ABS ALUMNI OF THE MONTH

How does it feel to return to your alma mater after building such a strong professional journey?

It was great feeling to be back at my alma mater. I have spent the best part of my life at this college, to be honest. I used to be quite notorious as well, but was very much active at the same time. I still remember that I used to be one of the back benchers but I also used to be the first one to respond to any of the questions posed by faculty members. It really was a wonderful time to have at ABS.

What motivated you to pursue a PGDM, and how did it shape your career direction? Can you share some memorable experiences from your PGDM days?

I had completed my graduation before taking admission at ABS. After I was done with my engineering, I also worked with Ericsson for some time. I happened to be part of the 4G launch as well so whatever network facilities were available at that time, I can very well say that I was part of that project. At Ericsson, I got inspired from few people who had pursued PGDM and were very well in managing things. This kind of gave me the motivation that I too should gain some managerial skills. Subsequently, I started searching about colleges and through one of the alumni of 2010 batch I got to know about ABS. That is how my journey with ABS started.

How did your two-month internship at WNS Global Services contribute to your understanding of the corporate world?

My two-month internship at WNS Global Services provided practical exposure to corporate operations, client interactions, and team dynamics. It enhanced my understanding of professional communication, time management, and process efficiency, while helping me adapt to workplace expectations and develop a disciplined, result-oriented approach toward tasks and responsibilities.

You started your career as a Network Engineer at Ericsson—what led you to transition into management and service delivery roles? What were the biggest challenges you faced during this transition from a technical to a managerial role?

I transitioned from a Network Engineer role at Ericsson to management driven by my interest in leading teams and delivering business outcomes. The shift required developing communication, decision-making, and leadership skills. The biggest challenges were moving beyond technical problem-solving, managing people effectively, and aligning team performance with organizational goals.

You have spent over 8 years at Torfac—what has kept you motivated to grow within the same organization? Can you walk us through your progression from Team Lead to AGM and Service Delivery Lead?

My long tenure at Torfac has been driven by continuous learning, growth opportunities, and trust from leadership. Starting as a Team Lead, I gradually took on higher responsibilities, managing larger teams and complex projects. Consistent performance, adaptability, and delivering client value enabled my progression to AGM and Service Delivery Lead roles. I take care of both management and operational things, meaning I take care of HR, facility and administration all over India and US. This is something which I do in addition to my KRAs. I lead a team of fifty plus candidates.

How has your role evolved over the years in terms of leadership and decision-making? What are some major milestones or achievements during your tenure at Torfac?

Over the years, my role has evolved from managing tasks to leading teams and making strategic decisions. I have developed stronger leadership, stakeholder management, and problem-solving skills. Key milestones include successfully handling large client accounts, improving service delivery processes, and mentoring high-performing teams that contributed significantly to organizational growth.

Having worked as a Client Success Manager and Project Manager, how do you ensure strong client relationships? What leadership qualities are essential to manage teams effectively in service delivery roles?

As a Client Success and Project Manager, I prioritize clear communication, understanding client needs, and delivering consistent value to build trust. Regular feedback and proactive issue resolution strengthen relationships. Effective leadership in service delivery requires adaptability, empathy, accountability, and the ability to motivate teams while aligning their performance with client expectations.

What role does data-driven decision-making play in your current organization? What are the emerging trends in service delivery and data-driven consulting that students should be aware of?

Data-driven decision-making plays a critical role by enabling organizations to make accurate, faster, and objective decisions using analytics, improving efficiency, forecasting trends, and enhancing client outcomes. Emerging trends include AI-driven analytics, real-time decision-making, cloud-based platforms, and personalized consulting solutions, which are transforming service delivery and making consulting more agile and insight-driven.

What advice would you give PGDM students to make the most of their time in college? Looking ahead, what skills should students focus on to stay relevant in the evolving business landscape?

PGDM students should actively participate in internships, projects, and networking to gain practical exposure and clarity on career goals. They should focus on building analytical thinking, communication, adaptability, and digital skills. Staying curious, continuously learning, and understanding industry trends like AI and data analytics will help them remain competitive and future-ready.

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