Numbers that shaped organizations.

Problem · A 600+ FTE operation needed stronger utilization, capacity planning and commercial discipline.

Decision · Align workforce planning and operating-model redesign with commercial priorities.

Delivered 30% business growth, reduced annual operating costs from ₹15 crore to ₹12.7 crore (₹2.3 crore / 15.3% savings), and sustained 95% annual average SLA attainment. The billing structure represented potential annualised billings of ₹43.68 crore at full billed capacity, not realised revenue.

Problem · A large UK collections operation needed a step-change in recovery performance.

Decision · Use DMAIC and contact analytics to guide recovery and capacity decisions.

Delivered £29.79M in collections performance, representing 104% year-on-year growth, and improved process SLA attainment from 60% to 94% within 12 months (34 percentage points).

Problem · Aggressive recovery targets required stronger execution without compromising compliance.

Decision · Translate recovery targets into team-level coaching and contact strategies.

Increased collections performance by 58% in 2005 and 110% in 2006.

Problem · Strategic accounts needed stronger delivery, retention and expansion discipline.

Decision · Connect workflow redesign with account reviews and customer insight.

Contributed approximately 40% of company revenue through strategic account expansion, retention and enterprise growth; improved productivity by 20%.

Problem · A new 300+ FTE customer-facing operation needed governance, quality and scalable controls.

Decision · Establish operating controls and re-engineer collections workflows.

Description · At ACW Holdings LLC (Dubai Properties) in Dubai, I established and led a 300+ FTE operation spanning customer-facing sales, customer service and collections. The leadership challenge was not simply to build capacity, but to create a consistent operating framework across these teams: clear governance, quality controls, training standards and service-delivery expectations. I built those foundations and re-engineered collections workflows to strengthen day-to-day execution. This work increased operational efficiency by 20% and enhanced revenue generation, demonstrating how disciplined process design and frontline readiness can support both service delivery and commercial performance.

Increased operational efficiency by 20% and enhanced revenue generation. Established training programmes, quality standards and operating protocols to strengthen service readiness and customer satisfaction.

Problem · A large multi-process operation needed consistent delivery and stronger people governance.

Decision · Strengthen leadership development and people governance alongside operational cost and service oversight.

Led 300+ FTE operations and reduced attrition by 25%. Reduced annual operating costs from ₹10 crore to ₹8.7 crore (₹1.3 crore / 13% savings); improved domestic SLAs from 73% to 92% and international SLAs from 81% to 95%. Domestic annualised billings represented ₹14.4 crore; international potential annualised billings were US$832,000 at full billable capacity, not realised revenue.

Problem · Global HR administration needed consistent workflows and documentation without losing country-specific policy and legal requirements.

Decision · Build a common HR workflow framework and align implementation with local HR teams and country-specific requirements.

Description · At Capgemini India in Kolkata, I led the development of a global HR Administration workflow framework across APAC, EMEA, the UK and India. I mapped end-to-end processes and created SOPs, process guides and knowledge documents, incorporating local requirements such as maternity leave policies and employee family insurance provisions. Working with local HR teams, I balanced global process consistency with country-specific laws and practices. I also used SAP to enter and update employee records for new joiners, rehires and internal movements, and worked with Transition Leads and Solution Architects on process redesign and automation roadmaps.

Developed a global HR workflow framework and supporting documentation, aligned global process standards with local HR policies and practices, and supported implementation roadmaps for process redesign and automation. The CV reports these deliverables without quantified savings or productivity outcomes.