Verizon

Transforming the digital platform landscape by bringing business and technical agility through Generative AI driven Martech innovation, Enterprise Content Management platform modernization, Enterprise DAM asset consolidation and process improvement through automation.

Digital / AI Strategist and Architect

T. Rowe Price

Responsible for Digital Marketing technology strategy, governance, and architecture across digital, content, data, analytics and campaign automation. Focused on enabling digital transformation across the Organization leveraging platforms such as Adobe Experience Cloud, SalesForce etc.

Vice President, Digital Marketing & Platforms

SapientRazorfish

Responsible for client program success for strategic clients
•	Drive full client programs from pre-sales involvement through strategy, planning, implementation(s), and ongoing insight and operational services
•	Manage a portfolio of client programs in the $10-30M range (on average)
•	Ensure successful digital and platforms delivery initiatives with emphasis on Commerce
•	Digitize claims process for a health and life insurance company. GWL had a company mandate to automate their manual claims process as part of their digital transformation program. Managed a team of business analysts, technologists and developers to define business requirements, conduct sprint planning, design their future content website using Adobe Experience Management and eCommerce site using SAP hybris.
•	Reimagine the brand experience for a global retailer. Managed a team of UX designers, UI developers to create state of the art, unified experience for the consumer across the browsing, ordering and payment processes.
•	Increase competitiveness through eCommerce. As the Delivery Lead, developed the Sprint plan, captured the business requirements for order capture, product data model, payment and SAP integration for tax and shipping. Responsibility included drafting their integrated digital marketing plan across web, social, mobile, ecommerce.

Senior Director - Digital Marketing, e-Commerce 

HCL America

A key member of the digital leadership team for this multinational IT services company. Lead strategist and leader in newly formed digital practice that increased application need for digital innovation. Ensure resource utilization, reducing lead time, and developing digital SaaS/PaaS platform architectures, micro-services, and mobile apps. Digitize research process and lead process digitization and innovation playbook for clients.	
•	Manage and lead UX team, ensuring high resource utilization 
•	Develop digital SaaS/PaaS platform architecture consisting of prebuilt business services composed through microservices, mobile app, event based, multitenant framework, social analytics, predictive data analytics based recommendation engine and adaptive content engine
•	Help formulate market strategy for digital services, promoting value added, end-to-end service
•	Build innovative solutions for use cases for marketing, supplier and service management, employee productivity, as well as social, mobile and data analytics integration
•	Proactively managed risks at a toys retailer for ATG e-commerce re-platforming program, successfully integrating 40+ third party vendors
•	Improved user productivity and transformed digital customer experience of pricing, markdown and promotions processes for a specialty retail chain store in NY.
•	Overhaul digital experience of program scheduling and contract software from .NET to Java migration program for a major media company in NY
•	Lead process digitization and innovation playbook for clients, supporting digital transformation and business model innovation work

Digital Program Director / VP Digital Transformation 

Deloitte Digital

Directly led and oversaw wide range of web, portal, SAP, b2b/b2c e-Commerce, mobility and information management technology projects, working with clients to deliver on time and in budget.
•	Liaised closely with clients to adopt leading UX/UI practices including role based modeling, persona analysis, card sorting, usability workshops, sitemap design, low and high fidelity wireframes, visual style guides, heuristic analysis, ecommerce usability, information architecture
•	Rolled out ERP based solutions such as SAP Fiori, SAPUI5, SAP Web Dynpros, SAP portal, hybris, SAP based Java apps, and SAP-based Open text integration 
•	Acted as Global Alliance Project Manager for EMC Cloud /Deloitte Alliance, implementing global sales strategy around PaaS, IaaS, cloud security, SAP and converged infrastructure 
•	Led end-to-end proposal and delivery of a complex, global, large-scale program to improve HP’s sales quotas for the sales & marketing team, delivering $10M program with team of 20 onsite and 80 offshore staff
•	Project managed and architected $4M Sysco SAP b2b Consumer and Intranet Portal, supporting 500,000 users, with leadership of global team of 15 onsite and 75 offshore staff
•	Coordinated effectively with other C-level executives and business leads to define program level governance, project alignment, metrics, budget tracking and planning
•	Delivered a complex enterprise level transformation project with massive scope that included b2b ecommerce, employee self-service, manager self-service, CRM (customer relationship management), billing and accounts receivables, payment gateways, credit card processing, SRM (Supplier Relationship Management), MDM (Master Data Management), analytics, workflow, collaboration, and mobile web order management application 
•	Architected Asset Intelligence based IoT solution using Axeda Machine Cloud, turning machine data into useful information, build and run innovative M2M applications

Senior Manager, Technology

Provided hands-on client facing support, overseeing complex project architecture, on-time delivery, budgetary adherence and management of on- and off-shore teams of more than 100 personnel.
•	Integrated multiple SAP systems successfully. The company required automating sales floor planning process for multiple SAP systems. Led project team of 25 members to meet scope, schedule and cost parameters of critical $3M project. Assessed master data needs, enterprise data strategy, and analyzed available technology options. Delivered project as specified and improved stock availability, boosting sales revenue.
•	Implemented a B2B e-commerce website for managing licenses. Adobe needed a website to manage product licenses. Led team of eight SME’s. As an architect, gathered high-quality functional specification and user requirements including sitemap, wireframes, screen flows, and visual style guides. Enabled Adobe to successfully manage their licenses effectively using a robust technology platform.
•	Improved Lockheed Martin's portal performance. Selected as SME to improve poorly performing Lockheed Martin SAP supply portal. Defined project scope and led the team in solving all problems. Achieved desired performance levels by properly sizing systems, setting testing strategy, and ensuring high availability. Earned complete customer satisfaction by resolving the end-to-end system performance problem.
•	Developed portal strategy, HR portal vision and identified supporting technology for Avaya HR Website Strategy, developing work plan and estimation model for portal implementation project

Manager

Philips Lighting

eCommerce lead, CRM solution delivery and project management. Business relationships development.
•	Successfully led the TradeLink channel management portal implementation project by providing portal planning, design, integration and analysis expertise
•	Shaped e-commerce technology strategy, developed product roadmaps and captured business drivers, applications areas, process areas, information areas, functional scope, technical targets
•	Improved project performance by 20 % through project organization objectives, metrics and systems 
•	Improved ‘Independent Assurance’ process maturity by leading a team of 7 managers and 1 director of business excellence to implement controls based on COBIT (Control objectives for Information technology)
•	Established application architecture standards, programming standards, reusability and overall efficiency as a member of the Architecture Review Board

Web/eCommerce Lead

Fieldglass

Created a B2B extranet web application for Fieldglass Inc. for the procurement of professional services by customers from the vendors. Developed XML based web services and obtained certification from Accenture for integration with Ariba Network.

Lead Software Engineer

Maars Software International Ltd.

Developed an innovative Java-JSP-Documentum API web content management workflow solution, Developed business reports in SD, MM and SM modules, batch data transfer from legacy system into SAP.

SAP Consultant

INDIAN RAILWAYS

Member of the prestigious IRSEE (Indian Railway Service of Electrical Engineers). To get selected into IRSEE, more than 100,000s of engineers compete annually and the top 100 get selected into the IRSEE service. 
Managed a team of 25 technical engineers and 500 staff across 5 maintenance depots. Maintenance and Construction of Railway Rolling Stock and Electric Traction lines. Oversight of Information Systems such as SCADA. 
Responsibility included maintenance, inspection, and construction of Electric Traction lines spanning over 200 miles, managing maintenance, inspection, and production of Railway Rolling stock locomotives powered by large elextric machines. 
Also responsible for maintenance and high availability of power stations, HVAC lines, transformers, generators, curcuit breakers, electric control systems and other electrical equipment.

Divisional Executive Engineer

Rabi Jay is a visionary leader in digital transformation and Enterprise AI, with over 15 years of pioneering technology-led change within diverse industries. His expertise extends beyond AI-driven marketing technology innovations to include leading-edge developments in generative AI, platform modernization, and the enhancement of operational efficiency through automated and intelligent workflows. Rabi holds an impressive array of certifications from AWS, Azure, SAP, ITIL, TOGAF, to SAFe Agile, demonstrating a profound mastery over both the technical intricacies and strategic dimensions of digital and AI innovations.

In his tenure as a Global Alliance Manager at Deloitte, Rabi Jay has spearheaded transformative international projects in retail, aerospace, and software technology sectors, showcasing unparalleled leadership and a strategic mindset capable of navigating complex global challenges. As a Vice President of Digital Transformation, he was instrumental in devising an innovative integrated approach that synergizes human-centered design with cutting-edge AI platforms and change management, grounded in design thinking and process reengineering principles.

A distinguished author and speaker, Rabi Jay has contributed profoundly to the discourse on AI and cloud technology. His publications include a comprehensive guide on SAP NetWeaver Portal Technology by McGraw-Hill and a seminal work, "Enterprise AI in the Cloud" published by Wiley in 2024. He is currently a technical reviewer for Wiley’s forthcoming book on "Building Generative AI Applications using Large Language Models," highlighting his expertise in the forefront of AI technology. His LinkedIn newsletter, “Enterprise AI Transformation – Playbook for Professionals and Businesses to Implement AI,” is a testament to his dedication to advancing knowledge on generative AI and cloud technology adoption.

Beyond his professional accolades, Rabi Jay is an advocate for the ethical use of AI, frequently addressing the social implications of technology and promoting responsible AI practices in his writings and talks. His commitment to personal growth is evident through his interests in yoga and meditation, complementing his professional endeavors with a focus on mindfulness and well-being. He is also an avid traveler, golfer, and ping pong enthusiast.

Rabi Jay

Building AI Apps | Executing Ideas | Teaching engineers, technical founders to do Sales. Subscribe to my podcast! | Content Creator

I build, scale, and invest.

I’ve worked hands on with startups scaling from $50K to $10M in revenue, combining an engineering mindset with real world sales execution. 

My edge comes from sitting at the intersection of data, AI, go to market strategy, and active trading.

I do not just study markets. I participate in them daily.

What I focus on

Startup growth and GTM

Helping founders find true product market fit, design scalable GTM motions, and avoid the common traps that stall growth early.

Sales execution

Building revenue engines that actually close. Cleaner pipelines, shorter cycles, and predictable outcomes.

Founder support

Working closely with technical founders to turn strong products into real businesses that can scale without burning out the team.

Trading and market discipline

Active trader with a strong focus on risk management, momentum, and capital preservation. Trading has shaped how I think about decision making, sizing bets, cutting losses early, and letting winners run. Those same principles show up in how I build companies and advise founders.

Beyond operating, I am a published author and angel investor, deeply passionate about innovation, AI, and helping builders reach their full potential.

If you are a founder navigating growth, GTM, or scaling decisions, or if you want to compare notes on markets and trading discipline, I would love to connect.

Personal website
neerajsabharwal.com

Email
neeraj@neerajsabharwal.com
neeraj@trust3.ai

Neeraj S.

SKO and team event. Built Data Governance Agent 

Showed 10x productivity gains

Data Governance Agent automtically gets connected to AI Governance Agent ;)

Let's chat and I can share the demo details. 🥰 

Trust3 AI

Neeraj Sabharwal

10x AI Adoption starts with Responsible AI | Co Founder Trust3 AI | Investor | Trader

I always admired Jack except when he sold twitter. Transparency and brilliant example of leadership

******
His message to Block employees

today we're making one of the hardest decisions in the history of our company: we're reducing our organization by nearly half, from over 10,000 people to just under 6,000. that means over 4,000 of you are being asked to leave or entering into consultation. i'll be straight about what's happening, why, and what it means for everyone.

first off, if you're one of the people affected, you'll receive your salary for 20 weeks + 1 week per year of tenure, equity vested through the end of may, 6 months of health care, your corporate devices, and $5,000 to put toward whatever you need to help you in this transition (if you’re outside the U.S. you’ll receive similar support but exact details are going to vary based on local requirements). i want you to know that before anything else. everyone will be notified today, whether you're being asked to leave, entering consultation, or asked to stay.

we're not making this decision because we're in trouble. our business is strong. gross profit continues to grow, we continue to serve more and more customers, and profitability is improving. but something has changed. we're already seeing that the intelligence tools we’re creating and using, paired with smaller and flatter teams, are enabling a new way of working which fundamentally changes what it means to build and run a company. and that's accelerating rapidly.

i had two options: cut gradually over months or years as this shift plays out, or be honest about where we are and act on it now. i chose the latter. repeated rounds of cuts are destructive to morale, to focus, and to the trust that customers and shareholders place in our ability to lead. i'd rather take a hard, clear action now and build from a position we believe in than manage a slow reduction of people toward the same outcome. a smaller company also gives us the space to grow our business the right way, on our own terms, instead of constantly reacting to market pressures.

a decision at this scale carries risk. but so does standing still. we've done a full review to determine the roles and people we require to reliably grow the business from here, and we've pressure-tested those decisions from multiple angles. i accept that we may have gotten some of them wrong, and we've built in flexibility to account for that, and do the right thing for our customers.

Hot take:

Machine learning folks might have the unfair advantage in becoming great AI engineers.

Here is why.

They understand models beyond prompts.
They know how data quality impacts outputs.
They think in probabilities, not certainty.

When an agent breaks, they do not panic.
They debug the pipeline.
They check embeddings.
They question evaluation.
They look at the data first.

A lot of AI engineering today is orchestration. 👈 

But orchestration without understanding how models behave under edge cases is fragile.

ML engineers already know:

Models drift.
Inputs matter more than people think.
Evaluation is everything.

Prompting is a skill. 😍 
System design is a skill.

But understanding model behavior under uncertainty is a different level.

That mindset translates directly into building reliable agents.

Curious if others see this shift too.

Why pay six figures a year when our AI-augmented engineering team can replicate core functionality in weeks and own the IP?

Did you see IBM stock today?

The 2028 Global Intelligence Crisis scenario framed this shift clearly: when AI reduces friction and lowers the cost of building software, traditional SaaS economics start to unravel

Link is in my comment.

Over the past month, the market delivered a stark reminder that the future is here and it isn’t a slower, predictable evolution of SaaS. In early 2026

Open article: Newsletter: Why SaaS Companies Are Going to Struggle for Real by Neeraj Sabharwal • 4 min read

Newsletter: Why SaaS Companies Are Going to Struggle for Real

I am not kidding

I built 2 production ready apps in the last 2 days and canceled the subscription for 2 tools

This is just the beginning 

Here is my prediction :)

It may sound funny but let's think about it. We are new to LLMs and there is hesitancy on adoption production ready SaaS for large scale. 

In the next 2-5 years, as we get more mature in Vibe Coding then ...

Read this newsletter 

👇

If you feel a disturbance in the Force, it’s not just you. The $300B SaaS industry is currently facing a "code red" moment. Industry veterans and even

Open article: The SaaS-pocalypse: Why Your Subscriptions Are Going Extinct by 2030 by Neeraj Sabharwal • 2 min read

The SaaS-pocalypse: Why Your Subscriptions Are Going Extinct by 2030

Cursor is awesome for developers but it’s leaving a massive gap wide open and Lovable and Replit are sprinting straight through it.

Here’s the problem:

Cursor is optimized for people who are comfortable inside an IDE.

Business users are not. 

Sales. Ops. Marketing. RevOps. Founders who don’t code.

They don’t want to "open a repo" and think in files, branches, and diffs.

They want:
A clean, modern UI
Clear workflows
Guardrails
One-click deploy
Visual feedback
Collaboration built-in

Lovable and Replit understand something fundamental:

The next wave of builders won’t identify as developers.
They’ll describe what they want.
They’ll tweak.
They’ll iterate visually.
They’ll ship.

Cursor is incredibly powerful but power without accessibility narrows your market.

If you don’t abstract complexity for non-technical users, someone else will.

And that’s exactly what’s happening.

The real opportunity isn’t better code completion.

It’s better product abstraction.

The winner won’t just help engineers code faster.

It’ll help everyone build.

Just finished reading The New Economics of Brand Integrity from MarqVision (YC S21) 

This is not a “brand protection” report.
It is a revenue report.

Here is what stood out:

85% of brands are facing AI accelerated threats.
78% estimate losing 5% or more of annual revenue to counterfeits and impersonation.
Yet only 35% actively track revenue protected.

Most teams are still reporting takedowns.
The smarter half are reporting revenue impact.

That 50 50 split is the real story.

AI has created a silent tax on growth.
You spend on marketing. 
Counterfeiters capture part of the demand within days. Sometimes within hours.

The shift is simple but hard:

Stop measuring activity.
Start measuring outcomes.

Saturation rate.
Mean time to removal.
Revenue protected.

Brand integrity is no longer legal cleanup.
It is margin defense.

The question is not whether the shift is happening.

It is which side of the 50% you are on.

taplio

The Battle

Rabi Jay

Neeraj S.

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The Battle

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