During my tenure as VP of Sales Operations at CleverTap, I focused on scaling up the SalesOps organization. I began by hiring a team in Mumbai, tasked with managing Annual Sales Planning, Performance Tracking, and Management. Additionally, we established Sales Enablement and tooling, ensuring a robust and efficient sales operations framework.

COVID presented a challenging phase while leading a 50+ member organization. Prioritizing the health and well-being of both our CS and customer teams was crucial. We turned the downtime into an opportunity to revisit customer implementations, focusing on data mapping and quality, automation, and user training.

2017: CleverTap had entered its growth stage, and my responsibility was to build a Customer Retention organization. My tenure began with a two-person CSM team, which I gradually expanded over nine quarters into teams that included Customer Success (EU, ME, India, and APAC), the Customer Onboarding Team, and the Global Support Team. We achieved an NRR of over 130% during this period.

I led CRM Consulting for India and the Middle East, managing pre-sales activities and collaborating closely with digital and ERP teams on turnkey projects. Additionally, I coordinated delivery timelines and fostered relationships with OEMs.

2013: Partner SAM was envisaged as a liaison between regional Dynamics Partners and the Global Support Organization, with hubs in Beijing, Hyderabad, and Sydney. The objective was to reduce the time to resolution through objective articulation of issues, understanding their impact on business, and managing customer engagement with local sensitivities.As Partner SAM for India, I managed a portfolio of over 20 global Dynamics Partners enrolled in a paid services plan. I addressed complex support escalations that exceeded the purview of Microsoft's standard support channels, frequently liaising with the Product and Support Engineering teams. This involved aligning technical and architectural advisory to assist with diagnosis and best practice implementation. I also proactively engaged partner teams in training to enhance their delivery capabilities and improve the quality of solution implementations.

2010: The Affordable Care Act (Obamacare) in the US incentivized providers and health systems to establish HIT for meaningful use. Citiustech, a healthcare IT consulting and services company, recognized this unique opportunity.My tenure began as a CRM Solution Architect, hired to develop a collaborative care framework. I soon transitioned to the GTM team for BI-Clinical, a reporting framework prioritized over collaborative care due to opportunities linked to the Obamacare initiative. This marked the company's first venture into product/framework initiatives, diverging from its traditional focus on service offerings. Working closely with the product and leadership teams, I was involved in evangelizing the product through webinars and conferences, driving ISV sales, and establishing channel partnerships for provider establishments.

2007: Direction Software LLP, a Microsoft Gold Certified Partner, was actively leveraging Dynamics CRM to carve out a presence in the Enterprise CRM space.My tenure began as a Functional Analyst and evolved into a leadership role overseeing the expansion of the CRM Practice. My work supported the acquisition and delivery of CRM projects for clients such as Barclays Bank India, Family Credit (a subsidiary of Societe Generale), and Orange Business Services, to name a few.

2004: Major Indian brands were exploring the digital landscape to enhance customer interactions.At Strategic Relationship Solutions, a division of Lintas, we operationalized CRM strategies by leveraging digital solutions to enhance customer loyalty and brand value. I led the operationalization and management of the Customer Engagement Centres, focusing on People, Processes, Systems, and Client Engagement.Clients: Unilever (Fair & Lovely Foundation), Novartis (Novartis Care).