I started out repairing copiers and electronic stencil cutters across the Kongu region — government offices, missionary schools, anywhere with an internal printing room that had stopped working. Nobody explains service management to a twenty-year-old with a toolkit, but you learn the whole of it anyway: what a customer means when they say “urgent”, why the same machine fails twice, and how much of a fix is the conversation afterwards.
Everything since has been a larger version of that. Electronics quality assurance on the programmes that first put a colour television and a computer within reach of ordinary Indian households. Years spent building a support practice — help desks, incident and change management at client sites, and the engineers who ran them. Then a national telecom estate, where process accountability stopped being a document and started being the job.
Now I do this from outside: training organisations that need capability, consulting for those that need something built or repaired, and auditing where somebody needs an independent opinion. More than ten thousand professionals have sat in my sessions.
Core strength: helping organisations improve and create more value.
The credentials are kept current deliberately — forty-six of them at last count, and a new one most years, most recently for AI management systems. Not for the wall. A trainer whose certification predates the version their client is running is selling nostalgia.
What I owe my start is uncomplicated: a mother who believed in my abilities well before the evidence justified it, and friends and well-wishers who made the most of the resources we had. That is roughly what I now try to do for the teams I work with.
Achievements
What I have actually delivered
Twenty years of training, consulting and audit work, grouped by what it produced rather than by who I worked for. Each one is something the organisation could still point at after I had gone.
Capability built
- 10,000+ professionals trained, over 3,000 hours Service management, governance, information security, project delivery and process improvement, delivered to in-house cohorts that ran from service desk analysts to CIOs.
- Complex frameworks made usable Fifteen years simplifying material that arrives as a 400-page manual into something a team can apply the following week, using their own incidents as the exercises.
- Training that is measured Pre-course and post-course evaluation, a cohort report for the sponsor, individual action plans, and follow-up support once the learning meets the real problems.
Standards and assurance
- Lead auditor across four management system standards ISO/IEC 20000, ISO/IEC 27001, ISO/IEC 42001 for AI, and business continuity — qualified to audit the standards I advise on, which is a different thing from holding a certificate in them.
- Audits and implementations across banking, telecom and pharmaceuticals Gap analysis through to certification, and the management representative role for a certified national telecom operation.
- 46 certifications held and kept current Renewed rather than framed, including an AI management system lead auditor qualification and the ITIL 5 Foundation in its first year.
Improvement delivered
- Service levels rebuilt around what the business needed Agreements that reported green while customers were unhappy, replaced — along with the internal operational agreements the delivery teams had to sign for the new levels to be achievable.
- Organisational re-design and service transition Structure, tooling and process moved together, as an independent consultant rather than as a programme that needed me to stay.
- Service management tooling implemented and configuration data put in order Tool selection and implementation, a configuration management database designed and populated, and a service desk that measured the right thing.
Enough about what is behind me.
What are you trying to fix, teach or govern? Start there and we will find out quickly whether I am useful to you.