Available now — roles & consulting
Mumbai — Enterprise transformation · Operations · AI
Business Operations & Transformation Leader
Enterprise service delivery, process governance, and business-led digital change.
I help organisations strengthen service delivery, fix broken processes, and turn business requirements into systems people actually use. My background spans enterprise service delivery, cross-functional escalation governance, and business-led digital transformation — coordinating people, process and systems through implementation, not just recommending it.
Mumbai · IST (UTC+5:30) · I reply within a day
Nine years across two enterprise accounts, escalation governance spanning HR, IT and SAP Ariba, and a Chief Business Officer stint running CRM and SOPs end to end. Full role history, dates and scope in one document.
Download résumé (PDF) For businessesCRM implementations, SOP rollouts, escalation governance and AI-enabled reporting — built and run, not just recommended. See how three of these actually worked, then book time to talk about yours.
See case studiesFor businesses
The full career history is below. These three show what was broken, what I did about it, and what held after I left.
No formal CRM, no SOPs across sales, operations, marketing or support, and a website that no longer reflected the business. Decisions were being made without a shared source of truth.
Acted as business owner for a CRM implementation — requirements, workflows, feature priorities and UAT — while coordinating an external technology team. Redesigned the customer journey and directed a website modernization and digital roadmap. Wrote SOPs across all four functions and introduced AI-assisted workflows for reporting and documentation.
CRM live and in use at handover, with SOPs in place across the business. I stayed on as on-call strategic advisor to leadership for several weeks after the core engagement closed, through late April 2026.
Enterprise escalations spanning HR, IT, SAP Ariba and Procurement lacked a consistent owner. The work needed a more regular reporting cadence and clearer visibility across functions, and onboarding and access governance varied by team.
Took ownership of specialist enterprise escalation operations and became the standing liaison across HR, IT, SAP Ariba and Procurement. Formalised onboarding and access-management governance, and built the executive MIS dashboards and RCA documentation the business used to make decisions.
Six years running the function with sustained cross-functional trust, and a reporting cadence formal enough that leadership planned around it rather than asking for it.
An enterprise account at real scale — roughly 200 associates — needed consistent SLA performance, a bench that stayed trained, and a steady hand on the escalations that reached leadership.
Owned SLA adherence, quality and coaching across the account. Ran new-hire training and mentoring to keep the bench ready, and handled critical customer escalations directly with cross-functional stakeholders.
Three years of sustained operational governance at scale — the track record that moved directly into the standing escalation leadership role at Ultimatix next.
A short detour
A short operations challenge. Three decisions. One system to improve. Fictional business, fictional numbers — the trade-offs are the real part.
About
I've spent most of my career inside operations that can't afford to go down — nine years in enterprise service delivery and escalation governance at Tata Consultancy Services, then leading business transformation for Dynamic Travels in Mumbai.
The through-line is the same wherever I've worked: find where a process depends on one person's memory instead of a documented system, then fix that. At TCS I built the reporting and escalation governance that gave leadership a reliable view across HR, IT, SAP Ariba and Procurement. At Dynamic Travels I owned a CRM implementation and a company-wide set of SOPs from the business side, end to end.
What differentiates how I work is that I stay through implementation, not just the diagnosis. I write documentation people actually use, coach the team that has to live with the change, and keep the numbers honest enough to make decisions from.
Track record
Advised leadership on business operations and technology for several weeks after the core engagement below closed.
Business owner for the CRM implementation, website modernisation and company-wide SOPs across sales, operations, marketing and support.
Specialist enterprise escalation operations — standing liaison across HR, IT, SAP Ariba and Procurement, plus onboarding/access governance and executive MIS dashboards and RCA documentation.
Operational leadership for roughly 200 associates serving Telstra Australia's enterprise customers — SLA adherence, quality, coaching and critical customer escalations with cross-functional stakeholders.
Three UK customer operations — SLA adherence, customer experience and new-associate onboarding.
Built an experiential gaming and events venture — business development, partnerships, vendors and commercial operations.
Marketing initiatives, client engagement and business development.
End-to-end event operations, vendor coordination and client delivery.
South Mumbai region. Grew hospitality partnerships and opened opportunities in the domestic airline sector.
How it fits together
Every engagement is some mix of these five — pick one to see how it shows up, how I approach it, and where I've done it.
Illustrative outcomes — what these practices are designed to support, not measured client results.
Delivery depends on a handful of people who know how things really work — everyone else waits on them.
My approachBuild training, mentoring and access/onboarding structures so the capability sits in the team, not in one person's head.
Where I've done itRan new-hire training, mentoring and SLA coaching across roughly 200 associates on the Telstra Australia account at TCS.
Work happens however whoever's doing it prefers, so quality and speed vary by who's on shift.
My approachWrite SOPs people actually use, put RCA discipline around root causes, and set governance around the steps that matter.
Where I've done itWrote SOPs across sales, operations, marketing and support at Dynamic Travels; ran RCA documentation for enterprise escalations at TCS Ultimatix.
The CRM and workflow tools don't match how the business actually works, so people build workarounds instead of using them.
My approachAct as business owner through implementation — requirements, workflows, UAT — so the system fits the work, not the other way round.
Where I've done itBusiness owner for a CRM implementation, website modernisation and digital roadmap at Dynamic Travels, coordinating an external technology team.
Leadership finds out something's wrong from a customer or a complaint, not from a report.
My approachBuild executive MIS dashboards and reporting that surface the right signal before it turns into an escalation.
Where I've done itBuilt the executive MIS dashboards and RCA reporting leadership used to plan, running enterprise escalation operations at TCS Ultimatix.
Everyone's told to "use AI" but no one can point to where it actually saves time.
My approachIntroduce AI-assisted workflows for reporting, documentation and first-draft analysis — scoped to what's genuinely faster, not a pilot for its own sake.
Where I've done itIntroduced AI-assisted productivity workflows at Dynamic Travels; trained through the Government of India's NSDC Generative AI certification and the OutSkill Generative AI Bootcamp.
For businesses
Practical engagements, scoped around your business. What we'd actually do together depends on what we find — proposed ways of working, not guaranteed outcomes.
Who actually holds undocumented knowledge, and where handoffs break when they're out.
SOPs, cross-training and access/onboarding structure so the work doesn't live in one person's head.
Documented SOPs, a responsibility matrix, and a handover plan your team can run without me.
How the team actually works day to day, versus what the current tool assumes.
Requirements, workflow redesign and a UAT plan — coordinating with your technology team or vendor as business owner.
A CRM/workflow spec your team helped write, and a tested rollout that matches how you actually operate.
What's currently reported, versus what decisions leadership actually needs to make.
KPI definitions, a reporting structure and MIS dashboards tied to real decisions, not vanity numbers.
A reporting cadence and dashboard leadership can act on, not just look at.
Which repetitive reporting, documentation or analysis tasks are actually worth automating.
A small number of scoped AI-assisted workflows for the tasks that are genuinely slow — not a general pilot.
Working AI-assisted processes your team can run day to day, and a clear view of where it wasn't worth it.
No pricing or commitment on the call — just working out whether it's a fit.
Find your fit
A shortcut, not a gate — everything below is already on this page. This just points you at the case study and next step that match.
1. What brings you here?
2. What's the need?
Contact
I'm available now — for a permanent role, or as a consultant to teams who need the operations side sorted. Happy to talk transformation strategy, process governance or practical AI adoption. Based in Mumbai, used to working across time zones.