Role: Complete ownership of running the change programme to move the exchange from its current platform to a new breed technology. Scope of work includes vendor management, team build up, stake holders management, audit and budgetary control. The Programme is necessary to propel exchange profitability by 70%.

Role: Set up and Transition operations of National Stock Exchange to NSEIT for new exchange being set up in Ahmedabad. Transform the back office for online exams for seamless automated operations and enhance the turn around time by 100%

Role: Complete ownership of setting up a Commodities Exchange (trading engine and surveillance platform), and trading front end. The trading platform is from MIT (London stock exchange company) and front end is from Thomson Reuters respectively. Responsibility included commissioning of the front end, trading engine and 18 downstream applications including decommissioning of the old systems. Overall responsibility of budget in excess of 150 Cr (Rupees)Programme entailed strategizing and building cohesive, multi geography work teams. Setting up teams to embrace change culture with emphasis on auditable toll-gates. The programme was run with agile model. Project best practices of strong communication framework, command centre, war room were designed and implemented.Significant achievements: Delivery of a fault tolerant, FIX and FAST enabled system, scalable to 3000 orders per second with latency under 225 micro seconds. Exchange becomes algo, options and indices ready. System is regulatory compliant and audited. The programme was delivered in time and within budget and zero severity 1 defect on go live.

Role: Providing leadership, strategy, technical and project oversight to Data Centre Movement to managed services model in a new location.Significant achievements: The solution and oversight provided gave DSP evolved and simplified fault tolerant architecture, which is resilient, has growth capability with scalable to 10 million trades in a day with DR mimicking production. The components are plug and play model and completely reusable. The system has allowed BOA ML capture 17% of market share.

Role: Set up offshore technology centre for trade finance in Pune. Evolve, and implement technology strategy for the team. Build relationships to bridge the cultural divide between teams in London and India.Significant achievements: Built consensus on type of hiring in India. Team of architects were hired to roll out global solutions. Approved plan had agreement to set up complete delivery capabilities for the location.

At home focusing on areas that matter the most

Role: Provide leadership and strategic direction to set up off shore unit for global trade finance in India. Responsible for hiring, strategy, and developing process maturity and knowledge maturity in Mumbai. Transform IT from extended arm to value partnership. Initiate the delivery of mission critical global projects from Mumbai. Overall responsibility of budget in excess of 5 million euros.Significant achievements: Built global consensus to set up a scalable organisation including service level agreements for follow the sun model to handle global roll outs. Evolved governance model for local delivery. Initiated trust building exercises to kick start knowledge transfer. Interface design and development for Global trade platform was kick started.

Role: Provide executive leadership as head of local IT. Engineer turnaround of IT’s performance and service levels. Transform IT into strategic business partner. Manage and deliver large-scale projects on time and within budget. Manage global relations with key vendors, consultants, licensees and stake holders. Full responsibility of P&L in excess of 3 million eurosSignificant achievements: Built an independent view for Local business systems. Led key initiatives like Liquidity management solutions, Cheque truncation systems, Global trade systems, global embargo systems. Setup unified application platform to support India data integrity and regulatory needs and reengineering of applications in DB. Brought in financial transparency and managed budgets of more than 3 million euros.Role: Advising senior management on short and long term IES strategy to meet business needs with a focus on costs and profitability. Overall management responsibility for the organisation’s IT infrastructure roll out programmes in India. Co-ordination for disaster recovery strategy. Managing vendors and handling the purchase function. Management of budgets in excess of 4 million eurosSignificant achievement: Roll out of DB’s India Offshore entity (DBOI). Setting up financial transparency model to provide complete transparency of budgetary spends to global stake holders.

IT. Overall management of the conceptualisation, development and end-to-end implementation of the organisation's systems.Strategic business support through proactive identification, recommendation and implementation of newer technology.Budget control for the organisation's IT spend.Managing team (of 30, including indirect reports).Vendor management.