Saubhik Mallik

• Currently with TCS, a major player in IT and ITES, part of the Enterprise Business Process Service (EBPS) horizontal. In this role, I am responsible for managing finance, HR, and supply chain-related outsourcing, consulting, and transformation services. The EBPS horizontal handles end-to-end client relationships and collaborates closely with internal business verticals to drive synergy and explore new opportunities.
  
  Primary Responsibility Includes
  
  ▶ Delivery Partner for a large manufacturing client, managing a team of approximately 1800 FTEs. Services include finance, supply chain, and HRO. The largest engagement in the business unit, this engagement has progressed rapidly in last 12 months.
  
  a) Agile Transition- 1200 plus roles transitioned in last 12 months.
  b) Added 3 unique capabilities ~ probably a first in outsourcing industry.
  c) A complex, multi-site, multi tower deal with largest deal value in our unit.
• d) Heavy on Transformation
  
  ▶ Site Leader for a growth site, responsible for enabling growth, talent management, and operations- joined Nagpur with the mandate to grow the site.
  
  a) Grew the site from 300 associates to ~ 2500 associates in 4 years.
  b) Talent Management was key for Nagpur. Worked with various stakeholders including the college faculties, various professional chapters to ensure long term partnership.
  c) Building transformation capability along with building site leadership to manage large deals were key mandates which I delivered.
  d) Representing Nagpur in various forums to drive organization initiatives.
  
  ▶ Cluster Leader for a specific geography, overseeing multiple engagements.
  
  ▶ Operations, Transformations, Stakeholder Management, Growth, P&L Management, pursuing new deals for the unit are few key deliverables.

• Was responsible for captive and leading external busienss for Aegis, a unit of Essar, the steel to ship business conglomerate. Mandate was to grow the external business expanding the services to new country as well as strengthening India presence. The scope included Finance, Supply Chain and HR.
  
  Responsibilities:
  ▶ End-to-end responsibility for the entire business, reporting to the CEO. Delivery, Sales, HR, Transition, Transformation- Business Head for Enterprise Business supporting finance, supply chain, and HR services ~ 2500 FTE’s
  
  a) Added new geographies across Middle East, Africa and Australia- added 20 customers. Saudi Arab became a great success for the organization. Added 5 large customers along with also 1st offshoring initiative. Added few key logos in India.
  b) Onboarded new partners, developed tools, and introduced business consulting to drive value and secure more business.
  
  ▶ Managed Captive Operation for Essar – the steel to ship major, supporting 6 business divisions covering India and International business divisions.
  
  a) Managed 1800 FTEs strong captive team supporting Essar Oil, Essar Steel, Essar Port, Essar Power, Essar Shipping and Essar Projects.
  b) Delivered consistent value, partnered with CFO’s of all the entities to drive values.
  c) Also responsible for 200 people HR team supporting Aegis internal payroll
  d) Was also responsible for Aegis internal procurement- Drove significant saving
  
  ▶ Was part of CEO’s core team in driving key initiatives including new expansions plans, M&A discussions etc.

▶ Global Operating lead for2 engagement with 800+ FTEs across US, EU, LATAM, and APAC for major global clients in High Tech and Manufacturing

▶ Responsibility included Growth (mining of existing relationships) , cross selling other service lines, operation , transformation and account P&L.

a) Partnered in key transformation initiatives – Partnered along with the team to lend and lead ERP global role out of Oracle R11i to R12 and implemented Ariba E-invoicing globally.
b) Was part of customer core finance committee and contributed to key customer internal strategic discussions.
c) Converted both the engagement to “Reference Customers”

• A new retail start up in 2009- I was part of the team which was deployed to start the business.
• Building Go-to-Market Strategy, Infrastructure and Business Plan to get the board approval were the initial deliverables.
• Had built a 200-person strong finance and procurement team and a large assembly facility to manage daily business operations.
• New Store Business case validation, Capex Approval, Cash Flow and Regional Profitability were key deliverables.

• OTIS/ABP/Coke/Wrigley/Organon: Supported business growth, managed C&FA for CPG distribution, built distribution teams, and frameworks, managed profitability.
• Actively involved in ERP rollouts; Designed and executed business expansions in new territories; Debt Management and Pricing:
• Managed debtors in CPG and media businesses, handled pricing strategies;
• Responsible for Indirect Tax – assessment and compliance.