I joined as Chief of Staff to the CEO, India, and the role has since grown into full P&L ownership of a Line of Business — $200M+ in revenue, three geographies (US, India, Philippines), and 300+ specialists reporting in.
Highlights: USD 320K in annual cost savings, a 10–12% annual productivity gain, an 8–9% improvement in vendor delivery timelines, and a 13–15% drop in operational errors through SOP standardization. Customer complaints are down ~30%, and existing-client revenue is up 15–20%.
Thirteen-plus years in Infrastructure Advisory, growing from Executive Analyst to Associate Director — the stretch where I learned most of what I still rely on: how to price a bid honestly, how to read a P&L for the story underneath it, how to make an innovation initiative stick.
Highlights: an 11–12% lift in cross-department strategic alignment, an 8–10% increase in project profitability, and leadership of the firm's Business Innovation Desk — cutting time-to-market by 18–20%.
My first real exposure to consulting — business process reengineering, SWOT-driven strategy, and performance management systems, built directly with clients across on-site engagements. It's where I first learned that the "to-be" process is only as good as the change management around it.