Provide strategic direction and technical leadership for the redevelopment of a WordPress-based social media platform on AWS, with Version 2.0 of the networked platform going online in November 2020 (after 15K+ hours of development). KEY ACHIEVEMENTS★ Defined and established the strategic IT vision, business plan, and technical infrastructure for developing the networked platform in AWS, resulting in receiving Board approval and the initiation of the project in 2020.★ Built a software development team based out of Bangalore and established a customer success team to provide consultative support and service across the customer lifecycle. ★ Leveraged business and technology expertise to influence the development of - client and investor-facing marketing materials to drive customer acquisition efforts, resulting in the successful signing of over half a dozen client contracts.

Delivered strategic advisory and thought leadership to redevelop the platform that included securing Board and leadership buy-in for the technology transition roadmap and negotiating a 15% price reduction in an existing IT services contract.

Streamlined teams, systems, and processes to maximize new hire recruitment through the Baton Rouge CIC and thereby meet IBM’s commitments to the State of Louisiana, resulting in 94 new hires in Q4 2018 (against a projected target of 21). KEY ACHIEVEMENT★ Designed a financial model in collaboration with the North America Operations team to optimize H1 2019 onboarding plans (considering utilization, state education spend, and IBM’s commitment to the State of Louisiana).

Turned around a troubled harmonized enterprise analytics tool (HEAT) project for a large client in the integrated freight and logistics vertical by providing project leadership, structure, and process to a team of 60+ developers.KEY ACHIEVEMENT★ Established clear metrics and deliverables, optimized team communications, and implemented a Kanban board to identify and triage bottlenecks, resulting in a significant increase in deliverables velocity and a reduction in severity 1 and 2 defects.

Developed a dedicated Tier 2 sales support team comprising sales opportunity management (SOM) specialists, tasked with supporting first-line and second-line sales managers, in 5 global locations in India, China, and Mexico. KEY ACHIEVEMENTS★ Led the global rollout of a comprehensive support plan to 2K+ sales leaders across all business units, which included weekly trigger-based scheduled reports, weekly sales analytics reports, and biweekly calls with sales leaders to address ad hoc issues.★ Expanded the Tier 2 support model to 2.5K+ sales leaders in 2018, based on the model’s demonstrated success in achieving weekly stakeholder contact targets for SOM specialists.

Played a critical leadership role in driving Agile transformation across the entire India CIO organization, impacting on 4K+ employees in Transformation, Global Business Services, and Global Technology Services, throughout the country. KEY ACHIEVEMENTS★ Devised and implemented a comprehensive technical and operational infrastructure to drive organization-wide Agile adoption, including metrics, test automation and DevOps, collaboration tools, and Agile coaching programs. ★ Planned and executed strategy and financial planning cycles for all transformation projects within a $30M portfolio while continuously reviewing program progress with relevant stakeholders.★ Grew co-located, self-directed Agile teams to facilitate Agile adoption, with all teams transitioning to use Agile practices by the end of 2015 and registering a significant increase in team satisfaction and customer satisfaction.

Built a sales transformation CoE (including a 400-member team) from the ground up to manage a $20M portfolio of sales transformation programs that directly impacted sales support, pricing, contracting, and opportunity-to-order applications.KEY ACHIEVEMENT★ Deployed a mix of job rotations, stretch opportunities, and career development and promotion pathways to minimize attrition to 6% for 4 consecutive years (against an 18-20% industry average).

Drove the development and management of an application portfolio, supporting content management for brands and sales associates, pricing for hardware and storage products, and bid creation and management for sales support teams.KEY ACHIEVEMENT★ Standardized and consolidated the pricing process for hardware and storage products, leading to a single global pricing platform and the sunset of regional pricing tools used in North America, South America, Europe and Japan.

Spearheaded the end-to-end development and delivery of business transformation capabilities for large enterprise clients and business partners including onboarding clients, understanding their requirements, and designing tailored solutions. KEY ACHIEVEMENT★ Managed and trained a team of 50 resource persons in cultivating close, consultative relationships with clients to identify the technology investments required to support their strategic and channel objectives.

Strategized and executed growth initiatives and process optimization efforts across the Web Production Services organization, that included building new sponsor relationships and ensuring audit readiness for major processes.KEY ACHIEVEMENT★ Directed the implementation of the web globalization initiative, which established a common end-to-end process across all global centers and enabled the completion of every assignment at all global center on a 24/5 basis.

Created and analyzed channel profitability models to drive routes to market plans. Led Strategy and Financial Planning cycles for business case development for IT and non-IT initiatives. Identified business metrics to measure and track benefits associated with the investments. Worked with World Wide and geography stakeholders to assess and implement strategies that optimized global resources. Led business case development and resource cost models to support near shore and off shore strategies.Led the review and and creation of business cases to support targeted IT investments of $130M+ that helped drive a 39% YTY increase to $2.5 Billion in Web Revenue and $70M in cost avoidance and productivity benefits in 2004.Created 'WW Labor Model' to optimize labor cost across the entire Web Production Services Organization. Led the development of business cases and transition plans for creating delivery centers in Sao Paulo and Bratislava, yielding savings of $4.8M in 2006.Led consolidation of three Latin America Sales Centers into one, yielding YTY savings of 10% (2005) and 12% (2006). Led site assessment and off shoring of IBM's General Inquiry function resulting in savings of $3M in 2005.Worked with Senior Executive Team in doing a competitive assessment of IBM against other Hardware providers. Key gaps were identified and initiatives to address them were laid out.

Directed a staff of six managers to develop customer capability road maps and overall Tele-web business strategy. Established and ran a portfolio analysis process and led creation of business cases for IT and non-IT investments. Ran Operations Review meetings for Senior Leadership Team for all customer segments and support groups. Set quarterly goals; identified and reviewed key metrics to track results against goals.Led development teams in creating technology road maps with a 3 year outlook and a focus on convergence to common platforms to serve multiple customer segments.Led creation of business models specific to customer segments that helped identify areas where Tele-web team could leverage web technologies to enhance the customer's web experience and reduce end to end cost.

Worked with Client's Senior Executive teams to identify issues and potential solutions as related to client's business. Acted as SME for Market Planning, Portfolio Management and Integrated Product Development. Worked with IBM Partners in developing Statements of Work and contributed Intellectual Capital to help grow practice's knowledge base.For an Automotive client in Europe, implemented Phase I of portfolio management process. As part of Phase I, the client's present level of investment ($100M+) was reviewed. Made recommendations to re-balance portfolio investments by allocating several $M to new high growth from the mature low growth segments.For a Telecom client in Asia, taught marketing fundamentals that included forecasting techniques, portfolio and pipeline management, and factors to be considered in developing and implementing an overseas marketing strategy. Facilitated pilot Product Development Team's marketing and finance teams yielding a 2X reduction in cycle time for taking a product from concept to launch.