SANTOSH PRUSTY

Identifying sales opportunities in existing and new logos, and driving cross-sales.

Using sales intelligence to understand the consumer buying process, such as budget approval, buying timeline, tech refresh timeline, LOI/PO process, payment terms, etc.

Managing the 5D stages of the sales cycle: Need identification to Negotiation, and winning the deal, and generating billing.

Proposing customized cybersecurity solutions to enterprises.

Penetrating solutions like email security, DLP, EDR, PAM, PIM, SASE, ZTNA, SWG, WAF, MDM, and CNAPP solutions for decision-makers.

Meeting periodically with the CISO, Head of IT, and CTOs of the enterprise accounts, and maintaining continuous engagements for future business.

Engaging with the top 10 leading cybersecurity OEMs and their products.

Mapping the current cybersecurity product portfolio, identifying gaps, and challenges to derive the best-fit solutions.

The KPI is to earn top lines and bottom lines, and 100% revenue collection of accounts.

Designed the GTM strategy for NCS products in the West.

Managed 7 account managers and 1 customer experience manager.

Engaged with decision makers like heads of IT, CTOs, CIOs, and procurement heads.

Strategized for achieving AOP by partner engagement, fueling the demand generation engine, product training, and strengthening field sales executives.

Orchestrated the technical evaluation of the lead, involved the solution architect for solution discussion, and designed the solution diagram and BOQ.

Worked on commercials and engaged with the heads of IT, CTOs, decision makers, and procurement for winning the deal.

Drove WAN connectivity, SD-WAN, managed services, and managed Wi-Fi business.

· Organized multi-BU deal of Colo & cloud and NCS products.

• Managed voice and data product penetration, sales planning, new acquisition, capability presentation, partner training, partner growth plan, and funnel building.
• Handled the GTM of voice products (PRI, SIP, TFN), etc.
• Handled the business of data products (ILL, P2P, MPLS, SDWAN, IOT), etc.
• Achievements: 140% revenue target for 2020–2021.
• Maintained zero churn in the new acquisitions.

• Designed the product calendar, maintained competition updates, launched aggressive commercials, and designed creatives—outdoor banners, leaflets, and brochures for the circles.
• Promoted various marketing schemes and trained the sales team on new products and plans.
• Simplified product and processes, managed TRAI compliance, maintained hardware inventories, and new procurements, handled device alliances.
• Achievements: Scaled up acquisition of the HARP/ARP plan by over 1,000%.
• Increased the national ARPU by 180% from an average of INR 600 to 1,000.

• Drove the overall and product-wise CMI, MTTR, repeat complaints, and CPS of the Mumbai region.
• Monitored the higher management escalations, executed CAPA, RCA, and fixed it permanently.
• Managed Service Improvement Plan (SIP), organized service camp at commercial complexes.
• Monitored pseudo C-SAT and increased the net promoter score (NPS) of the region from 4.1 to 4.8.
• Achievements - CMI of Broadband has improved from 30% to 72% and data complaints from 50% to 84%, MTTR decreased from 7.2 hour to 5 hour
• The Mumbai circle received the best circle in service assurance for FY 2015-16 at the pan-India level under my tenure.

• 290% growth in revenue (2.4 L to 7 L MRC) in a span of 6 months in the existing customer base.
• Achieved churn AOP revenue (125%) well within target for value customers
• Fostered the relationship management for valued customers and achieved a CSAT score of 4.5 out of 5.

• Managed voluntary and involuntary retentions, closed looped customer tech or non-tech complaints, and designed new retention schemes.
• Drove customer loyalty program for high AON customers.
• Designed a predictive churn model, ensured active DELs are pulsing and getting billed, kept a constant watch on the quality of new acquisitions, and converted zero pulsing DELs into revenue-generating lines.
• Achievements: Raised the bar of voluntary retention percentage from 15% to 55%, and involuntary retention from 55% to 80%.
• Controlled to TC churn counts under 0.82% against target of 1.2% (146%) and SME churn 1.12% vs. target 1.9% (169%) of subscribers' base.

• Handled 100 accounts and increased revenue by 140%.
• Reduced significant zero pulsing DELs.
• Controlled the churn number by 30%.
• Increased TATA Tele wallet shares by making cross and upsells in the set of accounts.
• Established and maintained strong relationships with decision-makers and influencers within key accounts.