I joined TCS in April 2008, shortly after leaving Accenture. I was part of America's Leadership, and I was to figure out why sales were declining in the infrastructure business as it was in decline.
As a reminder, this was during the financial markets crash, and nobody knew when it would end.
I had a head start because I had started talking to them a bit earlier in the year and had been going back and forth to India for years, and had met most of the TATA leadership and sales management.
I spent about 12 months helping TCS consulting reset the direction and regain 12% of the business lost by readdressing the value proposition and how the salespeople negotiate deals. The cultural differences of the company did not always integrate well with companies afraid of outsourcing.
I also worked with marketing to refocus the messaging and change the presentations presented with fewer words and slides. Along with other changes, the group I worked with reported 24% more opportunities and a higher close rate that they attributed to my initiatives and continue to be an advisor for several years.
TCS Short-term strategy engagement to facilitate corporate development. Strategized M&A decisions, structured effective operating models, and transform business operations to expand consulting business and optimize finance metrics.