DOSSIER — FILE 02 / ABOUT

Systems, not spreadsheets.

I lead the CRM and Lead Management unit within Enterprise Application Management. In practice that means I own the systems that decide who a sales rep calls first, whether the account record they're looking at is correct, and what happens when finance, sales, and support disagree about a customer's history.

I came up as an engineer before I became a manager, and I still think in schemas and state machines more than in slide decks. My rule for the unit is simple: if a workflow needs a training document to explain, the workflow is broken, not the training.

Outside the CRM stack, I spend an unreasonable amount of time thinking about how information decays inside large organizations — the gap between what a dashboard says and what's actually true on the ground.

EXPERIENCE

Unit Head, CRM and Lead Management

2021-04 — Present

Enterprise Application Management · Kolkata, India

Own the CRM and lead-management stack end to end — architecture, vendor governance, and the funnel that decides which leads a sales team sees first. Run the unit as a product, not a ticket queue.

Inherited a CRM that eleven regional teams had each customized into a slightly different tool. Spent the first two quarters doing something unglamorous but necessary: mapping every workflow, retiring the ones nobody could explain, and writing down the ones that were actually load-bearing.

Rebuilt the lead-routing logic around a scoring model that weights intent signals over demographic guesswork, cutting average first-response time from 14 hours to under 90 minutes. Introduced a quarterly "system health" review with the field sales leads — not a status meeting, an actual audit of what the CRM was costing people in clicks and confusion.

The unit now runs on a simple rule: if a process needs a training deck to explain, it needs to be redesigned, not documented.

CRM ArchitectureLead ScoringSalesforceStakeholder ManagementProcess Re-engineeringData Governance

Enterprise Applications Lead

2017-06 — 2021-03

Northbridge Industrial Group · Pune, India

Managed the ERP-to-CRM integration layer and the internal tools that sat between finance, sales, and operations. First engineer-turned-manager on a team that had never had one.

Took over a patchwork of nightly batch jobs syncing order data between an on-prem ERP and a cloud CRM, most of it undocumented and all of it fragile. Replaced the batch sync with an event-driven integration that cut data-lag complaints from a weekly occurrence to effectively zero.

Built the case for the company's first dedicated enterprise-applications team, then hired and led it — three engineers and a rotating analyst seat. Measured the team's success by how rarely anyone else in the building had to think about the plumbing.

ERP IntegrationSQLVendor ManagementAPI DesignTeam Leadership

EDUCATION

Jadavpur University — B.E. in Information Technology

2009-07 — 2013-05

Focused on database systems and distributed computing; final-year project on real-time lead-deduplication across merging customer databases, which turned out to be an early rehearsal for most of what came after.

The deduplication project started as a class assignment and became the thing recruiters asked about most. It forced an early lesson: most "data quality" problems are actually process problems wearing a technical costume.