Advisory

For companies scaling hard, starting to feel the strain between what they sell and what they deliver. And for leaders being told to "do something with AI" with no one saying what for.

"The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn."
Alvin Toffler

The Work

Operating Model Advisory

The problem

Your sales team is closing deals your operations team cannot deliver.

The gap between what you are promising clients and what you are actually building is growing. Your best clients are starting to notice. The moment founders feel this most acutely is usually one of two things: a client you did not expect to lose just left, or there is growing friction between your sales and delivery teams, each working hard but pulling in different directions.

This is not a sales problem. It is not an operations problem. It is a coherence problem, and it lives in the gap between what your business promises and what it actually delivers.

Who this is for

Companies that have moved past proof-of-concept and are now pushing hard on revenue growth. The product works, the model is proven, and growth is starting to outpace what operations can absorb. These are good problems to have. They mean you are growing. And they are problems that can be fixed.

Where AI fits

Everyone feels behind on AI. Most are reacting to FOMO, not a goal. The result is familiar: a pilot nobody adopted, a subscription nobody uses. That is not a technology problem, it is a clarity problem. So AI is not a separate engagement here. Where it belongs in the work, it enters at the design stage: goals first, tools second, built into the systems and rhythms you already have. If AI does not serve the goal, it does not go in.

What changes when we work together

Before

  • Revenue is at risk whenever delivery falls short of what was sold
  • Churn arrives as a surprise, too late to prevent
  • Clients leave when the experience does not match the promise
  • Sales and delivery pull in different directions, handovers break down
  • People are slotted into roles, not matched to skills or ambition
  • Leadership spends its time firefighting

After

  • Revenue at risk becomes protected: what you deliver matches what you sold
  • Churn becomes manageable and measurable, not a surprise
  • Clients stay longer and spend more because the experience matches the promise
  • Sales and delivery align: shared goals, clear ownership, handovers that work
  • Your people are in the right roles, skills matched to responsibilities
  • Leadership leads, not firefights

How I Work

The Approach

Success is defined before the work begins. Every stage after is measured against it.

The Approach: a six-stage delivery model with a benchmark loop Discover, Diagnose, Design, Implement, Monitor and Optimize, Handover, arranged in an S-curve. Diagnose and Monitor and Optimize are connected by a dashed loop showing that success is benchmarked once and re-measured against the same benchmark, with a joint decision to loop back or move to Handover. 01 DISCOVER The goal Define the outcome that matters, not the tool or tactic. 02 DIAGNOSE The benchmark Where it stands today, and what success means, in the same breath. 03 DESIGN The fix AI designed in where it serves the goal, not bolted on at the end. 04 IMPLEMENT The build Built with the people who'll actually use it, day to day. 05 MONITOR & OPTIMIZE The proof Re-measured, continuously, against that same benchmark. Not a snapshot. 06 HANDOVER The exit Target hit, or a joint call that the next gain no longer serves the goal. TOGETHER: LOOP OR STOP same benchmark, checked again

Shown here in full. On an engagement, scoped to what the work actually needs.

Track record

Results that speak for themselves.

A consultant should be accountable to a number. We define it together before the work starts, and measure against it to the end.

TikTok SEA

Head of Customer Success and Growth

  • $15M in additional revenue through upsells and account growth across a $150M regional portfolio
  • 22% increase in enterprise adoption of Spark Ads over 12 months
  • 75-person team across 6 SEA markets

LinkedIn India

Head, Client Solutions and Operations

  • 15% of total revenue from upsells, up from near zero
  • 18% improvement in revenue forecast accuracy
  • 20% gain in inventory utilisation
  • 35-person team across Delhi, Mumbai and Bangalore

Times Internet

General Manager, Operations

  • 26 digital properties migrated in 90 days, with zero revenue loss and no interruption to ad serving or reporting
  • 25% gain in campaign delivery efficiency: fewer errors, more campaigns handled per person

FCB Kinnect

Vice President, Operations

  • $2M in annual upsell revenue
  • Shifted 45-person team from tactical delivery to consultative, business-outcome-focused client engagement

Adify, acquired by Cox Enterprises ($300M)

Senior Manager, Channel Sales

  • $500K+ in inventory sales in year one
  • Part of the team that grew Adify from employee 27 to 175 before a $300M acquisition

BuzzLogic and Martini Media

Operations Leadership, San Francisco

  • Supported the sales team through a growth ramp that took revenue from $8M to over $20M in 12 months
  • 30% improvement in reporting turnaround
  • Oversaw 20+ concurrent premium media campaigns across North America

Why Suri

I stay through delivery, not just strategy.

Twenty years of operating experience across US, India, and Southeast Asia. Senior leadership roles from General Manager to Regional Head, inside startups that were acquired and global companies scaling at pace. I know what it costs when sales and delivery fall out of alignment during a growth sprint. I know how to fix it.

An MBA in Human Resource Management underpins how I think about people, teams, and organisational dynamics. Not theory applied from the outside. Experience built from the inside.

Every engagement is scoped individually. Milestones and success metrics are agreed before we begin. Progress is always visible. I stay until you can see it working.

Start a conversation
20+ Years of operating experience
3 Continents: US, India, Southeast Asia
MBA Human Resource Management
$300M Acquisition scale navigated at Adify

Ready to close the gap?

Whether it is coherence or clarity you are after, let us start with a conversation about what is actually happening in your organisation.

Work With Me