Fractional & Interim COO · CTO

Delivery teams that scale. Operations that hold.

I'm Srinivasan Balchamy. I help tech companies in the US, the UAE and India build, scale and fix their delivery operations. I bring 18+ years of serving the US market, COO-level discipline and the technical depth to back it up.

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Portrait of Srinivasan Balchamy
Srinivasan BalchamyFractional COO / CTO
Founder & CEO, JussTek
30 yrsBuilding tech teams, since 1996
18+ yrsServing the US market as MD, India Operations, FarShore
2×Founder: JussTek and TiNC
6Certifications, incl. LSS Black Belt (CII)

Who I work with

Tech companies scaling delivery from India for the US and UAE

Software, SaaS and IT services companies in the US, UAE and GCC that run, or want, technology teams in India. I step in at four moments.

Build

Set up an India delivery team or centre: structure, hiring, vendors, governance and a first-year operating plan.

Scale

Grow from a handful of people to a mature operation without losing quality, culture or cost control.

Fix

Turn around missed deadlines, quality problems and vendor issues using DMAIC and clear delivery KPIs.

Develop

Train managers and tech leads so the operation runs well without depending on a few people.

Signs it's time

  • Delivery keeps slippingReleases are late and quality is uneven.
  • A leadership gapYour COO or CTO has left, or a transition needs senior cover.
  • Vendors you can't steerOutsourced teams are costly and hard to hold to outcomes.
  • Architecture can't keep upThe platform has become the bottleneck for growth.
  • Processes leak moneyManual work, rework and exceptions eat into margin.
  • Customers are churningOnboarding and support problems show up as lost renewals.

Advisory tiers

Three ways to work together

Most clients start with a Diagnostic Sprint, then continue with me as their fractional COO/CTO. Fees are agreed up front, after a free discovery call.

TIER 01

Diagnostic Sprint

A fixed-scope review of technology, delivery and operations, ending in a prioritised roadmap.

  • Architecture and tech-debt assessment
  • Delivery and process health check
  • Team, vendor and cost review
  • 90-day action plan for leadership

2–4 WEEKSFor founders who want an independent view before a big decision. Most continue into Tier 02.

TIER 02

Fractional COO / CTOMost chosen

Senior operating leadership on a retainer, one to three days a week.

  • Delivery governance, KPIs and reporting
  • India team setup, scaling and talent pipeline
  • Vendor and partner management
  • Technology strategy and architecture oversight
  • Board and investor updates

MONTHLY RETAINERFor growth-stage companies that need senior leadership without a full-time salary.

TIER 03

Interim Leadership

Hands-on executive cover during a transition, turnaround or critical programme.

  • Full COO or CTO responsibilities
  • Delivery recovery and stabilisation
  • Operating-model and process redesign
  • Handover to your permanent hire

3–9 MONTHSFor leadership gaps, turnarounds and post-merger integration.

Add-on for clients

Workshops & team training

Added to a sprint or retainer so your managers can sustain the improvements. Delivered as a Certified Corporate Trainer and Facilitator, on-site or online.

  • Lean Six Sigma & DMAIC for managers
  • Data-driven decisions with business analytics
  • Strategic leadership for new leaders
  • Conflict management & emotional intelligence
  • Operational risk awareness for delivery teams
  • Strategy-to-execution planning offsites

The method

Lean Six Sigma, applied to delivery

Certified Green Belt (LIBA, 2018) and Black Belt (CII, 2023). I use DMAIC so changes rest on evidence and stay in place after I leave.

  1. D

    Define

    Agree the problem, the customer and what success is worth to the business.

  2. M

    Measure

    Map the process as it really runs. Baseline cycle time, defects and cost.

  3. A

    Analyze

    Find root causes with data, not opinion or the loudest voice.

  4. I

    Improve

    Redesign, automate and pilot the fix, then roll out what works.

  5. C

    Control

    Dashboards, owners and control limits so gains don't drift back.

Case studies

Problems solved, methods applied

Each case shows the challenge, the approach and the result, plus the certifications and skills it drew on.

Financial services · Operations

Financial workflow & payment process re-engineering

Challenge
Manual approvals, reconciliation exceptions and rework between finance and technology teams slowed payments.
Approach
DMAIC: mapped the end-to-end flow, used Pareto analysis to isolate the few failures causing most exceptions, then added validation at source, automated reconciliation and removed redundant approvals. A daily exceptions dashboard and control charts held the gains.
Data & reporting
SQL queries pulled payment and reconciliation data into a Power BI exceptions dashboard. Pareto charts showed where errors came from, and daily control charts on cycle time showed whether fixes were holding.
Result
Faster payment turnaround, fewer manual exceptions, and a finance team focused on review instead of rework.
Power BISQLLSS Black Belt · CIIFinancial ManagementBusiness Analytics
Enterprise software · Delivery

Software delivery & churn reduction

Challenge
Late releases and defect-heavy onboarding were eroding customer confidence and costing renewals.
Approach
DMAIC: baselined lead time, escaped defects and onboarding duration, traced root causes to weak requirements handoff and missing release gates, then introduced definition-of-ready, automated regression testing, release gates and an onboarding playbook.
Data & reporting
Jira and Git data fed a Power BI delivery dashboard tracking lead time, escaped defects and release predictability, reviewed weekly. Account-level health scores linked delivery quality to renewals.
Result
More predictable releases, fewer escaped defects and stronger renewals from smoothly onboarded customers.
JiraGitPower BILSS Black Belt · CIIStrategic LeadershipBusiness Analytics
Offshore delivery · Strategy & risk

Operating model & risk governance for a delivery centre

Challenge
A growing offshore centre had outgrown informal ways of working. Client, staffing and vendor risks weren't tracked in one place.
Approach
Reviewed the operating model against strategy, built a scored risk register, redesigned governance with clear ownership and escalation, and added key risk indicators and continuity plans for critical clients and roles.
Data & reporting
A one-page Power BI scorecard combined delivery KPIs, cost and key risk indicators for the monthly business review. The risk register and governance playbook lived in Confluence.
Result
Delivery, cost and risk visible on one page, with issues escalated early instead of surfacing as client complaints.
Power BIConfluenceStrategy & Operations · IBMIOperational Risk ManagementFinancial Management
Leadership · Capability building

Building a data-driven leadership team

Challenge
First-time managers promoted for technical skill relied on instinct, left conflicts unresolved and depended on a few people for improvement work.
Approach
Designed and facilitated a programme combining leadership, conflict management and emotional intelligence with practical analytics and DMAIC, each module tied to a live project the managers owned.
Data & reporting
Each manager built a simple KPI dashboard for their own team in Power BI, using data from Jira. They used it in the workshops and in quarterly reviews of their improvement projects.
Result
Managers who use data in decisions, handle conflict earlier and run improvement projects without outside help.
Power BIJiraCorporate Trainer · ProtouchBusiness Analytics · SKILLOGICEmotional IntelligenceConflict Management

Credentials

Certifications behind the practice

Each one maps to a part of how I work with clients.

DEC 2024

Certified Corporate Trainer and Facilitator

Protouch

Workshops and leadership capability programmes.

SEP 2024

Certified Management Consultant – Management

GrowthSchool

Structured diagnostics and client engagement.

FEB 2023

Lean Six Sigma Black Belt (ICBB)

Confederation of Indian Industry (CII)

Leads DMAIC improvement programmes end to end.

JUN 2022

Strategy and Operations

International Business Management Institute (IBMI)

Operating-model design and strategy execution.

AUG 2020

Business Analytics for Managers

SKILLOGIC

KPI design, dashboards and data-led decisions.

APR 2018

Lean Six Sigma Green Belt (ICGB)

Loyola Institute of Business Administration

Process mapping, measurement and root-cause tools.

Core skills Strategic LeadershipOperational Risk ManagementFinancial ManagementConflict ManagementEmotional Intelligence Management ConsultingOperations ManagementBusiness AnalysisBusiness StrategyCorporate Training

Technology I work with

Delivery tools

  • Jira
  • Confluence
  • Git

Delivery tracking and governance in the software delivery and risk governance cases.

Data & reporting

  • Power BI
  • SQL
  • KPI dashboards

Used in all four case studies: exceptions, delivery, risk and team dashboards.

Business platforms

  • ERP / CRM integrations
  • Payment systems

Payment and reconciliation flows in the payments case.

Emerging

  • AI adoption
  • Process automation

Automated reconciliation rules and regression testing.

About

Three decades of building teams that deliver

Measure first. Fix the root cause. Then make the gain stick.

I started building technology talent in 1996, when I founded TiNC, a software training centre I ran for ten years until 2006. That work taught me how strong technical teams are actually built: hire well, train hard and set clear standards.

As Managing Director of India Operations at FarShore for 18 years, I built and ran offshore delivery teams serving US clients for more than 18 years, with responsibility for quality, cost and client relationships. As Founder & CEO of JussTek, I've taken products from idea to market.

My Lean Six Sigma Black Belt and Strategy & Operations training give that experience a method, and as a certified corporate trainer I make sure your team can carry the work forward. I work with companies in the US, the UAE, the wider GCC and India, on-site or remotely, across time zones.

  1. Present
    Founder & CEOJussTek
  2. 18 years
    Managing Director, India OperationsFarShore · serving US clients
  3. 1996–2006
    FounderTiNC, software training centre
  4. 2018–2024
    Six certificationsLean Six Sigma Green & Black Belt, Strategy & Operations, Management Consulting, Corporate Training, Business Analytics

Contact

Let's talk about what's holding your delivery back.

Tell me about your company and the challenge. I reply within one business day. Or book a free 30-minute discovery call directly.

Book30-minute discovery call →
Emailhello@srinib.com
LinkedInlinkedin.com/in/srinivasanbalchamy
MarketsUS · UAE · GCC · India