Core Services
Capabilities that Deliver
Strategic Results
Who I help
- Banks
- Insurance Companies
- FinTechs
- Financial Service Organisations
- IT Consulting Firms
Capabilities that Deliver
00+
Digital Adoption
00%
Digital acquisition
00%
CSAT
00Hrs
Power BI dashboards
Projects & Case Studies
Projects
I Delivered
Organisations I’ve delivered for – not just consulted to….
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Top Management
Regional Head - Indusind Bank
HNI & Affluent Banking
IT Delivery Lead — Bancassurance Technology
System Integrator · Bajaj Allianz × Axis Bank Programme
From a technology delivery perspective, Amit is one of the better business-side stakeholders I've had to work with - and I mean that as a genuine compliment, because most BA profiles I've encountered either don't understand technical constraints or aren't specific enough about what they actually need built.
On the Axis Bank portal integration, his BRD was detailed enough that our development team could start building with minimal back-and-forth. The acceptance criteria he wrote for each functional requirement were precise, testable and realistic - no vague "the system should be user-friendly" type requirements that waste sprint capacity. He also flagged two integration issues during UAT that we'd genuinely missed, which saved us from what would have been P1 incidents post go-live. That kind of domain-side UAT rigour is not common. I'd recommend him for any BFSI technology programme that needs a consultant who can actually bridge the business-IT gap.
On the Axis Bank portal integration, his BRD was detailed enough that our development team could start building with minimal back-and-forth. The acceptance criteria he wrote for each functional requirement were precise, testable and realistic - no vague "the system should be user-friendly" type requirements that waste sprint capacity. He also flagged two integration issues during UAT that we'd genuinely missed, which saved us from what would have been P1 incidents post go-live. That kind of domain-side UAT rigour is not common. I'd recommend him for any BFSI technology programme that needs a consultant who can actually bridge the business-IT gap.
Zonal Manager — Bancassurance & Channel Partnerships
Bajaj Allianz Life Insurance · North Zone
Honestly, I was sceptical at the start. We'd had consultants before who came in, wrote a big document, handed it over to IT and disappeared when things got complicated. Amit was different. He sat in every sprint review, he knew the insurance product specs as well as our own product team, and when the CRM integration hit a snag with the proposal error-checking logic, he was the one who figured out where the gap was between what we'd asked for and what had been built.
The MIS dashboard he built for our zonal leadership is still running today — two years on. Our regional manager uses it every Monday morning without fail. Revenue went up 18% that year and I won't pretend the portal integration was the only factor, but it was a significant one. If you need someone who understands both the insurance domain and the technology delivery side, Amit's genuinely rare.
The MIS dashboard he built for our zonal leadership is still running today — two years on. Our regional manager uses it every Monday morning without fail. Revenue went up 18% that year and I won't pretend the portal integration was the only factor, but it was a significant one. If you need someone who understands both the insurance domain and the technology delivery side, Amit's genuinely rare.
DVP — Preferred & Wealth Banking
HDFC Bank Ltd.
What I remember most about working alongside Amit at HDFC Bank was that he never waited to be asked. If he spotted a process gap — in the CRM workflow, in how we were tracking cross-sell against our Finacle data — he'd already be putting together a structured note on it by the time anyone else had noticed there was a problem.
The Power BI dashboard he built for our branch performance tracking changed how our team operated. Before that, the cluster head's Monday review was based on a 40-row Excel sheet that took someone half a day to compile. After the dashboard went live, the same review took 20 minutes and the data was live rather than two days old. The cross-sell targeting improved noticeably once RMs could actually see which clients had unmet product needs rather than guessing. I've recommended Amit to two colleagues since and I'd do so again.
The Power BI dashboard he built for our branch performance tracking changed how our team operated. Before that, the cluster head's Monday review was based on a 40-row Excel sheet that took someone half a day to compile. After the dashboard went live, the same review took 20 minutes and the data was live rather than two days old. The cross-sell targeting improved noticeably once RMs could actually see which clients had unmet product needs rather than guessing. I've recommended Amit to two colleagues since and I'd do so again.
Operations Head — Service Delivery & Quality
eClerx Services Ltd.
I managed a large service delivery team at eClerx and FCR was always the number we obsessed over — it was in every KPI review, every client SLA, every leadership discussion. When Amit joined the team, he approached it differently from most. He didn't just look at the FCR number — he went into the call data and built a root cause breakdown that showed us exactly which issue categories were driving repeat contacts, and which agent-level patterns were linked to them.
The SQL dashboards he built weren't fancy — they were practical. They showed the team what mattered every morning without requiring anyone to run a report or dig through spreadsheets. FCR went up 20% over the following two quarters. That's a real number against a real baseline, not an estimate. He also handled the UAT for our new ticketing module without any drama, which anyone who's been through a system migration at scale will know is rarer than it should be.
The SQL dashboards he built weren't fancy — they were practical. They showed the team what mattered every morning without requiring anyone to run a report or dig through spreadsheets. FCR went up 20% over the following two quarters. That's a real number against a real baseline, not an estimate. He also handled the UAT for our new ticketing module without any drama, which anyone who's been through a system migration at scale will know is rarer than it should be.
Blogs & articles
By: sunnymann84
July, 2026
How I Took HNI Onboarding from 7 Days to
High-value customers expecting a seamless onboarding journey, while the actual process is slowed down
By: sunnymann84
January, 2024
How to Write Better BRDs for Banking Digital Transformation
A BRD can either create clarity or create delay and in many organizations it
By: sunnymann84
January, 2024
How Power BI Improved Executive Decision Making in Banking
Weekly reporting that consumes too much time, depends on manual consolidation, and still fails
By: sunnymann84
January, 2024
How Insurance Process Automation reduced Proposal Errors Through Digital
A relationship manager trying to complete one customer transaction across three different systems, each
The results speak for themselves. We went from a 7-day onboarding TAT to under 48 hours, and we didn't cut a single compliance checkpoint to get there. In fact our audit trail actually improved. I'd work with Amit again without hesitation.