Experience

Avataar Venture Partners

• Venture Capital and Private Equity Principals
• 1 - 100 Employee

• Principal

  • Mar 2021 - Present



Dell Technologies

• United States
• IT Services and IT Consulting
• 700 & Above Employee

• Senior Director - Sales Strategy and Planning

  • Mar 2019 - Nov 2020

  Responsible for go-to-market design and operations for ~$90B revenue and ~30K sales-makers – lead a team chartered to identify and operationalize growth opportunities through levers such as prioritizing customer segments for investments, optimizing mix of routes to market, and improving sales productivity through coverage and compensation design changes. I learnt about collaborating cross regionally and functionally across all levels to drive change in a large and matrixed organization. I also learnt about sales strategies and orchestrations for a large B2B portfolio consisting of different customer segments and product complexities.



AllyO

• United States
• Software Development
• 1 - 100 Employee

• Business Strategy and Operations Lead

  • Feb 2018 - Feb 2019

  Responsible to build and scale Series-A AI SaaS start-up that is funded by Google and Bain Capital, and is disrupting the traditional recruiting practices – joined as the first business leader and grew from ~10 to 100+ FTEs in ~12 months • Established the company identity from the ground-up – defined target market, problem we will solve, and our value proposition; tested and iterated on product-market fit • Built and ran the business functions – implemented goals, processes, systems (e.g., CRM, marketing automation) and hired the team members and leaders (e.g., 6 sales pods across all US territories) for all functions (e.g., sales, marketing, customer success, partnerships) • Ran company-level management cadence (e.g., goals, budget, and performance dashboards) I learnt many lessons - 1. how grit and street-smartness can accomplish great things 2. how to build teams and culture 3. how to rapidly scale a SaaS company 4. mechanics of sales, marketing, customer success and partnerships.



McKinsey & Company

• Business Consulting and Services
• 700 & Above Employee

• Engagement Manager

  • Feb 2016 - Feb 2018

  Led 2-4 member teams to help tech clients define and implement product, go to market and M&A strategies; for example • Led product strategy for a $1.4B cloud-born software company to set growth targets, make portfolio investment choices, and develop product roadmap and go to market plans to achieve the targets. Net impact – plan to achieve 3X revenue growth in 3 years • Led go to market transformation of world’s top 5 global software company to transition to the Cloud sales model (e.g., shift to specialists-led sales, Customer Success led nurturing and expansion). Net impact – changed the generalist to specialist mix of 10,000+ sales resources and established a Customer Success function with >1,500 FTEs • Led full M&A cycle (build vs. buy analysis, diligence and integration) for a tech distributor to pivot its portfolio from a predominantly commodity distribution business to a high-margin custom assembly business. Net impact – 10% increase in its market cap on the announcement day and realization of >$125M (15% of baseline) in synergies • Led product portfolio rationalization for a top 3 printer manufacturer and identified resulting R&D and manufacturing cost savings. Net expect – 30% reduction in SKUs resulting in ~$150M savings (10% of baseline) • Served Private Equity with market scan and due diligence on tech investment opportunities Contributor to firm’s knowledge development in areas of software engineering, technology diligence and Customer Success I learnt problem solving skills, team-work, exec presence, and value of singular focus on impact.



Strategy&

• United States
• Business Consulting and Services
• 700 & Above Employee

• Director

  • Jan 2010 - Feb 2016

  Helped technology companies to formulate and execute on growth plans; for example • Developed growth strategy for Cloud Support Services division of a Fortune 50 technology company that was experiencing Services revenue erosion due to shift to Cloud business model – this involved identifying alternate revenue streams through new offerings. Net impact - shift from $750M net loss to break-even for the Support division • Developed go to market strategy for $3B Business Process Outsourcing division of a Fortune 50 technology company – this involved identifying attractive market segments, rationalizing current portfolio of service offerings, and developing go to market plans on what to sell, to which customers, and through what channels. Net impact - ~1.5X increase in margins and stabilization of declining revenue • Developed a business model transition strategy for a $9B legacy on-premise software company to quickly shift to a Ratable revenue stream through changes in current software delivery models and inorganic pathways. Net impact - 1.5X increase in market valuation in ~2 years after the announcement of the transition to the Street Served Private Equity and Corporate investors in Technology sector to evaluate investment opportunities and develop / validate deal thesis. Unique ability to analyze market, customers, operations, financial performance and product technology to determine deal implications • Led 18+ market scan and diligence (commercial, operational and technology) engagements • Led 6+ post deal merger integration / carve-outs and value capture projects - example of value capture levers include new product launches, market / products portfolio rationalization, R&D and SG&A optimization



PRTM Management Consultants

• Business Consulting and Services
• 1 - 100 Employee

• Manager

  • 2010 - 2011

  Member of the Private Equity team serving investors evaluate M&A opportunities in Tech sector through commercial and operational diligences, and support through the deal lifecycle. PRTM was acquired by PwC's Strategy&. Member of the Private Equity team serving investors evaluate M&A opportunities in Tech sector through commercial and operational diligences, and support through the deal lifecycle. PRTM was acquired by PwC's Strategy&.



DXC Technology

• United States
• IT Services and IT Consulting
• 700 & Above Employee

• IT Strategy Consultant

  • 2007 - 2010

  Member of the IT Strategy Consulting team helping clients assess IT opportunities and risks to improve performance, reduce risks and optimize investments. Member of the IT Strategy Consulting team helping clients assess IT opportunities and risks to improve performance, reduce risks and optimize investments.