Partner Consultant
Abhishek began his career as an investment banker and, over time, evolved to leading large-scale technology projects for Fortune 500 companies through consulting with leading companies like IBM and Accenture across various verticals. His knowledge encompasses strategy, execution, and management of tech-centric projects, augmented by working closely with the C-Suite and large-scale project management. In his recent capacity as VP of a global IT firm, he drove strategic planning and operational excellence for US-based clients. Intrinsically,he’s a change-driven thought leader with an affinity for numbers and influencing decision-makers. .
Context: The second-largest telecom firm in SEA was planning to complete a re-governance of their technology and mobile-first systems as part of their digital transformation strategy.
Situation: The firm was unable to accurately access the scope involving strategic roadmapping, technology sophistication, human capital across different functional divisions, and efficient operationalization within a 24-month timeline.
Problem:
- Access the strategic relevance and sustainability of the tech-centric digital transformation and its use cases for cost optimisation and revenue enhancement.
- Design and scope multi-layered technological solutions for the implementation of cross-functions, endpoints, and operated assets (mobile-first digital applications).
- Operationalize projects with multiple stakeholders, aggregate human capital for deployment, and measure progress.
Solution:
- He, as the leader for the project, drove the entire large-scale project with a hybrid delivery model, formalising the below:
- Digital Strategy: Accessing Process Mapping and Functional Strategy
- Cross-Functional Tech Assessment and Solutioning
- Stakeholder management and negotiations.
Context: The NFL is the world’s largest sports league in terms of revenue, with more than 60% of the viewership coming from North America. Given the gradual increase in viewability of American football in the UK, Europe, Australia, Brazil, and SEA, the brand wished to create great fan experiences catered to the global market with a local touch.
Concern: The NFL, being already mature in terms of penetration in the US, required a different approach to thinking through re-launching its digital assets (NFL App, Website, Merchandise Store, Ticketing Operations, Club Operations) to a global audience.
This required a complete rethink of online distribution, acquisitions, engagement with the brand in terms of in-app usage, etc., and retention strategies. The internal team, being well versed in the behaviour of Americans, couldn’t formalise a clear GTM approach to achieve its global expansionary goals.
Objective Functions (That he spearheaded):
1. High Level Strategy: What is the 3-year strategic plan divided into technology, digital experience assets, and fan-centred design that helps the NFL achieve its goals?
2. Operational Strategy: How do they approach the implementation plan operationally to achieve a re-do in experiences through the application of emerging technologies and HCD?
3. Functional Strategy: How do they efficiently allocate CAPEX and OPEX to generate alpha in fan acquisitions, fan experiences, and revenue enhancement?
Outcome: Within 6 Months
1. Acquisitions: Average 50% MoM growth in fan acquisitions (profile creations) across the UK, Brazil, Australia, etc.
2. Engagement: Average 120% increase in O&O Assets Engagement, i.e., NFL App, NFL Website, and TV Viewability (PPV Model)
3. Revenue: Average 30% MoM increase in revenue through subscriptions, ticket bookings, and merchandise purchases.
4. Retention: 80% drop in churn, i.e., those who cancelled subscription plans within 3 months.