Responsible for overseeing the Investor’s Office, liaising with the CEO/ leadership team across the companies to ensure profitability, growth and achievement of goals as envisioned by the chairman of the group. Directly responsible for all UK staff, day-to-day operations and profitability of the UK business. This included leading weekly progress meetings with department heads, contract review, HR review and hiring/ conducting final interviews for internal positions. My primary role was to ensure that all value chain components worked with maximum efficiency.Responsibilities:- Successfully led and grew the UK business from GBP 160k per month to GBP 335k per month in revenue (200%+ increase); refined client engagement process and increased client conversion ratio from 5% to 25% in a span of a 5 months- Led the Project Management office, responsible for success of 45+ Engineers at various client engagements- Conceptualized vision and built governance, operating principles across EIT group, as desired by the chairman of the private equity group- On-boarded and trained current Chief of Staff- Created measurable KPIs for each department, and implemented a process/ results driven approach for all internal positions- Created a pay to productivity report, and trained the ISO (Investor’s Service Office) staff to identify trends, and highlight inefficiencies - Published monthly/ quarterly goals for the chairman, governance and leadership teamChaired board of directors meeting with the CEO and the executive staff to review progress and trends across the organization- Reviewed weekly summary report as part of the Investor Services office and championed new initiatives for diversification and expansion of the business into other areas (direct sales, technology launch, etc.)

Led 600+ employees across the US, UK, Mexico, India and Philippines; grew revenue by 28% and profitability by 6% by implementing a high performing sales and technical teams, revamped incentives based on results, global resource sharing, vertical integration, virtual training environment, measured metrics across departments for performance and spend optimization/ budget, during my tenure (highest profitability achieved).Responsibilities:- Took over leadership/ management of all companies within the EnhanceIT group, after the chairman decided to change the existing leadership/ management team within a span of 2 months- Created a vision, plan and executed re-structuring strategy, thereby increased revenue and grew the business (largest revenue growth) by the end of 2020- Successfully navigated the business through corporate re-structuring, and re-built the executive leadership/ management team across the organization with success, resulting in strong/ sustainable growth- Re-negotiated contracts with clients and team to retain top talent and maintain line of credit, especially during the pandemic- Unified corporate leadership across all companies into a single global unit, responsible for driving growth globally: led to efficient resource utilization, ideation sharing- Cost-cutting by utilizing Subject Matter Experts globally, by implementing a virtual training portal for trainees, recruiting excellent talent from near shore and off shore countries to manage spend- Re-built global Sales team by conducting a training program for Sales leadership, Sales Managers and individual Sales Team contributor- Established new and aggressive incentive/ commission structure for the Sales and Technology team, based on the quality and quantity of sales- Recruited and trained permanent CEO as part of a 2 quarter transition plan

Responsible for leading the Research and Development team within the company. This team comprised of core Engineers, a product designer and the chairman of the group. My role was to lead the research, prototype leading edge mobile applications and execute it’s planning, prototyping, development, release, forecasting, and marketing strategies within the timeframe and budget.
Also responsible for overseeing a team of 7 IT Managers, 300+ Software Engineers (US), and the company's day-to-day operations. This included recruiting, training, employee engagement, retention and refinement, creation of processes, and execution.Responsibilities:- Established a sister entity in Berlin, Germany: created an operations report, pro forma to profitability to ensure ROI, recruited the MD and trained the individual- Created the Executive Support Service (ESS) team in India to review KPIs: retention, critical metrics across the value chain- Implemented a Management training program for potential employees, as well as coached new managers- Implemented a strong internal recruiting process, to ensure hiring of well-qualified, eager and strong candidates- Worked with the company CFO to analyze corporate spend and implement audit processes, procurement processes - Optimized the client engagement process for repeat business, for increased client satisfaction- Responsible for employee retention and growth: personal and professional - Created an incentive structure based on results and shifted the mindset away from activity based performance incentive- Implemented PIP (Performance improvement plan)- Direct reports included: Director of Consulting, Directory of Technology and Director of Project Management, who in turn were responsible for a team of about 50 internal employees- Hands-on involvement in annual/ quarterly goals creation process- Developed business cases for the new products, including prototyping mock-ups with the product designer, and presenting concept.

Responsible for over 250+ Systems Engineers/ Consultants, company wide client engagement. My role included project delivery, oversight and execution, establishing new technology practices/ skill set, marketing, and project management.Responsibilities:- Led a team consisting of an assistant director, 7 consultant development managers, 1 project manager and 4 support leads.- Managed and increased revenue by 30% during the time period by focusing on customer experience - Increased employee retention by 25%- Decreased project delays/ failure from 25% to less than 4%- Established critical drivers, reporting and structure for the department (post sales, technical team, and support)- Created and established the project management office for the company, and it’s clients