Siba Satapathy

Brought the fragmented business units that were serving the Transportation Sector under one team, with coherent strategy, clear market definition, and a differentiated service portfolio. This sector includes anything that moves people and goods, anywhere and anyone outside a building. This covers the equipment manufacturers and their supply chain in Aerospace, Defense, Automotive, Rail and Marine. It also covers transportation infrastructure like airports, cities and operators e.g. airlines, fleet owners, TPL (third party logistics) etc.

Led this new cluster focusing on accelerated revenue growth, strategic client acquisition, new market expansion and strong industry recognition.

Major accomplishments include:

• Successful integration of different teams and creating a new GTM identity
• Delivered revenue growth consistently in nine out of ten quarters organically with quarterly run rate expanding by 49%, and by 123% including one acquisition.
• Significant organic and inorganic growth in Automotive sector (3.5X).
• Led the entire process to acquire ASAP, a very successful automotive engineering services company with 1600 employees, focusing purely on e-mobility space. Leading integration of ASAP while also managing the entire business operations through a governance board.
• Steered the business from staffing led engagements to managed services.
• Higher focus on digital engineering with 4X revenue growth.
• Significant focus and expansion of revenue in Europe.
• Engaged with analysts and influencers to narrate HCLTech's industry capabilities and significantly improved market positioning in new sectors and growth areas e.g. Automotive, ACES (Autonomous, Connected, Electrification and Shared), Digital Engineering, Software Engineering, etc.
• Deployed SGF (Strategic-Growth-Focus) framework to ensure right sales talent is behind the right opportunities.
• Dropped several tail customers and brought focus on Top 30 customers for immediate growth and Focus 10, to acquire scalable new clients.
• Hired industry leader and created identity for Off-highway vertical. Will exit FY24 at $50M run rate.
• Hired an industry leader in France to incubate Rail vertical. Built the team with strategic business development and hunters. Successful in acquiring several anchor customers.

One of the pioneers of HCLTech's Aerospace & Defense vertical, where Siba began as a BDM in 2005. Has steadily grown with increasing responsibilities while driving significant growth in the vertical. Led this business unit to be recognized as a clear industry leader, recognized by several analysts and respected by the illustrious list of clients.

Siba was also instrumental in HCLTech's foray into the US Defense/ITAR market, and in setting up the first ITAR compliant delivery center in Cary, North Carolina in 2008. He has further consolidated HCLTech's position in the US Defense market through acquisition of Butler America Aerospace and serves on the SSA board of the company.

Key achievements:

• 10X growth of this industry vertical
• Large scalable and sticky customer engagements with two of them now in $100M and one in $50M clubs.
• Changed geo-mix from largely NORAM-centric to add Europe, Japan and India.
• Led acquisition of Butler Aerospace & Defense to create a balanced portfolio between commercial and defense sectors.
• Consistently recognized as market leader by all analysts (#2)
• Several large deals including risk-reward business models.
• Steered business through significant headwind from increased insourcing to global engineering centers, 737 Max and Covid-19 related challenges. Ring-fenced all key customers and key talent.

During this time, HCLTech formed an independent business unit to focus on Engineering and R&D Services (ERS), and Siba was asked to lead Aerospace & Defense vertical for North America market. He created the engineering identity for the vertical by diversifying the customer and business mix from largely software and single program to broad service offering to a wider customer base.

• 80% of overall A&D business was from only one program which came to an end. Replaced that revenue and drove growth by acquiring new customers and getting on other aircraft development partners.
• Scaled chosen customers to much larger size through dedicated CP and transformation council structure. Three customers >$50M.
• Worked with delivery and practice to take new service offerings to market. Expansion into manufacturing and aftermarket.
• Continued domain-centric selling to win more turnkey programs.
• Focus on large deals. Several GDC (Global Delivery Center) deals to bring sustainable and predictable growth.

Was responsible for all services sold into United Technologies Corporation (now part of Raytheon Technologies).

• UTC has 4 major independent businesses and HCLTech engagement was fragmented and tactical at division level. Brought all engagements under unified governance and strategic account plan.
• Triggered vendor consolidation exercise at corporate level by showing values of unified governance. HCLTech was selected as one of the Strategic 5, which gave entry into new business units.
• Significant growth across all service lines.
• Integrated SAP related work after acquisition of Axon.

• Responsible for new customer acquisition.
• Acquired 12 new logos in one year.
• Won Best Debut and President's Club awards in the first year
• Led some of the early advisor led large deals including infra and app ops.