Devashish Ghosh - Former senior Business leader at Wipro and Aptara and Cofounder at Speedc Networks

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Work Background

Speedc Networks Private LimitedCo-founder Speedc Networks Private Limited

Jan. 2010Speedc is a Content Delivery Network (CDN) company that helps businesses in India accelerate the performance of their web sites and web applications. Devashish heads the Operations, Business Development and Strategy functions. Provided consultation to TRAI on National Broadband Plan. Did an extensive market survey across the country meeting Internet Service Providers, Content Owners, Government Departments , Telecom Regulatory Authority of India to assess the expectations of potential customers, partners and regulators for Speedc’s products and services Interacted with Venture Capital firms for due diligence and capital raising rounds. Provided consultation for Election Commission of India on RFP for CDN service providers. In touch with Industry bodies like FICCI,NASCCOM and ISPAI to address common business interests

Aptara IncExecutive Vice President Global Operations, Managing Director Aptara India

Jun. 2006 - Dec. 2007Aptara a 120 mill USD company and a leader in the content transformation space has service lines in Composition, Conversion, E-learning and Content IT for global customers in the publishing, BFSI, telecom and manufacturing space. Responsibility for 4000+ people on a global basis of which 3,300 across three locations in India and the balance in the US and Europe. The key objective was to grow customer relationships through delivery excellence. Primarily responsible for global delivery, productivity, cost control in operations and Gross profit for the company at an executive level. Other responsibilities include Human Resources, Global IT, Global Quality, Hiring and finance for the India Geography. About 12 VPs and Sr. VPs report to me in this position. This is an executive level position reporting to the CEO of the company.

Wipro BPOChief Operating Officer

Feb. 2003 - Jun. 2006Was recommended to take up this assignment by Wipro Chairman to bring excellence in service delivery and operations excellence in the growing BPO business of Wipro. Grew the team from 4,000 people to 15,000 people in 28 months. Increased revenue from $40M to $147M ($USD). The annual operating margin averaged 22%. Responsibilities included heading 6 SBU’s, relationship management and growth with existing customers, Transition, Hiring, training and Infrastructure support. Had over 10 Vice Presidents and GM’s reporting to me in this position. Each SBU had P&L responsibility. This position reported to the President and CEO Wipro BPO.

Wipro BPOVice Pressident Manufacturing and Health Care vertical

May. 2001 - Mar. 2003Hyderabad Area, IndiaWas given this assignment with a mandate to grow the vertical that had annual revenue of $33M and 18 clients. Grew it to $75M and 40 clients across US, Europe and Japan. Unit was a profit center role with integrated responsibility for sales and execution. The services sold were from application development, Package implementation services and Technology Infrastructure Management services. Key deliverables were P&L , customer satisfaction and growth ,addition of new customers , expansion of business in new geographies, employee moral, Quality of deliverables etc . VP Manufacturing Vertical position reported to President Enterprise Solutions Wipro Technologies.

Wipro BPOVice President Hyderabad Operations

Apr. 1996 - May. 2001Hyderabad Area, IndiaVice President Hyderabad Operations April 1996 to May 2001 Was appointed to this assignment in April 1996 with the charter to grow Wipro’s first Development center outside Bangalore. The center when I took over was a mere 65 person strong, which I grew over five years to a 1,500-person center. Mission was to build an alternative center to Bangalore and tap local talent. The success of this center led to opening of other centers in Chennai, Pune etc. The responsibilities included; Quality of deliverables, Customer satisfaction, Client relationships for the customers working out of the center, employee satisfaction and motivation, relationships with local government bodies like Secretary IT, STPI, Industries Dept and Chief Minister’s office etc. The center had its independent operations in Finance, HR, Quality, Administration, Recruitment and Facility management. Training and Technology, Image building and PR. All these staff functions work under the overall framework of policies of the corporation and the software business. In terms of people and revenues the center was the second largest operation after Satyam computers in Hyderabad. This position reported initially to the President of Wipro Systems (which was one of the three software businesses of Wipro) and subsequently to the Chief Operating officer of the entire software business of Wipro Technologies .

Wipro BPOBusiness Manger System integration & Software Exports ,Financial Sytems division

Apr. 1995 - Mar. 1996BangaloreThis venture was the first time Wipro attempted to export software services in a vertical segment of financial services. It was virtually a software start-up operation with just a sales person and myself as the first two employees of the organization. The target customers and prospects were focused on the financial services domain. We could approach banks, insurance companies, stock exchanges and large brokers in the US. In the first year we established three relationships of which one was converted into a total offshore development center. The other part of the role was systems integration in the financial services domain for the India domestic business. The major activity was the implementation of the online trading package for the Delhi Stock Exchange (DSE) in 8 months. This included other activities such as site preparation, network set up, installation of Tandem computer systems and PC’s, training for 700 brokers on the package followed by management of the facility. The entire software team had to be recruited from outside Wipro and trained on the application so that they could customize the package to the needs of Delhi Stock exchange. DSE successfully went live in Mar ’96. At the end of the financial year we had a team of 60 software engineers who had good experience of working in Stock exchanges, stock broking applications, in the domestic and international environment. Key objectives consisted of Planned Sales and PBT responsibility, Customer satisfaction, Employee satisfaction and motivation, building domain competency, and Quality of deliverables. This function reported to the CEO Financial Systems division, who also was responsible for hardware sales in the finance domain.

Wipro BPORegional Manager( Central Region )

Apr. 1993 - Mar. 1995KolkataThe region consisted of West Bengal, Bihar, the northeastern states, Orissa, east MP and whole of Andhra Pradesh. The responsibilities included achievement of planned Sales and bottom line profit, generating new business while consolidating existing business, tight control of receivables, motivating the sales team to achieve their targets from five offices in the region, sales motivation of the dealers in the region, Customer satisfaction, and customer support operations including high uptime of machines and revenues. During the above period ensured that Wipro retained the No 1 slot in terms of market share and customer satisfaction in the region. Both years exceeded planned financials of Sales and PBT and I was declared the Best Regional Manager in financial year ‘93& ‘94. Regional Manager Central Region Reporting to All India Sales Head,

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