- As Service Integration Lead for Capgemini on Rolls Royce Account am responsible for the successful planning, implementation and execution of the contracted services where success criteria include meeting Service Level Agreement (SLA), governance, performance, quality and continuous improvement through the effective interaction with the related solutioning groups, partners and the client. - Act as advisor to Process Leads in UK & Poland to meet schedules or resolve technical / operational problems. - Lead Contract and Account Governance by establishing key business and professional relationships with delivery organizations Computer Centre and DXC to facilitate effective service delivery. - Have developed an understanding of engineering applications such as UG Nx, Teamcenter, Ansys, Abacus, MATLab, Nastran etc. - Participate in regular service performance reviews with Senior Leadership at Rolls Royce (IT & Business) - Awarded Customer Delight certificate from Capgemini in recognition of contributions towards Rolls Royce account.

Working closely with Service Management Group (SMG BU) in driving Strategic initiatives such as evaluating business cases, productivity savings and organization structure.

o Prepared a blue print for - Oracle ERP implementation in Siesta at a pan India level. - Mobile application functionality for hospitalityo Prepared business processes by interviewing stakeholders to consolidate requirements from ERPo Successfully completed proof of concept – developed software application in o Conceptualized and built application to display and report room status and inventoryo Evaluated MS Dynamics Ax Vs Oracle & conducted implementation partner selection by shortlisting based on key criteria - 3 yr TCO: constituting license, hardware, software, implementation, hosting & support. - Evaluated Tier 1 implementation partners like E&Y and KPMG

Performance Managemento Steered the revenue leakage assessment for Installation & Commissioning suppliers by assessing- Material wastage @ site- Delay in installation- Quality of installationo Created an effective supplier performance management structure and escalation process to ensure that the requisite operational methods are established, reviewed and improved.o Ensured proper monitoring of supplier services at an aggregate level and initiated actions including the enforcement of any penalty clauseso Supplier consolidation of Installation & Commissioning suppliers – Savings of US$ 2mn - This involved understanding the current state, conducting risk assessment and finally developing relevant policies, SOPs and templates alongwith implementation guidelines o Alignment with internal stakeholders (Supply Chain, Operations & Projects) to revise Master Service Agreement with Airtel to increase Telesonic revenues - Specified new and amended serviceso Led revenue assurance (Order-2-Cash, annual revenue ~US$ 10 mn) in line with Agreement & Addendums o Prepared robust monthly governance dashboard, operational performance and financial reporting for CXO audience and provide a global view therebyo Align with Technical team for cost reduction initiatives and revenue efficiencyo Run governance of innovation projects such as implementation of Next Generation ILP & Fibre to the Home (FTTH)o Established a competitive internal multi sourcing environment to optimise value and mitigate riskIT: Automation Projectso Led Oracle automation of revenue assurance with IBM. Created business case & managed implementation - Led application transformation project of finance from SAP to Oracle (Account Payable: Procure-2-Pay, Account Receivable)o Conduct UAT on new release and iteration prior to transfer to production Recognitions: Certificate for “Exceptional contribution in Master Service Agreement signoff with Airtel”

o Deliver new (~150/month) & co-located (~350/month) telecom towers (such as roof top, ground based, pole) per month pan-India, interacted with vendors & stakeholders to ensure timely rollouto Built work-flow automation on .net platform and integrated with SAP - Automated workflow from work-order to revenue realizationo Build processes through collaboration with cross-functional teams by gathering requirements and undertaking gap analysiso Lead preparation of scenario-based financial plans (basis cash-flow, IRR & DCF) for new business initiatives o Delivered complex & strategic projects from conception to execution within schedule, cost, scope & quality

In my capacity I was responsible for controlling all operational activities regarding smooth transition from Bharti Airtel to its demerged subsidiary Bharti Infratel. I handled a team of 9 members based in locations across India.o Participate in decision making along with Senior Management for Project roll out.o Identification of all tasks relating to project and plan project schedule along with contingency plans.o Align resources / share of responsibilities for execution. o Prepare project milestone reports for all stakeholders. o Interact with demerged (Indus Towers) & parent (Bharti Airtel) company’s, to ensure transition as per framework

o Lead business transition of Bharti Infratel & Indus Towers from Bharti Airtel as per Master Service Agreement framework.o Undertook vendor short-listing, on-boarding & appraisal for various service activities. - Managed vendors such as Nokia Siemens Networks (NSN), Ericsson, Mahindra & Mahindra (M&M), Alcatel Lucent - Operated effective governance structure for managing supplier relationships within the portfolio - Monitored supplier services at an aggregate level and initiated action, including enforcement of penalty, to bring services back into line or terminate them - Led regular service review meetings with suppliers and key stakeholders to monitor progress against requirements, publish results and initiate actiono Undertook transition Planning (SOW, Risk planning), due diligence and reporting for service absorptiono Implement strategies for project rollout and plan project schedule along with contingency plans o Participate in decision making along with Senior Management for Project roll outo Work with business groups, map work-flow involved in project rollout & lead automationo Interact with Airtel team to communicate network rollout status V/s target & lead issue resolutiono Implemented processes to streamline and standardize telecom network rollout across India

o Build data-models on the Indian telecom industry and provide guidance on Airtel’s internal budget projections. o Analyze M&A opportunities and evaluate new technology adoption like Mobile Money Transfer, WiMax & DTH o Undertake monthly Bharti Group financial and operational analysis, identify trends and present to management o Responsible for providing data to equity partners through statutory and non-statutory bodieso Guide to Indian & international students from Indian School of Business (ISB) & Brown University respectively.

o Part of team that managed the integration efforts with Euro 7 Bn Dutch company Vedior post mergero Instrumental in bringing out the first Employment Outlook Survey. Covered database of 3,500 companies. o Project Planning for mass hiring processes for Turnkey Recruitment for Clients.

o Conducted customised & standard research in telecommunication like VoIP, VPN, Broadband potential etc.o Worked on demand and supply side research. Constantly interacted with market participants. Developed an understanding of markets based on secondary data like the SEC Form 10K filings etc.