The technology works. The returns come from redesigning the operating model underneath it — the slower, harder work that turns capability into results.
25 years inside
In 1999, on a GE Capital operations floor in Gurgaon, I took 80% of the cycle time out of a billing process. We didn't put a clever tool on top of the old way — we took the work apart so most of the steps no longer existed. The savings held because there was nothing left to drift back to.
Twenty-five years later the lesson hasn't moved. A copilot license tells people their jobs are getting easier. Redesigning the operating model tells them their jobs are changing. One is a subscription; the other reaches the P&L. That's the work I do.
Field notes from twenty-five years of making transformation land — and making AI reach the P&L.
Global Capability Centers
As AI automates the work GCCs were built to do, the captive center isn't the casualty of transformation — it's where transformation actually lands.
June 15, 2026 · 5 min read
Operating Model
The technology works. The returns come from the operating-model work underneath it.
June 1, 2026 · 5 min read
Workforce & Talent
Cut-first AI transformation is a cost program wearing a strategy costume.
May 15, 2026 · 5 min read
Workforce & Talent
Automate the grunt work, and you unplug the machine that makes your future leaders.
May 1, 2026 · 5 min read
Operating Model
Pilots die in the gap between "it works" and "we changed how the work happens."
April 15, 2026 · 5 min read
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I sent Raj to India to set up and manage the GE Money Global Analytics Center… still running strong today.
…the rare combination of curiosity and vision when leading teams.
…deep financial services expertise… played a pivotal role in developing our go-to-market strategy.
Engagements described reflect work conducted as an external consultant (where labeled) or during prior in-house employment. Client and employer details are anonymized or generalized to protect confidentiality. Past results do not guarantee future outcomes.
25 years inside financial services and enterprise technology, building and rebuilding the functions these institutions run on. One thread runs through it: I've built or extended capability centers across three companies. At GE — joining GECIS in 1999, one of the world's first global capability centers, later spun out as Genpact — I built out the capability-center model across five countries before the industry had a name for it. At Moody's, I built the commercial-side capabilities — commercial operations, marketing operations, and program management — consolidated under the company's global capability center, distinct from ratings, and ran change management for a multi-year transformation of 80+ programs reaching 2,000+ employees across 12 countries. At Deloitte, I led financial services transformation as a senior growth leader. Most recently, as Global Chief Technology Officer at Code and Theory — a 2,000-person Stagwell agency — I modernized an acquired India capability center for the AI era, inside a sponsor-backed business: post-acquisition integration, cost and operating-model improvement, and new revenue lines built against an investment thesis.
I'm now founder of SigmaArc, a decision-intelligence platform for financial services, and I advise firms on integration, operating-model change, and making AI reach the P&L.
I work with a small number of firms each year. Whether an engagement runs as advisory, interim, or fractional follows the problem.
The work spans financial institutions, private equity firms and their portfolio companies, and the firms that serve them — wherever a decided change has to land: an integration, a capability build, an operating-model reset, an AI program that has to reach the P&L.
A direct conversation about what you're working through. No pitch.
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Raj Bhatia
Founder, SigmaArc
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