I help IT services companies grow enterprise revenue by turning complex capabilities into business outcomes clients can believe in, buy and scale.Over 25+ years, I have led growth across BFSI, Healthcare, Hi-Tech, Retail, Telecom and Manufacturing, with P&L ownership up to $180M and experience shaping large multi-year transformation engagements.
My work sits at the intersection of sales, strategy and technology. I build C-level relationships, grow strategic accounts, create differentiated offerings and help companies move from challenger to trusted partner status.
I lead from the front, in the room with clients, partners and teams, shaping the value story and staying close to execution.
// Currently building a stealth-mode venture at the intersection of AI · Data · Security.
Three ways to engage — all hands-on, none advisory-only. I build the GTM, run the partnerships, work the pipeline, take the first call, close the deal, and grow the account afterwards.
Embedded as the front-line revenue leader for 90 days to multi-quarter. Stand up the GTM, build the partner motion, work named pursuits personally, take the first calls, shape and close large deals, then grow and expand the strategic accounts. Operator-grade — not slide-deck advisory.
How I operateBoard and operating-partner relationships with PE firms scaling enterprise services portfolios. Operator-grade contributions, not committee-only: GTM diligence, BFSI account de-risking, hands-on pursuit support on top-3 deals, alliance ecosystem build, AI-transformation positioning.
Open a board conversationHands-on field-tested talks and working sessions: the IT-services CRO playbook, BFSI growth in an AI era, GCC 2.0 strategy, alliance-led pursuit, and the cost-to-profit model from YTL/1BestariNet. Built for rooms that want operator stories, not consultant theory.
Book a session80+ named accounts across BFSI, Healthcare, Retail & CPG, Manufacturing & Auto, Telco, Logistics, Education and Hi-Tech/ISV — sold, signed, delivered. Six markets. Four continents.
Walmart
P&G
JAGUAR
Land Rover
WEIR
TracFone
Claro
Vertafore
Wolters Kluwer
GORDIAN
TRC
HSBC
Nasdaq
TIAA Bank
Goldman Sachs
Morgan Stanley
BNY MELLON
BlackRock
Sands Capital
Merck KGaA
Castleton CI
Caliber Home Loans
Cloud Lending
Security Finance
FedEx
Gategourmet
A selection of large managed services contracts and turnkey transformation programs across BFSI, telecom, retail, hi-tech and public sector — the deals behind the P&L numbers.
Won a multi-year application maintenance and support deal — $120M / 3-year TCV — displacing a top-5 incumbent provider. Scope spanned enterprise platforms and Adobe-related components.
JV-led greenfield national 4G network paired with the 1BestariNet education platform connecting thousands of Malaysian schools. Cost-to-profit commercial model — investment recovery planned at 18 months, profitability achieved within 6.
Multi-tower BFSI engagement combining offshore delivery center, 24×7 infrastructure operations, India-based NOC, and .NET modernization for a global asset manager. Recovered a challenged transformation program through delivery intervention.
Consolidated 18 applications into a single multi-tenant platform. 24×7 support optimization and offshore operations funded the new platform from existing run-estate savings — innovation paid for from the operations budget itself.
Treasury workload migration from Hadoop to Snowflake for one of the world's largest asset servicers. Workload movement, validation, and run-readiness across a regulated cloud data platform.
100K-user BI modernization at a top-5 global bank. Built a $30M pipeline across 50+ application teams; secured a $7.5M / 3-year Modernization Factory contract anchored by a sharper analytics value narrative.
Strategic East Coast telecom account. "Defend and grow" execution lifted Verizon Enterprise & Consumer from $130M to $180M across applications, infrastructure and data services. Broader BU portfolio also included Sony, Walt Disney, Bloomberg and S&P.
From $15M to $180M — full accountability across strategy, team, and execution. Consistent track record of growing and defending revenue.
Deep CXO engagement at Citibank, BlackRock, Goldman Sachs, Verizon, BNY Mellon — turning vendor relationships into strategic partnerships.
Multi-year digital roadmaps: cloud migrations, BI modernization, AI/ML use cases, supply chain digitalization for global enterprises.
Built and leveraged alliances with Salesforce, MuleSoft, AWS, Google, PTC, VMware, RedHat for differentiated GTM.
Built and led high-performance teams across the US, UK, India, Malaysia, Canada, and APAC. Distributed delivery organizations.
Repeatedly built greenfield accounts from $0 to $50M+ — finding entry wedges, building brand recognition, converting wins to long-term engagements.
Where I think the IT services industry is heading — across AI delivery economics, GCC strategy, BFSI growth and cybersecurity as a services practice. Stakes in the ground, not summaries.
Most IT services firms are still selling AI as a feature on a slide. The winners in 2026 are repositioning the entire delivery factory around it — Co-Pilot, Squad Models, AI-augmented tickets — and pricing engagements differently.
At ITC Infotech we ran Co-Pilot + GitHub across BlackRock and Goldman Sachs squads and delivered ~30% engineering efficiencies — but the bigger lesson was commercial: the savings get monetized in the price model, the squad design, and the renewal narrative, not in the bot itself.
The captive-vs-vendor debate is over. The next decade of GCC strategy is about hybrid talent ladders, IP capture, and turning India centers into product engineering and AI labs — not cost arbitrage warehouses.
I built greenfield delivery centers from $0 to $50M in India and ran the DHL ODC inauguration with NASSCOM at UST. The captive model that worked in 2010 is the wrong model for 2026 — the firms that win their GCC bet next will treat it as a product P&L, not a cost center.
Banking buyers have stopped buying generic services. They want platforms that ship modernization in 90-day waves, with measurable savings underwritten. The vendors who win can sell a Modernization Factory contract — not just staff a project.
At USEReady we anchored a 100K-user BI modernization at Citibank into a $7.5M / 3-year Modernization Factory. The shape of the contract — productized waves, capacity tiers, value-share — was as important as the technology. The next decade of BFSI services revenue lives inside this contract structure.
For services firms in BFSI and healthcare, cyber is no longer a logo on an alliance slide — it's the highest-margin attach in the portfolio. The firms that win the next five years package it as offer + insurance + governance ladder, not as a tool resale.
My alliance work with Darktrace, Tricentis and the broader testing/security partner stack at Marlabs taught me how cyber moves a deal. The buyers aren't buying tools — they're buying defensible architectures, posture roadmaps, and CISO-grade governance. Most services firms still sell the tool.
Twenty years on the front line closing deals.
The last two, building the agents that close them with me.
I don't ask leaders to bet on agentic AI without betting my own pipeline on it first.
Your autonomous revenue partner, backed by a specialist agent network. Consent-gated, confidence-thresholded, human-in-the-loop, with an immutable audit log on every write.
Every agent in this stack is live and in daily use. Some run only on my machine as a deliberate guardrail — sensitive workflows stay local by design, not because they're unfinished.
Five role shapes I'm built for. Specific by design — so buyers self-qualify in seconds, not weeks.
Full-time, or 90-day-to-multi-quarter operator engagement. Build the GTM, run the partner motion, work the pursuits, close the deals, hand off the org — with a successor I've personally hired.
A single anchor account, or 2–3 strategic logos. Open the executive doors, shape the multi-year MSA, run the account-growth playbook through second- and third-tower expansion.
Quarterly board cadence with pursuit-level intervention on top-3 strategic deals. Independent commercial read on the bookings → revenue → margin chain across the portfolio.
Boards where commercial credibility is the gap. BFSI account de-risking, alliance defensibility, AI-services positioning, multi-year MSA economics — written and on the record.
90-day to multi-quarter, embedded — not advisory. Personally working the top-3 pursuits while the operating system gets rebuilt around them.
Send the company stage, current revenue, and the specific commercial moment. Same-week response with a candid view on whether I can move the number — or whether you need someone else.
Open a conversation →Four reasons buyers pick me over the alternatives. Each one is on the resume.
Real P&L ownership across 10 firms. $30M to $180M+ peak. 4× in 3 years at Ness. 2× QoQ at USEReady. ~80% strategic-account growth at ITC. The number is the work — not the dashboard around it.
Hunter and farmer in the same engagement. Verizon $130M→$180M. Ness $17M→$70M. UK greenfield $2M→$40M. I take the first call, sign the SOW, and run second- and third-tower expansion until the relationship moves from challenger to trusted partner.
Citi · BoA · HSBC · Goldman · Morgan Stanley · BNY Mellon · BlackRock · Schroders · TIAA · Nasdaq. I've sat inside these accounts. I know how the relationship signals move before they hit the P&L.
13-agent stack on my own pursuits, every day — ARM, Meeting Prep, ICP Marketing, Customer Follow-Up. Plus 30% account-wide efficiency from Co-Pilot + GitHub at BlackRock. Built, not bought. I won't ask CEOs to bet on agentic AI without betting my own pipeline first.
Long-form pieces published on LinkedIn — point of view from the front line of IT services growth. New piece every 10–14 days.
Front-line revenue operator. 25+ years scaling IT-services revenue from $30M to $180M+ across BFSI, Healthcare, Retail and Manufacturing — multi-year transformational deals shaped, signed, grown. Currently building agentic revenue infrastructure (ARM). Let's talk about what we can build together.