Director – Client Delivery - Lentra AI Pvt Ltd
(2020-01 - 2026-01)
Owned Enterprise Client IT Program Delivery and client success for a multi-tenant Loan Origination System (LOS) platform serving multiple leading private sector banks and NBFCs simultaneously. Full accountability for delivery quality, Agile governance, risk management, client satisfaction, and ARR growth.
- Owned end-to-end program lifecycle of digital transformation of lending operations for multiple banks and NBFCs — implementing multi-tenant, micro services architecture based LOS, involving credit decisioning, document management, multiple API integration including Bureau / E-signing / KYC / OEMs / GST / RBIH / Land Records. Involved right from scope definition, integrated project planning, resource allocation, sprint execution, milestone tracking, dependency management, and benefit realisation.
- Solutioned the Lending platform enabling automated underwriting, real-time credit decisioning, and 90%+ straight-through processing, integration of ML-based risk models.
- Implemented Agile and hybrid delivery frameworks from scratch: using JIRA, JIRA Roadmaps extensively for sprint planning and retrospectives, backlog grooming, velocity tracking, burn-down monitoring, and KPI-driven delivery dashboards, managed release cycles, version control, and deployment planning — raising delivery predictability and delivery excellence
- Established ITIL-aligned practices: incident, problem, change, release management processes structured release governance, incident/change tracking and workflow management including pre-production validation gates, release readiness checklists, go/no-go criteria, and deployment sign-off processes, RCA governance— reducing incidents and rollbacks by 90%.
- Developed and maintained integrated program plans, delivery roadmaps, and executive reporting packs — enabling transparent, data-driven decision-making at steering committee and client leadership level.
- Partnered with Product and Engineering leadership to translate client-side business requirements into product roadmap priorities, reducing early-life support tickets and improving platform-product fit.
- Designed and operationalised risk management frameworks across all delivery streams — risk registers, probability-impact matrices, mitigation plans, fortnightly risk reviews, knowledge repository creation, consolidation and decimation.
- Implemented incident and escalation management protocols — P1/P2 classification, SLA-based response matrices, RCA processes, and post-incident review cycles — delivering 90% reduction in critical production incidents.
- Recommended various artifacts and processes in order to improve PMO governance and impact.
- Ensured delivery and operational governance and incident transparency. Compliance with client data security policies, regulatory obligations, and internal IT governance standards across all engagements. Achieved delivering clean VAPT, AppSec, SCR, SAST reporting.
- Served as primary escalation owner for client business and technical stakeholders, driving proactive communication, influencing leadership decision for project objectives, impact assessments, planned downtime notices, and incident updates to C-suite and operations leadership.
- Built, mentored, and developed a 70+ member cross-functional delivery team — grooming BAs and PMs into independent delivery owners, reducing third-party dependency by 30% and restructuring team composition to drive 25% resource cost optimisation.
- Managed vendor and third-party relationships (including RBIH Government Tech Hub) for integrations, platform components, and implementation partners — ensuring SLA adherence and issue resolution within committed timelines.
Senior Consultant IT Project and Program - HSAPC Enterprises
(2019-01 - 2020-01)
- As consultant, led core leasing operations digital transformation for a leading NBFC — migrating manual/legacy processes to an enterprise Leasing ERP, enabling 100% digital operations, operational scale-up, and business excellence.
- Vendor negotiations, Compliance and Contract, Support function, SLA, SOW creation and management, formulation of IT Policy and guidelines.
Senior Consultant IT Program Delivery - Acuite Ratings & Research Ltd
(2016-01 - 2019-01)
Head – IT Program Delivery - Acuite Ratings & Research Ltd
(2014-01 - 2016-01)
As Head of Enterprise IT Delivery, Led multiple concurrent digital transformation programmes — covering ERP implementation (Rating Engine + Workflow Management + Portfolio Analytics + DMS), IT infrastructure modernisation, data governance, and process automation — all delivered within budget and timeline. Achieved program savings of ₹1.6 Million+ savings over 2 consecutive years
- Delivered enterprise ERP implementation across the full rating lifecycle: from business case, OKRs and KPI definition, through vendor selection, RFP, contract, build, UAT, and go-live — achieving a 70% reduction in case processing TAT and full digitalisation of end-to-end rating operations.
- Executed IT infrastructure migration from on-premise to Data Centre with simultaneous Disaster Recovery (DR) set-up at negligible cost — completed within existing budget with zero business disruption; met RTO/RPO targets post-migration.
- Established PMO framework from ground up — SDLC controls, risk tracking, financial controls, project templates, governance cadence, stage gate reviews, Change Advisory Board (CAB) and programme reporting structures adopted across all IT delivery.
- Implemented Agile and hybrid delivery frameworks from scratch: using JIRA, JIRA Roadmaps extensively for sprint planning and retrospectives, backlog grooming, velocity tracking, burn-down monitoring, and KPI-driven delivery dashboards, managed release cycles, version control, and deployment planning — raising delivery predictability and delivery excellence
- Established ITIL-aligned practices: incident, problem, change, release management processes structured release governance, incident/change tracking and workflow management including pre-production validation gates, release readiness checklists, go/no-go criteria, and deployment sign-off processes, RCA governance— reducing incidents and rollbacks by 90%.
- Developed and maintained integrated program plans, delivery roadmaps, and executive reporting packs — enabling transparent, data-driven decision-making at steering committee and client leadership level.
- Partnered with Product and Engineering leadership to translate client-side business requirements into product roadmap priorities, reducing early-life support tickets and improving platform-product fit.
- Designed and operationalised risk management frameworks across all delivery streams — risk registers, probability-impact matrices, mitigation plans, fortnightly risk reviews, knowledge repository creation, consolidation and decimation.
- Implemented incident and escalation management protocols — P1/P2 classification, SLA-based response matrices, RCA processes, and post-incident review cycles — delivering 90% reduction in critical production incidents.
- Recommended various artifacts and processes in order to improve PMO governance and impact.
- Ensured delivery and operational governance and incident transparency. Compliance with client data security policies, regulatory obligations, and internal IT governance standards across all engagements. Achieved delivering clean VAPT, AppSec, SCR, SAST reporting.
- Served as primary escalation owner for client business and technical stakeholders, driving proactive communication, influencing leadership decision for project objectives, impact assessments, planned downtime notices, and incident updates to C-suite and operations leadership.
- Built, mentored, and developed a 70+ member cross-functional delivery team — grooming BAs and PMs into independent delivery owners, reducing third-party dependency by 30% and restructuring team composition to drive 25% resource cost optimisation.
- Managed vendor and third-party relationships (including RBIH Government Tech Hub) for integrations, platform components, and implementation partners — ensuring SLA adherence and issue resolution within committed timelines.
- Setup complete support operations for internal as well as external vendors, ensuring seamless transition from development to production support with SLA-driven execution.
- Owned the IT P&L / Budget — CAPEX-OPEX, vendor cost tracking, resource utilisation, and savings reporting presented to CEO and Board.
- Achieved clean IT audit outcomes across all three audit categories — Internal Audit, Statutory Audit, and CAG Audit — through proactive control implementation, documentation governance, and audit trail management.
- Revised IT Policy, BCP, and DR Plans to meet new regulatory standards — ensuring full compliance with applicable data security, business continuity, and IT governance requirements.
- Created central repository of complete IT knowledge base to improve governance and operational excellence.
- Implemented issue analytics: tracked issue aging, update cadence, and resolution trends; presented monthly trend analysis to leadership and recommended product reliability actions.
Associate Director IT Program Delivery - CRISIL Ltd
(2014-01 - 2016-01)
Manager – Business IT Projects - CRISIL Ltd
(2007-01 - 2014-01)
- Led multiple large-scale digital transformation programmes that directly enabled achieving business outcome of higher business revenues, creating new revenue streams, new business verticals, and cross-divisional operational efficiencies simultaneously.
- Drove end-to-end SDLC ownership across multiple concurrent programmes — business requirements, BRD/FRD documentation, scope management, architecture coordination, QA, UAT, and post-production support — for applications used by top global investment banks.
- Owned the Support for all the portfolio products and services managed for internal clients as well collaborations with external vendors.
- Led performance optimisation transformation of critical business analytical applications — achieving 50% performance improvement that directly improved productivity across multiple CRISIL business divisions.
- Part of the PMO team managing governance, project documentation, change logs, and ensuring effective use of PMO tools and frameworks, resource utilisation, RAID logs, Budget Tracking & Forecast Reports.
- Managed complex multi-stakeholder matrix environments — coordinating across business heads, QA, architecture, development teams, and senior IT leadership across multiple business divisions simultaneously.
- Implemented proactive risk management across programme portfolios — risk identification, quantification, mitigation planning, and escalation to Portfolio Director, preventing delivery failures on multiple critical engagements.
- Managed project financial performance — budgeting, resource cost tracking, change request impact assessment, and variance reporting to sponsors and IT leadership.
- Led business process optimisation alongside system implementations — mapping current-state processes, identifying inefficiencies, and redesigning workflows to maximise technology-enabled business value.
- Owned customer‑facing issue communications and knowledge base updates during incidents, standardized templates and cadence for customer updates.
Senior Financial Analyst - CRISIL Ltd
(2001-01 - 2007-01)
Deep financial domain foundation — credit research, data analytics, and client delivery for key clients across India. This domain expertise provides the business strategy lens applied to every IT programme throughout career. BA for Enterprise IT projects.
