Sourav Bhanja

Managing a regionally distributed Research and Consulting team to drive upto 40 projects at any point in time, will full delivery and client management responsibilities.

•Creating the National ICT Agenda, Roadmap & Policy for Governments- Driving National Level ICT related transformation engagements for ICT bodies in multiple countries in the Gulf and North Africa region such as Telecom Regulatory Authority (UAE), ITIDA (Egypt), CAIT (Kuwait), CITC (Saudi Arabia)
•Driving Digital Transformation mandates for large global vendors such as Huawei, IBM, Oracle and major Telcos such as STC, Etisalat, Ooredoo, Batelco
•Driving Market Expansion & Growth Strategy - For Major and Tier 1 vendors for ICT segments such as Telcos, Software, Services & Infrastructure companies driving Market Entry Strategy through Opportunity Assessment, Market Sizing & forecasting, Competitive Analysis, Partnership and Ecosystem analysis and hence creating the Market strategy
•Providing Go to Market Services leveraging Digital tools - White papers, Infographics, Info briefs, client case studies, Honorariums, Workshops etc.

•Bottom line savings of 4.8% through Organization Restructuring & Transformation - Resource Planning & Optimization, Location Strategy, Location Rationalization & Best Shoring, Operating Margin Enhancement, Account wise Profitability tracking, Headcount planning & cost management, Productivity Tracking & Productivity Improvement, Project Planning & Delivery Excellence, SLA improvement & plugging cost leakages, Commercial Management and better Contract execution, Revenue Assurance, Faster Cash collections & Account Receivables management, Cost Forecasting & Control, Vendor Consolidation, Vendor Negotiations, Vendor to FTE Conversions.

•Setup the Global Sales Process Excellence & Consultative Sales Process - Introduced structured methodology and practice for Sales Strategy & Account Planning in the Managed Services division. Implemented tools such as Client Segmentation, Account Planning, Competitive Intelligence, Battle cards, Benchmarking, ROI calculations, Industry frameworks & Consultative selling to drive the Sales Strategy for a global $ 350mn business by working closely with Global Business Development leaders. Influenced > 30 mn deals annually. Brought in measurement techniques and processes for Revenue retention, Upsell & revenue assurance.

•Client Consulting - IT Roadmap design, Cost Benefit Analysis, Technology Evaluation, IT Spend Management and Technology Benchmarking for key clients for converting mega deals in Outsourcing

•Grew the Business Strategy Consulting team 4-fold to a 125 member team and established a $ 65mn Service Line through extensive global outreach by selling GDC value proposition globally & demonstrating cost savings and high value delivery. Overall responsibility for growing & sustaining the P&L, made it the largest Service Line among different Consulting practices
•Played a key Hunter role and secured more than 60% of the total business for the unit
•Was involved in > 15 consulting assignments for external clients for Emerging Market Strategy, New Market Entry, Market Analysis, Ecosystem Analysis, Customer Research, Competition Analysis and Location Strategy
•Was key global lead for several corporate strategy initiatives such as Emerging Markets Strategy, GTM Strategy for multiple Industries, Market Intelligence COE, Value Creation (Account Planning & Penetration), CXO Studies, Market Sizing, Industry Analysis and Benchmarking
•Handled Go to market strategy for several Billion dollar WW Industries, Business Units & Core Accounts of IBM

•Designed and executed end-to-end Organization wide Business Transformation & Change Management programs impacting over 10000 employees in India impacting all processes across Revenue Generation, Operations, Customer Service & Support functions
•Executed Process Reengineering for large Service Organizations for processes involving multi-billion dollar businesses
•Set up Sustainable Quality Management Systems and designed robust ‘Organization Performance Improvement Dashboards’ and ‘Continuous Improvement’ mechanisms and culture
•Improved upto 3% of the company’s annual bottom-line benefits and over 1.5 sigma process improvement across all organization processes which were signed-off by The Board
•End to end experience in Change Management by working across the chain from the operator to the CEO level and in implementing change across the entire organization through selecting, training, coaching & hand holding Change Agents, undertaking Six Sigma training & certification, TTT programs, Leadership vision-mission workshops, implementing organization wide ‘Quality Circles’, documenting & measuring all organization processes and in implementing large scale Six Sigma projects

•Program Management of multiple IT projects co-delivered cross shore with teams across Business Users, S/W Development, Architecture, QA, Database, Mainframes & Production across US and India
•Had end-to-end ownership from Requirements Gathering to Production of S/W changes
•Handled parallel execution of multiple parallel Product Enhancements for our Global clients

•Worked in Business Application S/W development for a Canadian software client named Corel Corp.
•Influenced the off-shoring of a large S/W Maintenance Contract by taking ownership of decoding and documenting significant volume of client legacy code
•Joined as a fresher and promoted to Module Leader & Senior Systems Engineer within 18 months of joining