Ramesh Kallidai

Ramesh Kallidai

Work History

Work History
Aug 2009 - Jul 2014

Director, Global Sales Engagement & Marketing


As Director of the Sales Engagement team  at the India GDC, Ramesh owned the P&L, including revenue and margin for several  regions in the Global Delivery Centre. He was tasked with shifting the organisation’s dependence on America for revenue achievement to other regions such as Europe. He achieved this shift through a phenomenal growth in the global delivery portfolio from UK&I, CEMEA, Nordics and Australia & New Zealand, where he increased the revenue of the GDC from these regions four times in four years.  Ramesh achieved this by:

  • Shifting the focus of revenue generation from smaller project-based revenue streams to long-term annuity contracts of larger value
  • Creating compelling value propositions, future service offering roadmap, campaign management, market research into future global delivery requirements in different regions, marketing and sales planning including delivery of creatives, network-building and influencing delivery leaders across the globe
  • Global Delivery workshops and communication initiatives across global regions to increase awareness of capabilities of the India GDC and the importance of Global Delivery to lower price, get access to bigger and skilled resource pools and increase their win ratio
  • Creating a simplified one-stop engagement model for each region during the sales and pre-sales phases
  • Strong networking and placement of GDC representatives in global regions to work closely with their sales and bid teams
  • Training and empowering delivery teams in India to align to the cultural and professional requirements of European delivery – especially focused around business alignment, ITIL, continuous improvement, customer satisfaction and cultural needs
  • Introducing and facilitating several new commercial models such as utility pricing, shared services, account mining, tighter commercial processes and risk modeling
  • Penetrating into new regions where the India GDC had not traditionally engaged such as Australia & New Zealand, Belgium,
  • Aligning GDC service offerings and delivery models with the global regions that enabled the GDC to work as an extended team of the regions
  • Introducing innovative measures for reducing the lead times for recruitment of talent – which had been a major issue escalated by most global regions
  • Introducing process and quality measures in the bid process to reduce turnaround times, errors, re-work and checks that enabled production of winning propositions
  • Standardising India GDC collateral, internal communication processes, internal branding and knowledge sharing through intranet
  • Templating and re-use of bid collateral that reduced bid turnaround times considerably
  • He helped Fujitsu regions win several multi-million multi-year contracts that optimized the use of Global Delivery with several international customers and brands that contributed significantly to the growth aspirations of the India GDC at Fujitsu
  • In 2013, he was given additional responsibility for India, Middle East and North America and managed accounts worth over $ 80 million USD
  • Standardising India GDC collateral, communication processes, branding and intranet
  • Strategic partnerships with suppliers such as Microsoft, SAP and others

As a member of the Executive Management Team at the India GDC, Ramesh performed many other roles outside sales and marketing:

  • Streamlined the financial reporting processes to ensure on-demand and real-time availability of financial performance and other information to the Fujitsu management team
  • Introduced several new measures such as partnership-development with boutique companies, BOT arrangements, jump-start processes and demand forecasts to reduce lead times for recruitment of talent to projects and client accounts
  • Involved in several initiatives around accreditation of the organisation under CMMI Level 5 for Services
  • Introduced several measures to monitor utilization of resources, productivity improvements, and rationalization of resource pools
  • Delivered training to leadership development programmes at the India GDC
  • Designed several training courses such as the Induction Programme, Work Culture Alignment, Organisational Values and others  to suit Fujitsu’s  business needs
  • Led a culture change initiative focused around promoting more accountability, responsiveness and agility in the organization
  • Introduced Lean, Six Sigma and other good practices
  • Jointly responsible with delivery heads to ensure Customer Satisfaction levels were above benchmarked levels
Jul 2000 - Jul 2009

Senior Consultant

Fujitsu UK&I

Ramesh had a number of roles in the nine years he spent at Fujitsu UK&I across a number of Accounts. He specialized in business process improvement, business assurance, sales, bid management, communications and stakeholder engagement, portfolio management and value governance, transition management, requirements specification and service delivery. Some examples of Ramesh’s roles include:

  • Process Assurance and improvement on the HMRC Account
  • Global Delivery transitions on the Thomson Reuters Account
  • Communications and stakeholder engagement on the DVLA Account
  • SOFT reporting to the CIO of DVLA to raise customer satisfaction (CSIP) scores (raised from 2.5 to 8)
  • Service Catalogue project on the Thomson Reuters Account
  • Bid management and sales at Government Business Unit
  • Case Management roll-out at the DVLA Account Help Desk
  • Portfolio management on the NHS Account
  • Requirements and high level designs for network banking, debit cards and Track & Trace systems at the Post Office Account
  • Stakeholder consultation, research, and publication of a white paper (Faith response to Identity Cards) for the Government Business Unit
  • Public relations and media
  •  Internal newsletters and website content
  • Branding initiatives and company collateral
Nov 1993 - Jul 2000

Head of Communication and Marketing

Hinduja Group of Companies

As part of the Chairman’s core group of associates, Ramesh led different portfolios such as Global Communications and Public Relations, Acquisitions & Mergers, and Corporate Social Responsibility at the corporate office of the Hinduja Group, which is a global conglomerate employing 20,000 people and specializing in industries such as transport, oil and gas, banking, IT Services, chemicals and fertilizers, media and broadcasting and medical care. Ramesh led:

  • Negotiations and concluded contractual arrangements for many joint ventures and acquisitions at the Hinduja Group
  • Led the promotion drive of  many Group start-up companies on behalf of the Chairman such as AMAS Bank, Ashok Leyland Information Technology Services (now Hinduja Global Solutions), IndusInd Bank, In-Television Network and others
  • Created their global communication policy
  • Interacted with media and government as the spokesperson of the Group
  • Lobbied in Parliament and with Government agencies
  • Organized large corporate events
  • Created corporate literature
  • Acted as the hub for the group’s charitable and philanthropic activities led by the Hinduja Foundation in streams such as medical care, education and community services
  • Branding strategy and stakeholder engagement
  • Speeches and statements by the Chairman and CEOs



PRINCE 2 Practioner

Association of Project Managers, UK

Accredited Business Consultant

British Computer Society, UK


City University, London