TBS is run as an Advisory COO practice — brought in when a business needs an operator's discipline, not another slide deck.
Anand Jha built his career on one habit: proving with data where a business is losing money before prescribing a fix. A mechanical engineer from Mumbai University (rank holder, 1991), he spent a decade on factory floors — BECO, Avery India, Whirlpool, GE Motors — earning a Six Sigma Black Belt. At Bharti Airtel from 2003, he standardized business processes company-wide. On another engagement, he discovered that payment terms and contract scope had drifted out of alignment, and fixing it freed over $10 million in capital.
He won Airtel's chairman's award for a prepaid customer-verification project, and later earned a Master Black Belt. As VP of Digital Transformation, he built Airtel's sales dashboards and channel systems nationwide. Since 2023, as an independent consultant, his engagements have doubled production and cut direct costs by 30% to sharpen clients' market competitiveness. He has mentored more than 300 projects, saving over Rs. 60 crore to date.
| Period | Role |
|---|---|
| 2023 – present | Independent Consultant, TBS Consulting |
| 2021 – 2023 | Delivery Leader, Kyndryl Solutions |
| 2016 – 2021 | Delivery Leader, IBM India |
| 2014 – 2016 | VP & Head, Sales & Distribution Digital Transformation, Bharti Airtel |
| 2013 – 2014 | VP, IT Governance, Strategy & Security, Reliance Communications |
| 2003 – 2013 | GM / Head of Business Solution Engagement, PMO & Governance, Bharti Airtel |
| 1996 – 2003 | Senior Manager / Quality Lead, GE Motors India |
| 1992 – 1996 | Whirlpool, Avery India, BECO Engineering |
Two advisors with a combined seven decades in operational excellence and business transformation, engaged directly by TBS on strategy and execution.
Board Advisor — Strategy & Business Excellence
Deepak brings over four decades of leadership in organizational transformation, quality systems, and business excellence frameworks. His experience spans large-scale implementations of the Toyota Production System, CII–EXIM/EFQM excellence models, and Lean methodologies across complex, multi-site operations — including senior roles at Modi Xerox and the SRB Group.
An MBA from the Faculty of Management Studies, Delhi, and a mechanical engineer by training, Deepak has built his career on institutionalizing governance, culture, and continuous improvement in organizations navigating significant change. He advises TBS on strategic execution and the disciplined rollout of excellence frameworks for clients undergoing transformation.
MBA (FMS Delhi) · BE Mechanical (Delhi College of Engineering) · CII–EXIM/EFQM Certified · TPS & TMS (Toyota Engineering Corporation, Japan) · Certified Independent Director
Board Advisor — Operational Excellence
Rajiv brings over three decades of leadership across manufacturing, sales & marketing, product development, market research, and exports, including tenures as Vice President at Microtek International, where he led the Wire & Cables, New Product Development, Market Research, and Service divisions, and as Chief Executive of ESS Ell Cables.
A Ph.D. in Economics with a specialization in export promotion, Rajiv combines corporate, academic, and consulting expertise in translating strategy into frontline execution — with particular depth in 5S, Autonomous Maintenance, and Quality-at-Source methodologies. He advises TBS on operational excellence and leadership alignment for clients driving shop-floor transformation.
Ph.D. Economics (Export Promotion) · Certified Balanced Scorecard Professional · Certified Strategy Professional · ZED Consultant (Quality Council of India) · Lean Practitioner (National Productivity Council)
Most turnarounds fail for a reason nobody wants to say out loud: the owner is the bottleneck, the pricing was never actually costed, or the sales team has no system beyond the owner's personal relationships. TBS engagements start by naming that plainly — then fixing it, in sequence, with deliverables the team keeps.
A legal background shapes how engagements and exits are structured: contracts, NDAs and non-compete terms are negotiated with the same rigor applied to pricing models — clearly scoped, nothing left ambiguous.
The Enterprise Transformation Framework isn't theoretical — it's the pattern extracted from live engagements: costing analysis, tiered pricing design, sales objection playbooks, and weekly operating systems, applied to real manufacturing and distribution businesses.
Formulation-level cost modeling used to build defensible, tiered pricing by customer segment.
Objection playbooks and weekly operating rhythms with named KPIs — not motivational talks.
Board-ready decks and reporting cadence, so oversight doesn't depend on the owner narrating it.