Retail CXOs: get the value your GCC and transformation were built to deliver.
I help you lower technology costs, speed up delivery and turn AI into productivity you can measure. You get 30+ years of leading technology at HP, Tesco and Alshaya, and a calm, hands-on approach without the noise.
Tell me where things feel stuck. You'll leave with a clearer view of your options, with no obligation.
30+years in technology
$12Mannual savings delivered
260member GCC built from scratch
50+brands
13countries
Leading technology atHPTescoAlshaya
About
I like getting beneath the surface, finding what's really holding things back, and helping teams fix it without the fanfare.
I've spent over 30 years in technology at HP, Tesco and Alshaya, working across the US, UK, Middle East and India. Most recently, I led the global technology and operations hub behind a retail group of more than 50 brands spanning fashion, home, dining, cafés and entertainment.
Along the way, I've seen how much a GCC or transformation programme can achieve, and how quietly it can stall when people, process and technology drift apart.
Today, I help retail CFOs and CIOs make their technology spend count: lower costs, faster delivery, and AI that makes a measurable difference.
Depth before solutions
I look for the real problem before anyone commits to a fix.
Quiet, committed delivery
Results matter more than noise, and promises are kept.
Lead by serving
Strong teams and leaders who carry the work forward after me.
Dharma was a key leader in shaping, growing and delivering the Technology & Operations capability in Alshaya’s Bangalore GCC. As CFO, I worked closely with him and saw how effectively he partnered with Finance while supporting the needs of the wider business.
His leadership contributed to better financial data integrity, faster accounting close and reporting, and greater automation across Accounts Receivable and Payable. He also translated our Cloud Engineering and AI & Automation Centre of Excellence vision into effective delivery on the ground.
I recommend Dharma as a technology leader who brings teams together and delivers for the business.
We start with a focused conversation about your goals, your constraints and where things feel stuck, with no commitment and no sales pitch.
Diagnose what's really going on
I look beneath the surface at people, process, technology and spend, so we agree on the real problem before deciding on any solution.
Agree a clear, focused plan
You get a prioritised roadmap with clear ownership, measurable outcomes and timelines that fit your business, built with your team.
Deliver and measure, side by side
I work alongside your leaders to put the plan in place and track results against agreed KPIs, so your team owns the progress and the value lasts after I step back.
Whether your GCC, transformation or technology budget isn't delivering what it should, a short conversation is often the clearest first step. There's no pitch and no obligation, just an honest exchange.
Formerly VP – Customer & Technology Operations, Alshaya Group
My story
I like getting beneath the surface, finding what's really holding things back, and helping teams fix it without the fanfare.
I've spent over 30 years in technology at HP, Tesco and Alshaya, working across the US, UK, Middle East and India. Most recently, I led the global technology and operations hub behind a retail group of more than 50 brands spanning fashion, home, dining, cafés and entertainment.
Along the way, I've seen how much a GCC or transformation programme can achieve, and how quietly it can stall when people, process and technology drift apart.
Today, I help retail CFOs and CIOs make their technology spend count: lower costs, faster delivery, and AI that makes a measurable difference.
Values
What I believe
Depth before solutions
I look for the real problem before anyone commits to a fix.
Quiet, committed delivery
Results matter more than noise, and promises are kept.
Lead by serving
Strong teams and leaders who carry the work forward after me.
Experience
Career highlights
2015 – present
Alshaya Group
VP – Customer & Technology Operations; earlier Head of IT – Global Technology & Information Security
2006 – 2015
Tesco Plc
Head of Engineering roles for online grocery, fulfilment, and price and promotion platforms (£2.5BN at the time, £6.5BN today)
1997 – 2005
Hewlett Packard
Project Manager for Walmart.com, Toyota Thailand and e-Governance in India
Education
Credentials
CTO ProgrammeIIM Visakhapatnam
Certified Corporate DirectorInstitute of Directors (IOD)
Cybersecurity StrategistData Security Council of India (DSCI)
B.E.NIT Rourkela
Machine LearningStanford Online
Open to CIO, CTO and SVP Technology roles, as well as board, advisory and consulting work.
Your GCC should be a capability engine, not just a cost line. You get a value assessment, a sharper operating model and a KPI-led roadmap to lower costs and lift quality. I built a 260-member GCC from scratch that avoided $10–12M a year while speeding up delivery. Let's explore what yours could deliver.
You get senior technology leadership without the full-time cost: strategy, programme oversight, FinOps, vendor management and responsible AI governance. You gain clarity on spend, faster decisions and delivery you can trust. I've led technology for a $6B retailer and delivered $12M in annual savings. If that would help now, I'd be glad to talk.
When transformation stalls, you pay twice: in cost and in lost momentum. You get an honest diagnosis, a focused reset plan and hands-on support to restart delivery. Across Alshaya's 50+ brands, I lifted stock available to promise from 93% to 98.5% and cut financial close from 9 to 5 days. I'm happy to start with a conversation.
Whether your GCC, transformation or technology budget isn't delivering what it should, a short conversation is often the clearest first step. There's no pitch and no obligation, just an honest exchange.
What we'll discuss
Where things feel stuck, and why
What success would look like for you
Two or three practical options to move forward
Whether working together makes sense
FAQ
Questions leaders often ask
What kind of organisations do you work with?
Mainly retail and consumer businesses, and the GCCs that support them, from founder-led growth companies to multi-brand groups.
How does an engagement usually start?
With a 30-minute conversation. If there's a fit, we agree a focused scope, often starting with a short review of a few weeks.
What does a fractional CTO/CIO commitment look like?
A set number of days a month, agreed to fit your needs, with clear priorities and regular reviews with your leadership team.
Do you work remotely or on-site?
Both. Most work is a mix, with on-site time when it matters most.
How do you measure success?
We agree KPIs at the start, for example cost, delivery speed, service levels or productivity, and track progress against them together.
Are you open to full-time roles?
Yes. I'm open to CIO, CTO and SVP Technology roles, as well as board, advisory and consulting work.
