Objective is to enhance Orange brand Image in India using social media platforms with the aim to attract talent.

• Product Development using Time to Market (TTM) Methodology.• Investment Vs Offer with project interdependencies• “Go” obtained from Product Board with assured commitments• Program execution & Variance analysis. Negative variance impacts the approved P&L • Alternative analysis for saving cost• Governance & Security (GDPR Standards)• Project Code usage by teams & controls• Red, Amber, Green Analysis• Cloud Management Platform (CMP) Cycloid as enabler | Customer Journey | Integrated Platform | Multicloud Brokering |CX/UX | ITSM Integration | Provisioning, Automation & orchestration | Monitoring and Metering |• CMP product was envisaged as an investment and later sold as an offer.• The first bid of a French Dairy Customer was won which had CMP as a part of technical offer • CMP was a part of bid for a Space Organization which we could not win – leading to lessons learnt.• Variance analysis enables to take immediate corrective or preventive actions.• Product Development using TTM ensured there is no duplication of work.• Commitment received from Marketing, Finance, Tooling, Security and Infra ensured timely management support.• Major program delivered from outside France, resulting in more projects coming up.• More positions given to India for Cloud/DevOps/Hyperscaler experts & Architects. Positioning India as champion in Innovation Projects

• Chairing the Solution Validation Committee (SVC) where solution is validated by STEERCO. • Pipe Reviews with sales to check status of ongoing deals, challenges and the pipe.• Single POC (SME Coordinator) nominated to work with Solution Architects (SA)• Weekly status review meeting with SPOCs to review status of deals and address any blocking point. • Monitoring the time clocked by SME’s and other presales contributors.• Governance of Presales Support Community.• Providing training to Solutions Architects on Process, Solution Blocks & Catalogue • Chairing Quarterly Retrospective Meetings to share news and feedbacks on past experience• Jira based Presales workflow tool launched for French Perimeter for Real time Deal Tracking• Visit to APAC in 2019 to address local governance issues and concerns.Outcome: • Reduction in number of SVC’s, no repetition and increase in outcome (Go). This saves precious STEERCO time.• SPOC defined to work with SA’s, made the work easier for them as they were not required to chase dozens of SME’s• Mature process results in SA’s being able to have a concurrence in Solution Review Meetings itself.• Quorum in the meetings increased.• Collaboration results in better estimates – design, build, run, depreciation and budget allocation for DR and risks.• Jira tool adaption resulted in effective bid tracking and reporting with clear ownership.• Pipe Reviews with sales – focus on top deals possible with challenges and win ratio along with strategy to bid.• Contributing to effectiveness of Bid Review Board before submission. P&L is discussed based on SVC outcome.• Training Solution Architects helps them to be on-boarded quickly and work efficiently with SME’s • Budgeting improved by sending SA’s for training on costing tool. Resulted in better estimates for deals and the P&L is good for Bid Review Board - BRB scrutiny.• Most importantly now there is better collaboration and synergy among team.

• Envisaged to enhance the competence of workforce for being future ready. Its sponsored directly by India leadership. • Governing a team of more than 60 global experts from various departments and plenty of skills. • Experts deliver webinars which are recorded and registered on Training Portal. They can be capitalized in future.• These experts are leveraged to assist cross functional projects if required. They act as offline mentors as well.• Experts gain visibility in the organization which keeps them motivated. • Orange India is showcasing this pool of experts to attract more work.

Delivering PMP Trainings | Trained 300+ employees |Mentored many to pass PMP | Saved Cost | Established a Community of PM aspirants | Trainings Recorded & Capitalized Globally | Project Managing Projects | PM Ecosystem | Implementing PMBOK best practices In line with Synergy (Orange)

Migration from Lotus Notes | Exchange based DL | 700 + DLs created | Trainings | Governance & Accountability | Communication Grid | Nomenclature & Hierarchy | Department & Regions | Run MechanismOutcomeEffective Communication | User Friendly Platform | Decommissioning EOL Lotus Notes | Improved Governance | Audits anomalies escalated | Use case for future implementation | Confidentiality | Communication Control | Effective animation of organization events

Managing Infrastructure Management Projects which included the following. 1. Process Governance2. Managing Service Improvement Programs (SIP)3. Study (presales)4. New application & infrastructure upgrade5. Datacenter Migration6. SLA management7. Mentoring & Trainings

Being a part of Infrastructure Operations - Global Service Development Team - The focus was on handling new projects to ensure Global Consistency in Processes and overall Service Improvement. The aim was to deliver desired results and transitioning it to operations. Below are few highlights:1. Process Improvisation and Integration: This was based on Accenture policy of ‘Follow the Sun'. Identified gaps and action plans to close gaps. The target being process improvisation and ITIL Compliant processes. 2. P1 Incident Optimization: Incorporate a procedure to ‘better’ handle P1 incidents with proper categorization & prioritization. The project lead to satisfactory results.3. Cisco - Operations Readiness Analysis (2008-09)- This analysis provided a gap analysis of accenture compared to Cisco-identified best practices.4. Network Transformation Program (NTP) Governance (2007-08): The major technical up-gradation was underway with new technologies like VOIP and Telepresence being deployed globally. This project was to make sure that all the processes and governance is in place. 5. Was the member of core team for ISO 20000 Availability Management (AM) Implementation Team at accenture Gurugram Office. 6. Worked with accenture Global Training Team to increase Project Management Capability in the organization. This included conducting Project Management Trainings across accenture. Received excellent feedback scores in the range of +96%. Created an Extensive Training Material from scratch. It’s a Unique Effort specifically designed for accenture people.

Single point of contact for a critical customer process regarding any IT Infra scope. These were the core responsibilities of Crisis Manager:1. IT Operations: Collaborating with Customer, Wipro Management and IT Infra Teams for smooth running of 24*7 Wipro BPO environment.2. Directly responsible for a team for 5 crisis desk individuals. Close Collaboration with Server, Network, Telecom, Desktop Management, Logistics and Security for smooth running of the customer process.3. Process Management: Creation of process, implementing it and putting governance in place.4. Crisis Management: Managing the crisis in case of an outage or a major customer escalation. Opening immediate crisis bridge with the customer and following up with concerned teams until the crisis resolution.5. Facing ISO 27001 compliance audits. Prepared complex documents including a SOP on Re-Imaging.Achievements: Awarded "Best Crisis Manager"

The key responsibilities included:1. Facilitating smooth running of operations for a critical customer at EXL Services, Noida2. Responsible for managing operations using ITIL methodology3. Creating documents for customer applications and deploying them4.Coordination for critical incidents and working on Problem ManagementKey Achievements:1. Promoted from Trainee Engineer to Network Engineer2. Promoted from L1 to L2 engineer in September 20043. Sole member in Microland Team handling a critical process at customer site.Placed from T&M Placement Services