices • Identified possible value delivery: Revenue CAGR of 16.6% and EBITDA to change by 9%Leading Telecom Client | Process Excellence & Cx for Contact Centers | May'16-Jul'16• Was part of Business Process mapping, Customer Journey improvement and Serviceability improvement for a Chinese mobile manufacturer based in India

• Launched BaseCamp for start-ups funding from angel investors raising about ₹3 crores• Initiated Founders’ Talks by senior CEOs and Entrepreneurs for guest lectures• Secured Live projects, case competitions from corporates for students of the institute• Organized Mentors & Ventures for startups in FMS network to find mentorship• Organised Entrospective (article-writing competition) & B-Plan competitions for students• Developed partnerships with new investors for starting FMS Incubation Centre

• Organized First-ever National Level Sports-Cultural- Elysium’15, Fest, FMS• Organized First-ever National Online Literary Fest- Silhouette’14, FMS and launched Book Club• Organised Inter Section Wars- Blitzkreig’14 and oversaw merchandise creation and distribution• Launched Delhi 7- YouTube Musical initiative and Wall of Visions- Monthly Photography event• Managed teams for MDI Gurgaon and IIM Lucknow with participation in Stage and Musical events

Executed First-ever TEDx Conference in FMS Delhi with 7 TEDx Talks as Curator of the event  Selected a team of 14 members to work in Marketing | Logistics | Panel Engagement etc.  Worked on Sponsorship Proposals for Media | Food | Logistics partners  Approached eminent speakers in alignment with the TEDx Theme and assisted them in content development  Implemented online/ offline promotion for the event using Social media and OOH

Project Title 1: Devise a Go To Market Strategy for CEAT in 2 critical international marketsProject Details· Conduct Primary & Secondary Research to generate insights and perform bench-marking · Suggest Market strategy to enter White-space market of Nepal and Taiwan Achievements· Conducted interviews, surveys to gauge Brand Perception & Performance across categories · Developed category wise Market Strategy to improve Market Position & Sales for Nepal· Recommended BTL activities for Farm & Passenger tyres; proposed location for CEAT ShoppeProject Title 2:Quality & Design Improvement of export labels and in-house SAP integrated label printingProject Details· Propose a solution for improving export tyres label quality & design and reduce high lead time to printingAchievements· Redesigned Tyre Labels and improved GSM quality by 56% to compete in International markets· Performed vendor negotiation and selection on the basis of Cost Benefit Analysis & vendor capabilities· Recommended SAP-integrated printing for 3 plants to reduce Turnaround time from 21 days to 1 day

Key Responsibilities: 1. Design & development of new machine models and improvement of existing machines2. Part Detailing of engineering drawings & models and creating & maintaining bill of materials3. New product design & Development and pilot testing before market deployment4. Failure analysis upon feedback from services division, marketing team and customers5. Cost savings of INR 2.7 million through blower design improvement6. Designed a new variant of Tapeline machine by adopting & improving the existing design reducing cost by 12%Key Achievements: 1. Assisted the Deloitte-SAP team in ERP implementation worth for the R&D Department2. Division Administrator for Enterprise Part Data Management, SolidWorks 3. Project Mentor for Summer Interns (IIT Kanpur) & 2013 Graduate Engineer Trainees4. Project Lead for 5 projects with team of 4; heading Design & Implementation modules

Worked as part of the team for the Mega Project of PWC at Mother Dairy, New Delhi.Mainly instrumental in collection,sanitization and analysis of data , in 5 of the 9 major modules of the Project.Projects: Vehicle Loadability, Vehicle Utilisation, Network Optimization,Results: Identification of Cost Opportunities & Improvement in: Utilization, Loadability, Turnaround Time with cost savings of INR 5.6 million

Part of the Logistics division , scope of work being "Cost Engineering and Operating Cost Modelling "Project: Vehicle Cost IndexResult: Designed a sustainable model that performs sensitivity analysis of the fleet operating costs using the Wholesale Price Index(WPI)

1. As a trainee at the CNC shop, I studied the part programming that goes into the machiningof the intricate parts of the Sukhoi Mki 30 fighter plane.2 .Studied the Seat Belt Ejection System and Tire Test Rig for the planes.

Engineering Design Improvements: Thoroughly studied existing blueprints for Continuous Casting Machine (Mould Tube) and recommended modifications to its design to meet new requirements.