For nineteen years I have advised boards and CXOs on where technology earns its keep: the revenue it opens, the cost it holds down, and the risk it takes off the table. Seventy-six engagements, twenty-four sectors, three continents.
Most technology conversations stall because they stay technical. Mine begin with the number that has to move, then work back to the system, the contract or the operating model that will move it.
Transformation is only worth the investment when it ends in an order. I help organisations choose and stand up the platforms customers transact on, and redesign the processes behind them so demand does not leak between the click and the delivery.
Technology cost is decided at the contract, not the invoice. I run sourcing and vendor selection, review the agreements that lock in a decade of spend, and establish the vendor management discipline that keeps a good deal from quietly becoming a bad one.
Large programmes rarely fail suddenly; they drift. I do the diligence before the deal, the assurance during delivery and the control design after go-live, so exposure is found by the review rather than by the regulator, the acquirer or the customer.
Technology value leaks at the joints between these stages, not inside them — a strategy nobody sourced against, a system nobody reviewed after go-live, a solution live but unadopted. I work across the whole sequence, and clients engage me at whichever point they are stuck.
Digital Roadmap · Digital Strategy · IT Strategy · IT Roadmap · IT Operating model · IT Policies and process
Initiative identification and create a custom roadmap for the organisation to achieve business objectives optimally through various digital interventions.
More on this stageSystem review · System architecture review · Network architecture review
Identify improvement in architecting components (services, data, app, compute, storage and network) to enable most optimal landscape which helps in composability, open standards, in enabling speed of change
More on this stageTech enabled business process engineering · Process improvement
Ensures end to end processes are optimised to benefit from various technology interventions
More on this stageContract performance review · Evaluation · Sourcing · Tech spend optimisation
Ensure right product and system integrators is selected. The work also involves reviewing existing partner work
More on this stageProgram governance · Project management · Project monitoring office
Ensure initiative business case and value is realised for end client.
More on this stageExecution · Support · License reselling
In some specific cases like Tax technology and others we may take up implementations. Alliance led development is also possible
More on this stagePost implementation review
BDO services may be leveraged for assurance on the solution
More on this stageValue realisation
BDO services may be leveraged for further helping with enablement of solution
More on this stage
Clients are identified by sector rather than by name. Discretion is part of the work, and the pattern matters more than the logo.
From writing code to advising the board — with the intermediate steps that separate advice from advice that can actually be implemented.
Partner, Digital Transformation. Building a new practice area, leading pursuits and delivery across digital services.
Joined as an intern and left as Director. Digital and IT strategy, sourcing advisory, enterprise architecture and programme management across fourteen years.
Master of Business Administration, 8.36 CGPA. Summer projects at Infiniti Research over two months and at PricewaterhouseCoopers over four — the second of which began the association that ran for the next fourteen years.
A three-month stint immediately after graduating, before moving into industry.
Analyst Programmer. The engineering grounding that still shapes how I read an architecture.
B.E. Electronics, University of Mumbai. Distinction. Final year project carried out at the Bhabha Atomic Research Centre, Anushaktinagar.
A deliberately short list. Depth in one trade, built across two of the larger professional services firms and grounded in engineering before that.
BDOBDOIndia
Partner, Digital Transformation
2023 – Present
PwCPwCPricewaterhouseCoopers
Intern through to Director
2009 – 2023
SSyntelIndia
Analyst Programmer
2005 – 2007
IITIIT KharagpurVinod Gupta School of Management
Master of Business Administration, 8.36 CGPA
2007 – 2009
FRFr. C. RodriguesInstitute of Technology
B.E. Electronics, Distinction
2001 – 2005Organisation names are shown as a factual record of employment and education. All marks remain the property of their respective owners.
A pattern that solved a problem at a port turns up again in a pharmaceutical plant. Working across industries is not dilution; it is source of effective solution design.
The same failures recur across sectors wearing different clothes. These are the ones worth writing down.
Every programme that fails badly was reported as amber at worst until shortly before it was not. The pattern is structural, not dishonest — and it can be designed out.
Read the piece →Approved on a set of assumptions, then never revisited while every one of those assumptions changes. What it would take to keep the case alive through delivery.
Coming soonAn integrator's PMO reports on the integrator's progress. That is not a criticism — it is simply whose office it is. The buyer needs its own instrumentation.
Coming soonNineteen years in professional services has taught me that the interesting mandates rarely come from a cold approach. They come from another adviser who needs depth they do not hold, or a firm that has the client relationship and wants the method. I am also glad to mentor or advise early-stage companies. I am open to all of the following.
Associate capacity on ERP selection, sourcing exercises, due diligence and programme assurance — under your brand or alongside it, whichever the client relationship requires.
Selection, business case and PMO work that sits ahead of a build. I do not implement, so there is no competitive overlap and no argument about who owns the delivery.
Advisory-led routes to market for enterprise software, with entitlement and renewal discipline attached to the transaction rather than sold as an afterthought.
Pairing deep industry knowledge with technology method. The domain expert frames the problem; I bring the evaluation structure and the vendor market.
What regulated and heavy-industry buyers actually ask for — commercial models, security posture, references and procurement readiness — from the side of the table that says no.
Early-stage founders building for enterprise buyers, where the useful thing is knowing how large organisations actually evaluate, procure and adopt. Any such arrangement is subject to clearance under my current firm’s independence and conflict-of-interest policy.
Advisory board seats, guest teaching, panel contributions and joint research on digital transformation in Indian and Gulf enterprise.
If you have a mandate that needs a second pair of hands, or a capability gap you would rather partner on than build, I would like to hear about it — including the ones that are still only an idea.
Propose a collaborationMumbai, India. Available for advisory mandates, board conversations and CXO-level technology roles across India, the Gulf and Africa.