Sagar Mohod

Strategy & Operations Business Partner - India GTM Region 1. Strategic Business Partnering: Build trusted relationships with India GTM, Sales, and executive teams to provide data-driven insights, drive strategic decision-making, and ensure alignment with global objectives. 2. Sales Governance & Business Execution: Establish and manage sales governance frameworks for India GTM and GCC operations, ensuring clarity in targets, timelines, and progress. 3. Performance Analysis & Insights: Analyze results, identify key trends, assess risks, and deliver actionable insights to senior leaders, including business execution and financial performance improvements. 4. Operational Planning & Execution: Develop and implement global models, decision scenarios, and execution plans, including short- and mid-term strategies and the annual operating plan. 5. Qualifications & Skills: Strong experience in SaaS/technology, business support, and sales operations, with excellent communication, analytical, and presentation skills. Proficiency in tools like Celonis, Salesforce, and Excel is a plus. https://lnkd.in/gstHuyDH #Hiring #StrategyRoles #Operations #Business #BusinessPartner #Celonis #GTM #India #IndiaGTM

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Guys, here are some of the glimpses of a recent podcast we did around building startups!

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How can senior leaders, accustomed to traditional #decisionmaking models and intuition-based strategies, manage and lead their organizations to capitalize on #data and #analytics? Leading technology news & community portal TechGig attempts to answer this question in this article and discusses how #IIMLucknow's 'Senior Management Programme in #BusinessAnalytics' squarely addresses this need. It's an insightful read, particularly for senior working professionals in decision-making roles.

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Interesting post! In my opinion, the budget of a team should not be manipulated. It is a critical component of the IPL structure and keeps Money power out of the equation. As far as players are concerned, if they do not wish to be retained at a particular price then they can work on a release or transfer with the franchise. There is a scope for an improvement and players should be allowed to decide on their own if they want to go back in the auction. But even today if a player does not want to continue with a particular team, i am sure the team will let the player go becuase in a team game having a player against his or her will is futile. Also i believe, for a player it is not always about getting the best pay. In a team game, the atmosphere, team management and freedom given to hone one's skill matter too. So a player may chose to play for the same team even if he can fetch more money in auction. This dynamic changes as the player moves from being a young talent to eventually becoming a liability(mentor).

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#RealConversations #NotWrittenWithAI They had been in the war room for over two days. The company was responding to a large outsourcing RFP by a top pharma. I was flown in to Gurgaon to help the bid team with domain expertise (whatever little I had gathered until then). The bid team was led by a senior leader. As I joined a bit late (I think late afternoon on day three), I spent a couple of hours to network and find out how we were approaching and building the proposal. I came to understand that apart from talking about our capabilities (services and product suite), the proposal needed to delve into how our product suite was better compared to the pharma company's incumbent vendor. The vendor's and our product suite had four modules that went head-to-head and differentiation needed to be articulated. There was an interim review the next day. The proposal was due on day 12, so we had about a week, but anyone who has worked on such bids would agree with the feeling - we could "make the pitch better", only if we had more time. Anyway, the next day, when the slides comparing the modules were reviewed, the overarching feedback was that they were generic and very weak. Everyone was trying to understand the reason for the lack of depth and the generic nature of the comparison. There was cacophony in the room about whether we should add this, remove that, or if the vendor product really has this feature, etc. After a few minutes, I raised my hand and asked a question - who all among you have worked on or seen vendor's product firsthand? Not a single hand went up in the room. There was silence for a few seconds. I didn't belabor the point and asked if we could quickly find people in the organization who had either worked with the incumbent vendor or with the pharma company (and hence might have some experience using vendor's product). To my surprise, through a flood of super-urgent outreach emails, five employees were identified. Four of them were flown in the very next day. We were racing against time, but at least we now had the right people in the room to "make the pitch better". I don't think we put together a strong proposal (we won a few services-centric parts of the bid, lost the product part). This and many similar experiences showed me how fragmented the bid response process was (still is) in most organizations. The bigger the company, the more fragmented and siloed it gets. There is rarely anyone to bring it all together. Perhaps such is the nature of big-bid beast. Later in my career, I established bid support practice (for another company). We kept a record of SMEs, created an amazing library of reusable content, flagged if the right people were not involved, etc. We became the go-to-team, and I recall receiving so many "Thank You" messages for my team in those two years (we supported 60+ proposals) Knowledge is power, and at times, it could be simply knowing the right person to be involved, when others don't. #WorkplaceMoments

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Indian cricket IPL team: an example of #agility?   👉 Match against USA   Failed Plans: - Underestimation of the opposition led to complacency. - Overly aggressive batting approach resulted in early wickets. Adaptations: - Shifted to a more balanced batting approach to build partnerships. - Reinforced fielding efforts to create pressure and capitalize on errors.   👉 Match against Afghanistan   Failed Plans: - Struggled against Afghanistan’s spinners despite preparation. - Batting order was ineffective against the spin attack. Adaptations: - Batsmen adjusted techniques, focusing on defense and strike rotation. - Revised the batting order to promote players comfortable with spin.    👉 Match against Australia   Failed Plans: - Top-order collapse due to vulnerability against the pace attack. - Initial bowling strategy failed to contain aggressive Australian batsmen. Adaptations: - Adopted a defensive batting approach to weather the pace onslaught. - Adjusted bowling lengths and lines, and revised field placements to restrict runs.   Agility focusses more on planning rather than a plan So,   Plans are worthless, but Planning is everything #agile #strategy #IPL #Cricket  

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Boss appreciation post alert !! Rajeev Ved, who led large scale tech-transformation projects at Bain and Led Hitachi India has taken the helm at Alltius. He has transformed sales in a short span of time. Here are my top three learnings. 1.⁠ ⁠Prescriptive selling over consultative selling. Especially when the technology is new and even the buyers are charting through uncertain waters (Generative AI). Customers want to speak to experts and check their own assumptions/ reinforce their learnings. A step by step prescriptive plan works over "Let us come in and see where we can help" 2.⁠ ⁠Use cases over generic platforms. Don’t rely on your customers' imagination to realize the value of your product. No matter how flexible and versatile your platform is, customers want solutions, not possibilities. Present specific, actionable use cases for your platform to help them see its true value. 3.⁠ ⁠Know your customer End-End: You are trying to sell a solution which moves a metric X, you have put in the effort, multi-threaded, alligned and project managed in the best timeline possible. But if the leadership is not chasing X and focusing on Y instead, your whole effort is down the drain. Choose the account after rigorous primary and secondary research. Focus on accounts which has X as their priority. Does it resonate? I’d love to hear how it is going for you taking GenAI to market. Share your thoughts. #GenAI #Leadership #Transformation

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I got a call today from an associate I had worked with 4 years back. As we were chatting, I was reminded of all the team collaboration projects, shared responsibilities and how we celebrated every little win in our team. In sales, it’s easy to get caught up in metrics : targets, quotas and revenue goals. But true sales leadership goes beyond just hitting numbers. It’s about empowering your team, fostering growth and driving long-term success. The golden rule : Treat your people they way you would want to be treated. Invest in your people, coach them, mentor them and give them the tools they need to thrive. Their success is your success. #SalesLeadership #LeadershipDevelopment #SalesGrowth #TeamSuccess

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At my recent stint at IIM-A, a model field exercise was conducted under the guidance of Prof. Amit Karna , where strategic design thinking was applied to enhance operational fiasco for a prominent aviation carrier reeling under bad customer experience on long haul flights.The exercise underscored the profound role empathy plays in driving design for betterment of a product. Empathy, often considered the foundation of human connection, allows us to truly understand and anticipate customer needs—far beyond traditional methods of data analysis. In this case, empathy enabled us to re-imagine the classification of passengers, shifting from the conventional demographic and interest-based segmentation to a more complex, human-centered approach. This deeper understanding opened new pathways for identifying customer behaviors, preferences, and emotional journeys, revealing insights that otherwise remain hidden when focusing solely on surface-level traits. The overall exercise was guided by the EDIPT model, a framework within Design Thinking that provides a structured yet flexible methodology. EDIPT, which stands for Empathize, Define, Ideate, Prototype, and Test, is a non-linear, iterative process designed to push innovation boundaries. The exercise emphasized that empathy—truly seeing through the lens of the customer—is the first and most essential step. By empathizing with customers, we shift the focus from products or services to human needs, generating solutions that resonate at a deeper level. For instance,during the exercise, we explored not just what passengers wanted in terms of amenities but also how they felt about the flying experience—tapping into emotions like anxiety, excitement, and fatigue.By going beyond demographics, we segmented passengers based on factors such as stress levels, travel purpose (business urgency versus family reunion), and personal preferences for solitude or social interaction. From a philosophical standpoint,the EDIPT model resonates with broader frameworks of human development and learning. The iterative nature of the process reflects the dialectical method in philosophy, where thesis and antithesis give rise to synthesis, allowing for constant refinement of ideas. Each phase—Empathize, Define, Ideate, Prototype, and Test—mirrors this dialectical engagement, where each iteration of the process uncovers deeper truths and better aligns the product or service with human needs. This method is a reminder that progress in design is seldom linear, rather requires moving back and forth between phases, much like in life where growth is achieved through cyclical learning, reflection, and adaptation. In the EDIPT framework, failure is not seen as a setback but as a critical step toward the evolution of a superior solution.In philosophical terms, this is akin to the concept of trial and error in epistemology, where knowledge is gained through hypothesis and correction, moving closer to truth or, in this case, product-market fit.

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D2C brands are not big on research. I understand why, It’s a bunch of things - cost, speed of execution and lack of past experience with research. Larger brands spend a significant amount of resources of research - both quant and qual. The questions they ask range from understanding the lives of their target consumers to measuring impact of media. You can argue that the process of quantitative research is broken. Sample size, representation, claimed data from consumer versus actual behaviour. But there is a ton of value. The stakes are different for larger brands, imagine doing a campaign with campaign production cost is 2 Cr with media of 20 Cr on a hunch! Early stage D2C brands can start doing stuff at a small scale to get maximum value. 1. For the first 500 consumers the founders should call each and very one of them and have a conversation - thank them for the order and ask them stuff about them, why they bought, what they like and dislike, in case the feedback is valuable, incorporate the changes and tell them you did it. 2. Going forward, have a regular cadence of the number of the number of consumer calls that you do per month and get every member in the team do it. This is a practice to be built forever, and i mean by everyone in the team. 3. Setup post purchase surveys. It’s valuable data. 4. Read consumer reviews - yours and your competition. PS - We are building a tool to make this easier for brands to do. 5. Create a database of all consumer conversations for everyone in the team to access and setup a monthly practice to review the collected data. Solid actions will come from there for all teams. Execute please. Talking to consumers, my bad, listening to them, helps. Like, really. #d2cbrands #performancemarketing #research #marketing #brandbuilding #brands

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Aligned with PM Narendra Modi's #MakeInIndia vision to establish India as a leading manufacturing hub, it's clear that our manufacturing sector must rise to the occasion and take the benefit of this government initiative. However, achieving this goal is easier said than done. The Indian manufacturing industry must work diligently to compete with developed nations that have long dominated the global landscape.   To meet the government's targets, a fundamental shift in mindset is necessary. We cannot achieve our objectives with just a labor-centric approach; embracing technology as an ally is crucial to compete with global industrial powerhouses. Moreover, combining capital investments with skill enhancement is not a choice but need of the hour. Investing in advanced technologies and infrastructure will enable us to build a competitive and resilient future for Indian manufacturing.   Let’s not miss the bus on this transformative journey. Technology can be our friend in building a competitive and resilient future for Indian manufacturing   #MakeInIndia #Manufacturing #Innovation #Investment #DigitalTransformation #ERP

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I have had a call two days back from a prospect from one the property portals on which I have posted to rent out. Now, this guy introduced him self as an army man and share that he is interested in renting the property as he is going to transfer in ten days with his wife and 5 years old daughter. From my side, when I asked that where he is going to be posted and his designation, he mentioned with address that he is going to be posted as tutor/teacher for NCC cadets. Though he was in kind of in hurry to book the house but he was enquiring calmly, asked for images and videos and once shared he mentioned that he'll share with his wife and will respond. Got the call from him a day after, that his wife is fine and he is okay with the commercial terms as well and from his side, while was on call, shared with me his Aadhar card, PAN card, his Army related 2-3 ID cards with photo and address. And mentioned that, in sometime, from HR or accounting dept someone will call you to confirm the security deposit and rent amount, so I need to confirm and they will transfer. Again, no hurry. After 4-5 hours of that call, I got the call from a guy mentioned the prospect's name that you had the chat and finalize the deal, share the amount you are expecting. He inquired about what e-wallet app I prefer and then asked me to open it while on the phone and started instructing me in clear and bit rapid tone, 'now open 'Bank Transfer', type in 'Account Number' area this, write in IFSC Code' area this' and recited all the details, 'Now click the 'Transfer' button' This is real incident happened with me yesterday, I was there with them till they asked me the open 'Bank Transfer' option! ============= Frauds keep happening. Technologies and in that matters everything has two sides. Be mindful, that's that. But here, I have another purpose wrote and share this post. For me, this whole occurrence was interesting because of the patience, research, documents, communications, they put into this. This is business for them, unethical, including cheating, that is for sure. But business. If we once put the end result aside and see the efforts and involvement they have invested was commendable. If you want to win the deal, 1. Have patience. 2. Research thoroughly about the prospect(from them I was the prospect!) to make them believe and have their confidence in you 3. Have enough needed materials to back you and to prove your authenticity. Case studies, Testimonials. 4. Smooth, to-the-point communication.

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20 points for learning management from India’s T20 World Cup victory: 1. Class is permanent, even if it doesn’t work for a few times. Peaks at the right time - Virat Kohli 2. ⁠When a leader leads from the front, and even if he fails once in a while - the entire team comes together to cover up - Rohit Sharma in the T20 final. 3. ⁠It’s not over till you think it’s over - Indian team even after SA needed 30 off 30 4. ⁠You can bounce back from the lowest unimaginable lows (even if the entire world is against you) - Hardik Pandya 5. ⁠Handwork and Humility pays off - even if it hasn’t for decades - Rahul Dravid 6. ⁠Consistency pays off eventually - Jasprit Bumrah 7. ⁠There is a point in life which comes for most people from when getting up or getting back seems impossible.. but your sheer will and determination gets you back - Rishabh Pant 8. ⁠Losses at a big stage are possible but more important is the comeback - India team after the One day World Cup to winning the T20 World Cup 9. ⁠Nothing is above team work, ultimately every single individuals contribution matters - India Team (everyone contributed in their own way at some point in the tournament) 10. ⁠At times the smallest contribution can be the biggest in the game (even of life) - Suryas Catch 11. Patience is the master key of every success ( last win was in 2007) 12. Believe in each every team member. Then only u can achieve success. Last over was given to Hardik Pandya 13. Timings of "Exits” are equally important with performance. 14. Flexibility in decisions are very crucial. Sending Axar Patel ahead in the batting order. 15. Proper person at proper place produced wicket at Third Man on very next ball after boundary. 16. Succession plan is vital for long term strategies to give opportunity to new players like Shivam Dubey. 17. The confidence of the leader and the important team players can boost the morale of the team to convert “possible” from the “impossible”. Rishabh Pant after his serious injuries set back made a spectacular comeback. 18. Emotional intelligence of Think Tank "the wall" Rahul Dravid was super class 19. Positive communication from the leader on the field can motivate team members for super performance. 20. Sharing success by giving credit to every team member is the “Agnipath” towards the next success. The term “Agnipath” meaning “Firepath” is based on a famous poem by Harivansh Rai Bachchan & is often used to describe a path or journey that is filled with challenges, obstacles, or intense struggles. It can signify a difficult or arduous path that one must traverse in order to achieve a goal or overcome a particular hardship.

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As a technology manager, here are the key areas to strategize & keep our focus on,   👉 Product 🔹 What are the key Business, Product & System metrics team should target & achieve  🔹 What are the top 3 short term goals to be prioritized ♦️ Indicators : repetitive customer escalations, frequent production issues, system stability issues, high oncall bandwidth, manual effort that can be automated, growing tech debts 🔹 What are the top 3 long term goals to be prioritized ♦️ Indicators : scale, resilience, performance, industry trends & technologies, disruption, innovation 👉 Process 🔹 What are the major process gaps to be fixed ♦️ Indicators : gaps impacting developer productivity, CI/CD, automation, metrics, SOPs, runbooks. Streamlining cross team interactions, reviews, standardizations or guidelines   👉 People 🔹 Understand the motivation level of your directs. Each individual is different. Help them to be the best version of themselves. 🔹 What are the top 1 or 2 emerging concerns of the team. Tackle the ones within your control. 🔹 Be the brand ambassador for your team. Recognize their wins & provide the right visibility. 🔹 Drive engagement as much as possible : Tech Talks, Live debugging sessions, Hackathons, Technical Forums. Create opportunities for people to connect & collaborate both on & off work. 🔹 Always manage your team like how you would like to be managed. Remember people follow your instructions because you can help them achieve their goals.   #tech #myntra #womenintech #leadership

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Happy to share our recent report in partnership with CaptiveAide Advisory Private Limited featured in Business standard The report dives into the state of new GCCs and highlights crucial insights on what they need to do differently to thrive in India. Check out the full article in the first comment. #BusinessInsights #GCCs #IndiaGrowth Feedback Insights Chandramouli Srinivasan

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Most difficult aspects of 𝖯̲𝗋̲𝗈̲𝖽̲𝗎̲𝖼̲𝗍̲ ̲𝖬̲𝖺̲𝗇̲𝖺̲𝗀̲𝖾̲𝗋̲'s job - 𝗕𝗮𝗹𝗮𝗻𝗰𝗶𝗻𝗴 𝗦𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀: Prioritize needs of customers, executives, and teams while managing conflicting demands effectively. 𝗠𝗮𝗻𝗮𝗴𝗶𝗻𝗴 𝗨𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻𝘁𝘆: Adapting to rapid market changes and evolving technologies, staying agile and responsive. 𝗠𝗮𝗸𝗶𝗻𝗴 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 𝘄𝗶𝘁𝗵 𝗜𝗻𝗰𝗼𝗺𝗽𝗹𝗲𝘁𝗲 𝗜𝗻𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻: Navigating complex decisions amid ambiguity, relying on judgment and available insights. 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗔𝗹𝗶𝗴𝗻𝗺𝗲𝗻𝘁: Ensuring clarity of product vision, goals, and strategy across diverse teams for cohesive collaboration. 𝗠𝗮𝗻𝗮𝗴𝗶𝗻𝗴 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗖𝗼𝗺𝗽𝗹𝗲𝘅𝗶𝘁𝘆: Handling intricate features, integrations, and dependencies while maintaining usability, performance, and scalability. 𝗗𝗿𝗶𝘃𝗶𝗻𝗴 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻: Fostering a culture of creativity, identifying emerging opportunities, and translating ideas into tangible solutions. #productmanager

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High time we start defining success from the efforts rather than outcomes. Here’s why : 1. Diversified client portfolio - Quality and complex delivery with fewer margins 2. Low costs - Making more out of the existing talent pool, thus requiring more efforts 3. Higher risk appetite - Investing in areas which may not result in quick returns but rather establish long term client relationships 4. Entrepreneurial culture. Making future leaders - Limited scope to grow and focusing only on outcomes impact willingness to lead difficult situations. #redefinesuccess

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