Debjyoti Nag
IT Service Management & Operations Leader
Service Delivery · Major Incident Management · Change Governance · ITSM Governance · Operational Improvement
I help organisations improve the way technology operations work — bringing structure to service delivery, major incidents, ITSM processes and cross-functional operations.
PMP · ITIL · Scrum certified · 12+ years across service desk, infrastructure operations, incident management and ITSM
- Service Delivery
- Major Incident Management
- Incident Management
- Change Governance
- ITSM Governance
- Operational Improvement
- Vendor Management
- ServiceNow
- Automation
- ITSM Analytics
- AI-enabled ITSM
- 12+
- Years Experience
- Service desk to ITSM governance
- 300+
- Associates Trained
- Technical training & mentoring delivered
- 24/7
- Operations Support
- Always-on service delivery
My career story
“From resolving individual incidents to improving the systems, processes and governance behind IT operations.”
- 01
Service Desk
I started close to the user, understanding how technology problems affect people and business productivity.
- 02
Infrastructure & Technical Operations
I moved deeper into technology operations and infrastructure.
- 03
Incident Management
I moved into Incident Management and began coordinating teams, escalations and service restoration.
- 04
Leadership
I progressed into roles involving team leadership, operational coordination and service management.
- 05
ITSM & Major Incident Management
I moved into ITSM, Major Incident Management, Service Delivery and governance, working across technology teams and vendors.
- 06
Automation & AI-enabled ITSM
More recently, I have been applying automation, APIs, analytics, AI and RAG capabilities to ITSM problems.
Who I am
IT Service Management & Operations Leader
I understand IT operations from the ground up — from the service desk through infrastructure operations, incident management and into ITSM governance and service delivery.
I am an IT Service Management and Technology Operations professional with 12+ years of experience across Service Desk, Infrastructure Operations, Incident Management, Major Incident Management, Service Delivery, ITSM Governance and operational improvement. My career has progressively moved from working on individual technology issues to leading and governing the processes, teams and operating practices behind technology services.
I started close to the operational front line, supporting users and resolving technology issues. Over time I moved into infrastructure and technical operations, then Incident Management and leadership, and subsequently into ITSM, Major Incident Management, Service Delivery and governance. That progression is important to my professional identity — I understand IT operations from the ground up.
I have experienced what happens when a user cannot work, when a service desk is overloaded, when an incident crosses multiple technical teams, when a major incident requires rapid coordination, when a vendor does not deliver as expected, and when a process itself becomes the source of operational problems. That allows me to look at ITSM from both the operational and the management perspective, and I am particularly strong at bringing structure to situations where multiple teams, vendors, technologies and business stakeholders need to work together.
I am PMP certified, but PMP is a supporting credential rather than the definition of who I am professionally.
“Technology operations should be predictable rather than permanently reactive. Good ITSM is not measured by how many processes an organisation has — it is measured by whether those processes help teams restore services faster, prevent recurrence and deliver a more reliable service to the business.”
What I do
I help organisations improve the way technology operations work
I help organisations improve the way technology operations work. My focus is not simply on closing tickets or making processes look compliant — I look at whether technology services are actually working reliably for the business.
My role sits at the intersection of people, process, technology and business outcomes.
What I look at
- Where operational failures are occurring
- Why incidents recur
- Where ownership breaks down
- Whether escalation works
- Whether processes are helping or creating additional work
- Whether vendors are delivering what they are expected to deliver
- Whether operational data is being used to make decisions
- Where automation can remove manual effort
- Whether changes are being implemented safely
- Whether teams have the information and capability required to operate effectively
How I think
An incident is often a symptom, not the whole story
I do not look at IT operations as a collection of tickets, SLAs and processes. I look at how technology services actually behave under pressure.
When something goes wrong, my first priority is to understand the business impact and restore stability. But restoration is not the end of the conversation. I want to understand why the issue happened, why it was not prevented, why it was not detected earlier, whether the escalation worked, whether the right teams were involved, whether ownership was clear, and whether the underlying process contributed to the failure.
An incident is often a symptom. The real opportunity is understanding what the incident tells us about the wider operating model.
- 01
Stabilise
Restore the service and contain the business impact.
- 02
Understand
Establish what happened, who is affected, what is known and what remains uncertain.
- 03
Diagnose
Look beyond the immediate symptom and identify the underlying technical, process or ownership issue.
- 04
Improve
Change the process, governance, technology or way of working that contributed to the problem.
- 05
Measure
Use operational data to determine whether the change actually improved the outcome.
- 06
Standardise
Make successful improvements part of normal operations through documentation, automation, knowledge and governance.
Operating principles
The principles I work by
Stabilise first
During a critical incident, restore business service and contain the impact before pursuing deeper analysis.
Fix the system, not just the incident
A recurring incident should not simply become another ticket. Recurrence is a signal that something in the underlying environment or operating model needs attention.
Process should enable people
Good ITSM provides structure, clarity and accountability. It should not create unnecessary bureaucracy or make people spend more time managing the process than solving the problem.
Measure what matters
Operational data should support decisions. I look at indicators such as service performance, SLA performance, MTTA, MTTR, recurrence, change outcomes, workload and other operational trends to understand where improvement is required.
Ownership must be clear
When multiple teams or vendors are involved, unclear ownership can become an operational risk in itself. Good governance creates clear accountability without creating unnecessary friction between teams.
Automate repetitive work
If people repeatedly perform the same manual activity, I look at whether the process can be simplified, automated or supported through technology.
Build capability, not dependency
A strong operational environment should not depend on one person knowing everything. Processes, knowledge, automation and capable teams should allow the organisation to operate consistently.
What I solve
The operational problems I am brought in to address
Operational instability
When services are repeatedly disrupted or operational ownership is unclear, I help bring structure, accountability and measurable improvement.
Major incidents
When a business-critical service fails, I bring structure to incident leadership, prioritisation, escalation, technical coordination, stakeholder communication and restoration.
ITSM process gaps
When an ITSM process exists on paper but does not work effectively in practice, I look at where the process is breaking down and how it can be simplified or strengthened.
Change risk
I focus on implementation readiness, risk, coordination, communication and learning from change outcomes.
Vendor governance
When services are delivered through vendors, I focus on transparency, accountability, service performance, escalation and whether the vendor is actually meeting the intended service outcomes.
Recurring incidents
I look beyond individual incidents to identify patterns, underlying causes, process weaknesses and opportunities for Problem Management and continual improvement.
Operational data
I use service data and analytics to move conversations from opinion toward evidence.
Manual operations
I look for opportunities to use ServiceNow, APIs, Power Automate, AI and other automation capabilities to reduce repetitive work and improve operational visibility.
What I bring to leadership
Strengths I bring to an operations or service management team
Operational perspective
I understand technology operations from the front line through to governance and service management.
Incident leadership
I bring structure and decision-making to high-pressure incidents involving multiple technical teams, vendors and business stakeholders.
Process governance
I understand Incident, Major Incident, Change, Problem, Service Request, Event Management and related ITSM practices from an operational perspective.
Cross-functional coordination
My experience spans infrastructure, network, cloud, security, applications, service desk, vendors and business stakeholders.
Continual improvement
I look for the operational weakness behind a problem rather than treating every failure as an isolated event.
Digital and automation mindset
I am interested in how APIs, workflow automation, AI, analytics and modern ITSM capabilities can improve the way operations work.
People development
I have experience training and developing operational teams, and believe good processes should make teams more capable rather than more dependent on escalation.
What I have worked on
Selected work across reliability, governance and ways of working
Major incident management, service delivery, ITSM governance, ServiceNow process and automation, change governance, CMDB, hypercare, enterprise rollouts, RCA/CAPA and continual service improvement.
Service reliability
- 01Automated ServiceNow workflows, improving MTTA, accelerating MTTR, strengthening SLA compliance and reducing human bias.
- 02Implemented automated high-priority incident notifications integrating ServiceNow with MS Teams and Outlook via Copilot, cutting dependency on dashboard monitoring and speeding responder engagement.
- 05Coordinated operational readiness and Hypercare for the enterprise-wide global rollout of Halcyon Anti-Ransomware and Palo Alto SD-WAN, reducing project-induced Major Incidents and business disruption.
- 08Recognized globally as the go-to escalation resource for complex, long-standing IT incidents through cross-functional problem-solving.
Governance & process
- 03Reduced Emergency Changes by strengthening Change Management governance, implementation planning and CAB readiness.
- 04Redesigned ServiceNow Incident workflows with development teams, improving accountability across multiple strategic service partners.
- 09Led a CMDB governance initiative eliminating orphaned CIs, establishing CI ownership, improving Major Incident correlation accuracy and optimizing infrastructure licensing costs.
Ways of working
- 06Implemented AI-assisted Knowledge Management using ServiceNow native AI to auto-generate draft KB articles from resolved incidents.
- 07Developed standardized executive communication templates and operational reporting for Major Incidents and critical implementations.
- 10Recognized twice as outstanding performer of the year with “Exceeding Expectations” ratings at Capita and Kantar.
What I am building
Applying automation, APIs, analytics and AI to ITSM problems
Applying modern technology to traditional ITSM problems
One example is an AI-assisted ITSM analytics solution integrating ServiceNow REST APIs, Power Automate, Copilot, RAG and ITSM data. The objective is to make operational information easier to access, analyse and act upon.
- ServiceNow REST APIs
- Power Automate
- Copilot
- RAG
- ITSM data
This reflects how I see the future of ITSM: ITSM professionals should not only manage processes, they should also understand how technology can improve those processes. I am not positioning myself as an AI engineer or software developer — I am an ITSM and Technology Operations professional who uses automation, APIs, analytics and AI to solve operational problems.
My professional belief
Technology operations should be predictable rather than permanently reactive. Good ITSM is not measured by how many processes an organisation has. It is measured by whether those processes help technology teams:
- restore services faster
- prevent recurrence
- make better decisions
- manage risk
- communicate clearly
- understand ownership
- improve continuously
- deliver a more reliable service to the business
That is the kind of IT operations environment I aim to help build.
Skills
Capabilities, tooling and technical domains
IT Service Management (ITSM) & Operations
- Core Processes
- Incident, Problem & Change Management · Critical Incident Management · Event Management · Alert Analysis & Correlation · IT Operations Management
- Crisis Response
- Crisis & Escalation Handling · Risk Identification & Preventive Actions · Root Cause Analysis
- Tools
- ITSM Tools (ServiceNow) · Knowledge Base Development & Documentation
Technical Support & Infrastructure
- Support Level
- Level 2 Technical Support · End User Compute (EUC) Support · Remote Support · Digital Workspace
- Networking
- Network Troubleshooting (LAN/WAN, VPN, Wi-Fi) · Enterprise Network Support · Palo Alto Firewalls
- Platforms
- Office 365 Administration · System Administration
Service Delivery & Governance
- Delivery
- Cutover Coordination & Bridge Management · Network Migration & Implementation Support · Operational Readiness & Hypercare · Method of Procedure (MOP) Review & Execution Tracking
- Governance
- Change Management & CAB · SLA Monitoring & Compliance · Governance & Controls · Vendor & Service Delivery Management · Operational Reporting & Documentation
- Quality & Improvement
- Root Cause Analysis (RCA) · Post-Incident Review (PIR) · Corrective & Preventive Actions (CAPA) · Continual Service Improvement (CSI) · Knowledge Management, SOP & Runbook Development
- Platforms
- ServiceNow · CMDB · Splunk · Azure DevOps · Monitoring & Event Management · LAN/WAN, SD-WAN, VPN · Network Security & Firewalls · Cloud & Infrastructure Operations
Leadership & Collaboration
- Management
- Team Management · Vendor Coordination · Cross-Functional Collaboration (Engineering/Dev)
- Strategy
- Stakeholder Management · Workflow Optimization · Systemic Gap Analysis
Career
Professional experience timeline
A progression of scope rather than a list of jobs — 12+ years moving from the operational front line into infrastructure operations, incident management, leadership and ITSM governance.
Kantar Group Ltd
ITSM Specialist
Jan 2022 — Nov 2025 · 3 yrs 11 mos · Remote
- Led ITSM process transformation and governance across Incident, Problem, and Change Management, improving process maturity, compliance, and service quality.
- Drove ServiceNow optimization to improve workflow standardization, efficiency, resource optimization, and ticket quality.
- Partnered with Security Operations, Infrastructure, Cloud, Network, and Identity teams to ensure stable delivery of security services and timely resolution of high-priority security incidents.
- Functioned as a governance and escalation focal point for IT service delivery, ensuring alignment with ITIL standards, operational policies, and service governance frameworks.
- Managed relationships with multiple internal technology teams and strategic service partners to improve accountability, operational performance, and service delivery outcomes.
- Supported enterprise network migration and transition programs by coordinating hypercare operations, change governance, stakeholder communication, project tracking, and operational readiness activities.
- Managed Change and Release coordination including Normal and Emergency changes, change calendars, blackout windows, and change logs.
- Improved change management governance by refining approval workflows, impact assessment models, and change scheduling processes.
- Created structured communication templates and documentation standards to improve clarity and stakeholder understanding.
- Participated in Agile delivery practices including sprint planning, stand-ups, retrospectives, and continuous improvement initiatives.
- Created and maintained SOPs, runbooks, process documentation, and governance standards.
Birlasoft Ltd
Technical Specialist
Feb 2021 — Jan 2022 · 1 yr · Remote
- Supported US Government Payment Solutions as the primary POC for continuity and resolution.
- Used monitoring and alerting tools to support proactive identification of service issues and reduce repeat incidents.
- Provided operational support within an ITIL-aligned service desk environment, ensuring incidents and service requests were managed in line with agreed SLAs.
- Acted as an escalation point for business-critical incidents, coordinating with application support, infrastructure teams, and third-party vendors to restore services quickly.
- Managed incident lifecycle end-to-end, coordinating with app support and monitoring Splunk alerts for proactive resolution.
- Chaired MIM bridge calls and sent timely service communications to reduce downtime impact.
- Handled ops ticket queues, prioritized workloads, and ensured fast response to high-impact tickets.
- Used Linux for troubleshooting batch processes, file movements, and escalation triggers.
- Mentored junior analysts on ITSM processes, escalation handling, and effective stakeholder communication.
Spectrum Consultants India Pvt Ltd
Technical Project Manager
Oct 2017 — Dec 2020 · 3 yrs 3 mos · Hyderabad
- Conducted gap analysis of existing support workflows against ITIL best practices to define the project charter, success metrics, and high-level scope.
- Led the creation of the enterprise Incident Management Lifecycle, including priority matrix, escalation paths, and service level targets.
- Directed the creation of standard operating procedures and technical documentation to ensure process requirements were mapped into support tools.
- Led training programs and workshops for over 100 IT staff members to ensure organizational alignment and rapid process adoption.
- Managed a formal change control process to refine the process manual and facilitated lessons learned sessions before securing sign-off from Service Management Office leadership.
- Led day-to-day IT operations and escalations across desktop, network, and server environments.
- Led Incident Management and acted as the escalation point during major outages.
- Oversaw L1–L3 incident handling, triage, escalation, and ticket flow management.
- Ensured timely service request fulfilment and SLA compliance through team coordination.
- Worked with Problem and Change teams to reduce repeat incidents and improve stability.
- Handled daily operations: shift planning, task allocation, and performance tracking.
- Supported hiring, onboarding, and upskilling to strengthen team capability.
- Ran ITIL compliance audits, delivered KPIs and trend reports, and coached team members for continuous improvement.
Capita Plc
Service Desk Analyst
Jun 2014 — Jun 2016 · 2 yrs · Mumbai
- First responder for major incidents, handling triage, escalation, and communications per ITIL best practices.
- Led bridge calls and war rooms to drive real-time resolution with internal teams and vendors.
- Maintained 100% SLA compliance by tracking and resolving incidents in ServiceNow / BMC Remedy.
- Sent clear, timely outage communications to reduce uncertainty during critical events.
- Collaborated with vendors and infrastructure teams to resolve complex system issues with minimal disruption.
- Audited tickets, coached peers, and trained new hires to boost quality and performance.
- Drove process improvements, reducing MTTR and improving FCR.
- Utilized ITSM ticketing tools including Ivanti Heat and BMC Remedy for comprehensive incident management.
Recommendations
What colleagues and leaders say
Endorsements from managers, peers and stakeholders across Kantar, Arcserve, BNP Paribas and beyond.
Deb worked in my team at Kantar, he is very knowledgeable in Service Management, particular strengths include his ability to manage escalations and find the way forward with incident management. He spent time with the major incident team providing guidance on best practice and solutions. He has particularly good knowledge when it comes to troubleshooting across multiple areas that may involve many different teams and technologies. Deb has built up his knowledge on network equipment and setup and demonstrated the ability to advise teams within this technical area. Deb is able to communicate across all levels in an organisation and collaborate with colleagues.
“Debjyoti is a very dedicated individual. He always looks after the company's best interests. His knowledge in ITSM and ITIL practices is outstanding and made a huge difference in our daily work. Deb made my life easier and supported me with his experience and expertise.”
“I had the opportunity to work with Deb in the area of IT Service Management, and his expertise truly stands out. He consistently demonstrates strong knowledge of ITIL practices, incident and change management, and ensures smooth coordination between technical teams and business stakeholders. His ability to maintain service continuity under pressure, combined with clear communication and a proactive approach to problem-solving, makes him an invaluable asset to any organization. I highly recommend Deb for roles requiring leadership in IT service delivery and operational excellence.”
“I worked with Debjyoti in 2025 across several high-impact initiatives and found him to be outstanding. A trusted problem-solver who quickly diagnoses complex issues and moves teams toward practical solutions without drama. He communicates crisply, aligns stakeholders, and keeps efforts focused on outcomes, improving how work flows between teams and removing bottlenecks. Calm under pressure and decisive in fast-moving situations, Debjyoti brings technical depth, ownership, and a strong sense of partnership.”
“Deb is an outstanding asset to any organization. He combines technical expertise with strong ITSM skills, and is incredibly proactive about driving continuous improvement. Throughout my time working with him, Deb always sought ways to optimize processes and deliver better results, visualising solutions from different perspectives. What sets Deb apart is his ability to approach complex challenges from different angles and propose creative, practical solutions. He is also a true team player — always willing to help and great to work with. I give Deb my highest recommendation without any hesitation.”
“I had the pleasure of working with Deb for over a year. His deep expertise in Incident Management and Technical Support makes him an invaluable asset in any enterprise IT environment. What truly sets Deb apart is his calm, solution-focused approach to complex problems. He handles high-pressure incidents with impressive professionalism, ensuring quick resolution while maintaining excellent communication with both users and stakeholders. His contributions had a direct impact on improving service reliability and overall user experience.”
“One of the most hardworking people I have ever met. Debjyoti brainstorms to create solutions which are at the next level. A thorough professional.”
“Debjyoti's profile speaks for itself. He is very hard working and a smart team player. He is an excellent resource and has been a tremendous asset to my clients and contacts, frequently facilitating introductions and other direct contacts.”
“We joined hands on several projects, and Deb is one of the best people I have had as a manager. I highly recommend his expertise. He is the most profound person I have met, and his ability to tackle any problem is remarkable — and with a warm smile. Deb would become an appreciated member of any management team.”
Credentials
Professional certifications & continuous learning
Industry-recognized certifications validating expertise across critical domains of modern IT operations.
Project Management Professional (PMP)
Project Management Institute
Industry-leading project management certification validating expertise in project planning, execution, monitoring, and closure across diverse IT initiatives, with hands-on delivery of complex IT transformation and infrastructure modernization programs.
Verify credential ↗
Certified ScrumMaster (CSM)
Scrum Alliance
Agile certification covering Scrum framework implementation, sprint planning, and cross-functional facilitation, applied to infrastructure projects and operational workflows.
Verify credential ↗
Microsoft Certified: Azure Fundamentals (AZ-900)
Microsoft
Foundational cloud certification covering Azure services, cloud concepts, workloads, security, privacy, and pricing — essential for hybrid infrastructure and migration initiatives.
Verify credential ↗
Micro-Certification — Welcome to ServiceNow
ServiceNow
ServiceNow platform credential covering core platform navigation, data model, and application fundamentals underpinning ITSM workflow design and optimization.
Verify credential ↗
ITIL 4 Foundation
AXELOS / PeopleCert
Latest evolution of IT service management best practices covering the service value system, four dimensions of service management, value streams, and continual improvement for cloud-first environments.
ITIL V3 Intermediate
AXELOS
Advanced certification covering service strategy, design, transition, operation, and continual service improvement — core credential for enterprise IT service management frameworks.
Certified Ethical Hacker (CEH) v11 Training
EC-Council (Training)
Cybersecurity training covering penetration testing methodologies, vulnerability assessment, security audits, and defensive countermeasures for enterprise infrastructure.
Ken Blanchard — Servant Leadership
The Ken Blanchard Companies
People-first leadership methodology applied daily in managing cross-functional teams and mentoring technical professionals.
Google Technical Support Fundamentals
Google / Coursera
Certification covering technical support principles, troubleshooting methodologies, and systematic problem-solving for end-user computing experiences.
Education & languages
Academic foundation and global communication
Sikkim Manipal University
Bachelor's Degree in Mass Communication
2010 — 2013
Comprehensive undergraduate education in mass communication, developing skills in effective communication, stakeholder engagement, presentation delivery, and information dissemination — foundations applied throughout an IT service management career.
- Crafting clear, concise technical documentation and user guides
- Delivering impactful presentations to C-level executives and stakeholders
- Managing crisis communications during critical incidents
- Training and mentoring technical teams with clarity and precision
English
Full ProfessionalAdvanced business English supporting global collaboration with international clients, cross-functional teams, and C-level executives, including technical documentation and stakeholder presentations.
Hindi
Full ProfessionalNative fluency enabling seamless communication with teams and stakeholders across India's IT landscape, facilitating knowledge transfer, training delivery, and relationship building.
Let's work together
Let's talk about how your IT operations should run
Open to leadership and consulting conversations with hiring managers, service delivery directors and IT executives who need service delivery, major incident response, change governance and ITSM processes to work better — and to hold up under pressure.
Engagement approach
- 01Comprehensive assessment of current state operations and identification of improvement opportunities
- 02Development of actionable roadmaps with clear milestones and measurable outcomes
- 03Hands-on implementation support with knowledge transfer to internal teams
- 04Ongoing advisory support to ensure sustainable operational excellence
Role alignment
- ITSM Specialist
- ITSM Consultant
- Service Manager
- Incident Manager
- Major Incident Manager
- Service Operations Lead
- Service Delivery
- ITSM Governance
- ITSM Transformation
- Operational Excellence