Currently, I am a mentor for many startups and accelerators/programs across Germany. I also help startups/midsized companies from US/Asia establish/go-to-market in Europe and vice versa.

Accelerators that am a part of:

• Insure Tech Hub Munich
• Plug and Play, Munich
• EIT Health, Europe
• Disruptors.ai, Global (virtual)
• Startplatz, Cologne
• DueDash, Cologne
• Ambassador, GINSEP (German-Indian startup exchange program), Berlin

Platform that assists customers with their talent generation strategy and help develop candidate pipelines. Our talent strategy consulting services will help define the talent the companies need and attract it to their business.

• Define the Digital Strategy for Stellify and its clients and create a roadmap to increase their Digital footprint
• Deliver the Search Engine Optimization and Social Media strategies
• Customer Relationship Management
• Candidate Pipeline acquisitions
• Build the future for Stellify, including AI and Video capabilities

Roles

• Deputy Product Owner for a workstream on a Global Program running on SaFe methodology.
• Management Consultant to the Program Director Transformation
• Management Consultant to Global Head of Global Business Solutions

Proficiency

• Feasibility study for new IT tools, including legal requirements of data residency and business requirements.
• Solutioning the integration between legacy systems and legacy systems with new age systems.
• Data Migration planning for integrating legacy systems with new-age systems.
• Defining the division's Operations Strategy for 2023.
• Documenting the change of the legacy system into the cloud.
• Revision of the SLAs across the regions and Allianz entities.
• Capitalisation of the Program.
• Writing and refining Epics and defining them for the IT teams to write up user stories and develop the product.

I had a Stroke on December 23rd 2018 while the doctors were operating to remove a thrombose which was blocking the flow of blood to my left brain and the after effect was an impairment of my speech (Apraxia of Speech) and little instability in my right hand while nothing happened to my memory, comprehension and cognitive abilities. After rehab for a month and ongoing speech therapy, I believe I am able to communicate well enough now.

• As a Mentore, the roll was to redefine the entire corporate website and add enough content for the website to attract customers
• Built "Click to Action" sections and SEO elements to rank on google higher
• Facebook Marketing Campaigns, Email Marketing, Linkedin Marketing and SEO techniques
• Build Target Operating Model to "Go to market"

[company by request] rebranded to itsmyloyalty in March 2017, pivoting the model from a Business to Customer (B2C) to a Business to Business to Customer (B2B2C), focusing on helping Banks and Businesses retain their customers and increase revenue through Predictive Analytics and Artificial Intelligence

Itsmyloyalty built capabilities to help Banks

• Increase their card transactions by recommending to their customers offers curated by the banks on a mobile platform
• Analyze the customer location journey and potential places where customers would spend
• Based on the above analysis, provide data points for banks to negotiate better deals for their customers
• Position significant opportunities for privileged customers of the bank

Itsmyloyalty built new age breakthrough concepts & technology for businesses to increase revenue

• A software independent solution that could sit on top of any Business’s point of sale software (PoS) and capture customer data – Businesses didn’t need to invest on a CRM software – a SaaS approach.
• Create, Run and Manage Loyalty Programs
• Analyse data of the customer to position offers and products based on the customers unit level purchase behaviour. Like offers on Single Malts to a whisky drinker.
• Provide predictive behaviour of the customers based on purchase history by building Digital Personas of the customer
• Connected the Bank’s customer to drive more traffic

Key Roles:

• Product Owner – Concept to Delivery
• Go To Market Strategy
• Business Development
• Sales & Operations
• Alliance Partnerships & Key stakeholder Management
• Legal
• Accounting

The App was launched with the idea of profiling customers and their eating habits and use predictive modeling to recommend to them the best restaurants to eat in based on their Taste, Preference and Behaviour. It took its own course and multiple features were added like.

• A Social platform for customers to share their food journey
• A Coupon ecosystem that recommended offers based on the customers profile
• Gamification, where customers creating content could compete with others and win contests.

The App had filed a Provisional Patent called Nativity Rating. When customers look at ratings across any domain, they are not provided the exact ratings from our community – Like Indians rating an Indian restaurant in Germany. The App rebranded to itsmyloyalty in March 2017, pivoting the model from a Business to Customer (B2C) to a Business to Business to Customer (B2B2C), focusing on helping Banks and Businesses retain their customers and increase revenue through Predictive Analytics and Artificial Intelligence. Itsmyloyalty built capabilities to help Banks.

• Increase their card transactions by recommending to their customers offers curated by the banks on a mobile platform
• Analyze the customer location journey and potential places where customers would spend
• Based on the above analysis, provide data points for banks to negotiate better deals for their customers
• Position significant opportunities for privileged customers of the bank

Itsmyloyalty built new age breakthrough concepts & technology for businesses to increase revenue.

• A software independent solution that could sit on top of any Business’s point of sale software (PoS) and capture customer data – Businesses didn’t need to invest on a CRM software – a SaaS approach.
• Create, Run and Manage Loyalty Programs
• Analyse data of the customer to position offers and products based on the customers unit level purchase behaviour. Like offers on Single Malts to a whisky drinker.
• Provide predictive behaviour of the customers based on purchase history by building Digital Personas of the customer
• Connected the Bank’s customer to drive more traffic

Once the development of the product was done, it was time to take to the market andd sell it to customers. On one side we had to acquire users to download the app / sign up on the website and the other side acquire B2B customers who were our revenue. With a team of 3 sales people and 5 digital media, we built 10000 users and 60 customers in 7 months.

• Product Owner – Concept to Delivery
• Go To Market Strategy
• Business Development
• Sales & Operations
• Alliance Partnerships & Key stakeholder Management
• Digital Strategy
• Socila Media
• SEO
• Customer Acquisition
• B2B sales

Key Roles:

• Product Owner – Concept to Delivery
• Legal
• Accounting

[platform by request] was launched with the idea of profiling customers and their eating habits and use predictive modeling to recommend to them the best restaurants to eat in based on their Taste, Preference and Behaviour. It took its own course and multiple features were added like.

• A Social platform for customers to share their food journey
• A Coupon ecosystemthat recommended offers based on the customers profile
• Gamification, where customers creating content could compete with others and win contests.

[platform by request] had filed a Provisional Patent called Nativity Rating. When customers look at ratings across any domain, they are not provided the exact ratings from our community – Like Indians rating an Indian restaurant in Germany.

• As part of the Globall Vendor Management initiative the dicision had to allign to the new system
• This meant mapping over 700 vendors across 100 countries for the 7 lines of business, making them compliant in terms of having pre-signed contracts, legally contracted and adding them to the vendor portal for transferring the work to them
• Training the 350 staff on hoe to use the vendor portal plus training the outsourced team to manage the admin work

Allianz Global Corporate & Specialty is the Allianz center of expertise for global business insurance and large corporate and specialty risks. With a worldwide network in more than 210 countries and territories, AGCS is one of the very few global insurers with an exclusive focus on the needs of global corporate and specialty clients.

Proficiency:

• Strategic Consulting – Created Global Operating Models
• Business Transformation through Digital Automation – Created a global CRM from scratch to centrally capture critical customer insurance data, complete business management from planning to execution for all Lines of Business and Regions
• IT Solutioning and Change
• End to End Project Management from Concept to Delivery
• Business Requirement Analysis and Business Process Improvement
• Offshoring & Centralizing Operations
• Due Diligence – Vendor selection

Deliverables:

• 5 Million Euros per year saved by Offshoring & Centralizing Operations
• Service Provider Management – Setup & Managed KPIs of Operation Teams
• Digital Automation of Business Processes (IT Solutioning and Global Processes)
• Managed Business projects with Global roll outs for Business Change and IT rollouts / upgrades – Across 30 countries
• Built the legal process for 3rd party contracting. Compliant according to US, German, French, UK and Singapore local Laws & Regulations – 400 third party contractors onboarded across the world
• Core Business Process efficiency gains – 1 million euros a year savings
• Other Global Business processes – 500k euros a year savings
• Innovation strategy and Management – built the innovation model for the division

Regions Managed:

• Europe – Region Germany, France & UK
• Americas
• Asia incl. Australia

• As part of global target operating model, most internal operations staff across the world had to be centralised to cost effective centers whilst ensureing the staff are upskilled to higher roles
• The project covered operational staff across 5 continents and had to be moved to Allianz India
• This involved placing the existence staff with roles that map their skills, like moving accounting people to accounting or legal admin people to legal etc
• This created a total savings for the company of 2 Million euros a year

• New Audit and Legal requirements made changes to the vendor contracting process
• The process where, legal had to verify many pre-authorisation steps which were outsourced and Legal would look at the final contractual terms
• This also involved compliance with respect to Solvency 2 regulations and Plus anti-corruption laws
• Process was created with multiple handoffs to create the entire lifcyle and acceptance from Legal before contracting with the vendor with a 5 step authentication model

• ARCNET was the main tool of the division and had to got through an upgrade with its CRM, Microsoft Dynamics
• With the upgrade, all the 5 Global Regions across 37 countries and all Outsourced teams had to be trained, enure training was managed and completed and all staff had cleared the assessments
• Ensure the upgrade was a success from an IT Implementation side, which meant Testing the product and rollout
• Ensure the staff started using the new tool seamlessly

• The Global Travel guidelines were released for the company and a process had to be released to get appropriate sign off's especially for Inter Continent Travel
• The process was created and rolled out across 37 countries and 350 staff in the division and adhered to the overall company guidelines
• The process involved, compliance tracking, sign off's and analytics

• With more than 10000 hours a year going into meetings for the 350 staff in the division, a virtual assistant service was setup for them to dial in to the meeting and send out the minutes of the meetings thus saving nearly 1000 plus hours
• The virtual assistant will also create presenations for the staff for internal and external use
• The presenations would adhere to the branding guidelines of Allianz
• Plus they will also help in itinerary management by booking travel requirements, including hotels and car rentals

ARCNET was the main tool of the division and had to got through an upgrade with its CRM, Microsoft Dynamics.

With the upgrade, all the 5 Global Regions across 37 countries and all Outsourced teams had to be trained, enure training was managed and completed and all staff had cleared the assessments.

Ensure the upgrade was a success from an IT Implementation side, which meant Testing the product and rollout.

Ensure the staff started using the new tool seamlessly.

Allianz Cornhill was a wholly owned offshore unit of Allianz Insurance PLC UK. The organisation mainly focuses on Business Process Outsourcing, Software Development and other IT Enabled Services.

Lead and delivered the Operation’s work stream for a large IT Project spanning the America’s, Europe & Asia Pacific. The role was to define & set up global processes, cutting across different Lines of Business and Regions and transform the existing work areas & working patterns, Solutioning into application development, ensuring delivery of these processes & applications and incorporating change, leading to huge cost benefits with estimated yearly savings at € 10 Million.

Proficiency

• Business / Organization Change – Ensure delivery of Organisational Strategy/ Target Operating Models / Objectives and smooth transition of Change
• End to End Project Management from Concept to Delivery,
• Portfolio Management
• PMO & PSO set up & Management including Project Management Life Cycle (PMLC)
• Outsourcing, Offshoring and Transitions

After the entire Business Porcess Mapping and sign off, the process had to be translated into IT solutions for the outsourcer to build the ARCNET tool.

This involved continous testing and iterative product build.

A total of 60 people worked in this phase, including business, the IT outsourcer and my team to ensure we get the tool right.

One of the most important aspects of the Overall Project was to create a target operating model for the division, ensuring centralisation of roles and skills whilst creating new roles to support the entire division of 350 staff across 35 countries.

The Operating model had the following aspects built into it

1. Operations

2. Outsourcing

3. Change Management team

4. Internal IT Product Owner

5. Training Manager

6. Legal

7. Compliance

8. Audit

9. Budgeting 

10. Cost center Management

11. Project Management

12. Process Management

Allianz Global Corporate Specialt was created a few years ago and the project involved us to Business Process the entire division of Allianz Risk Consulting, spanning 35 countries, 5 regions, 7 lines of Business and 15 smaller companies which were to be bought into one GLOBAL PROCESS.

With a team of 5 analysts in my team, we travelled across the world to map the process and create one giant process that was then signed off to build a tool called ARCNET.

Highly time sensitive and very fast project enivroement. This Phase of the project cost 2 million Pounds

AVIVA global shared services were the holding and managing arm of aviva in india for all their outsourcing activities.

The role had to interact with multi vendor, multi location and multi skill portfolio whilst ensuring the right jobs are outsoruced.

A total of more than 10000 jobs were offshored to manage operations and IT.

The role had to liaise with the deman management team, IT infrastructure, vendor management and all the program managers from across the world to ensure smoot transition of work to India.

Governance, Multi Project monitoring and delivery were key areas.

Proficiency

• Structural & Organizational Change – Build Operate Transfer (BOT) Model & Strategic M&A of AGSS
• Business Change and Portfolio Governance – Spanning 6 Locations and 5 vendor partners
• End to End Project Management
• Process Migration and end to end Transitions.

I was hired with a mandate to Offshore the Life Insurance and Pensions operations from UK & Ireland to India.

In the span of 2 years we offshored more than 700 seats to india across 5 centers and 3 vendors.

The role initially was to understand all the processes on shore and then do a knowledge transfer to teams in inda who will then be the back office for the operations.

The role included

1. Business Process Mapping

2. Knowledge Transfer

3. Training

4. Hiring

5. Operations

6. Quality

7. Compliance

8. Rewards & Recognition

9. Transition Management

10. SLA Management

11. KPI Management

12. Offshoring

Proficiency

• Offshoring and Migrations
• Program Management
• Service Delivery and SLA Management

AOL in india at that time was a 100% captive supporting its users in the US.

My role was as the team leader of the tech support process. Started with 20 team members directly reporting to me and when I quit, I had 180 employees reporting to me.

I was also instrumental in offshoring and transitioning the AOL for Broadband into bangalore and managed the initial teams.

Indian Institute of Management, Bangalore IIM B, is recognised as the top 5 MBA Colleges in India and among the top 50 in the world.

The executive MBA was for 52 weeks on every weekend and was along with my 5 day working week.

AVIVA then my employer sponsored the education as they looked at as among the fastest growing executives in the company.

I specialised in Strategy, Operations and General Management