What I lead
Three disciplines, one operating standard.
Every leadership mandate I take on sits at the intersection of scaled operations, commercial growth and transformation — executed with measurable outcomes.
01
Operations at scale
- End-to-end ownership of 300–500+ FTE operations across voice, non-voice, collections, customer support and back-office.
- SLA governance, workforce planning, capacity modelling and KPI discipline that keep enterprise clients within contractual bounds.
- Lean Six Sigma process excellence, SOP redesign and automation that cut handle time and lift productivity by 20%+.
- Experience across India, UAE, APAC, EMEA, US and UK delivery environments — onshore, offshore and hybrid.
02
Commercial growth
- Business development and strategic account management that generated ~40% of company revenue and sustained 20%+ YoY sales growth.
- Full P&L ownership, pricing discipline and commercial negotiations with C-suite stakeholders and enterprise clients.
- RevOps design: pipeline management, forecasting rigour and cross-functional alignment between sales, delivery and finance.
- Repeatable playbooks for landing, expanding and retaining high-value accounts in BPO, banking and technology services.
03
Transformation
- Operating model redesign that improves cost-to-serve, quality and speed without compromising employee experience.
- Technology-led transformation: RPA, workflow automation, CRM/telephony upgrades and self-service channel deployment.
- Change management, culture resets and leadership coaching that turn underperforming teams into top-quartile units.
- Data-driven decision making with dashboards and governance cadences that make performance visible and actionable.