T-Hub · FY23-25
₹7.6 Cr
cumulative corporate account revenue, built from a standing start as the single commercial owner.
34%
of T-Hub revenue
That was 34% of T-Hub's total revenue across the same three years.
Open to conversationsHyderabad, India
Sushovan Chatterjee · Business development & GCC partnershipsI open and grow enterprise accounts that take longer than a quarter to close.
GCC and Fortune Global 500 accounts across India, Southeast Asia and Europe. I own the commercial conversation, write the SOW and stay on the account through delivery and renewal.
What brings you here?
Sushovan Chatterjee
Lead - Client Engagement, Summit Consulting Services
₹7.6 Cr
built from zero at T-Hub, FY23-25
9+
years in BD
17 programmes
4 Fortune Global 500
Worked with
RNTBCI
Broadridge
Deloitte
Maruti Suzuki
About Sushovan Chatterjee
Business development and GCC partnerships, from Hyderabad.
I am Sushovan Chatterjee, a business development and partnerships professional based in Hyderabad, India. For 9+ years I have worked in B2B sales, enterprise account management and corporate innovation, opening and growing accounts with Global Capability Centres (GCCs) and Fortune Global 500 companies across India, Southeast Asia and Europe.
Today I lead client engagement for GCC accounts at Summit Consulting Services, an ANSR company. Before that I built the corporate innovation business at T-Hub from a standing start to ₹7.6 Cr, ran a ₹3.6 Cr Build-Operate-Transfer centre, and co-founded a digital marketing agency in Kolkata.
- Business development
- Enterprise sales
- GCC partnerships
- Corporate innovation
- Key account management
- Build-Operate-Transfer
By the numbers
Revenue first. Then the story.
The figures behind the work, from T-Hub, Link Innovations and the startups I mentored. Switch currency if rupees mean little to you.
US$ at ₹94 = $1 (Nov 2026)
17
corporate programmes closed and run
4 with Fortune Global 500 companies: P&G, Microsoft, Denso, Volkswagen Group
₹3.6 Cr
Build-Operate-Transfer centre
Multi-year, for a global tyre manufacturer. Sole account owner.
- B
Build
Proposal, contract, team
- O
Operate
Scouting and PoCs
- T
Transfer
Handover-ready governance
Corporate meetings a year at T-Hub
117FY23-24
152FY24-25
+30%Link Innovations
₹89L
consulting pipeline in 9 months
JLR pilot signed · ₹8.5L50+ enterprise meetings in 6 months
For founders
₹1.06 Cr
in grants and corporate POs for startups I mentored
₹4.3 Cr
disbursed to 7 startups whose T-Fund evaluation I supported
Career journey
From founding an agency to running GCC accounts.
Every role since 2017, to scale. The top lane is my main job; the lower lane is advisory and community work I ran in parallel. Tap a bar for the details.
MAIN
PARALLEL
2017201820192020202120222023202420252026
Nov 2022 - Sep 2025
2 yrs 11 mo
Hyderabad
T-Hub
- Assistant Manager, Corporate InnovationNov 2022 - Mar 2025
- →Manager, Corporate InnovationApr 2025 - Sep 2025
Built the corporate account portfolio from a standing start to ₹7.6 Cr across FY23-25, 34% of T-Hub's revenue for that period. Promoted to Manager in April 2025.
₹7.6 Cr revenue34% of T-Hub revenue17 programmes₹3.6 Cr BOT
- Closed and ran 17 corporate programmes, including P&G, Microsoft, Denso and Volkswagen Group, as the commercial and delivery point of contact.
- Sole account owner of a multi-year ₹3.6 Cr Build-Operate-Transfer centre for a global tyre manufacturer: proposal, contract, team, operating model and handoff governance.
- Activated GCC accounts including Denso, RNTBCI, Broadridge and Advance Auto Parts, from first conversation to live programmes with PoC pipelines.
- Led the Mobility and FMCG verticals; 117 corporate meetings in FY23-24 and 152 in FY24-25.
- Built investment-case decks that GCC leadership used to secure board-level budget.
How I work
How a deal moves from a loose brief to a signed SOW.
Most of my deals take longer than a quarter. This is the sequence I run every time, whether it is a startup pilot for a GCC or a multi-year capability centre.
- 1
Frame the problem
Turn an ambiguous brief into a problem statement a budget owner will sign.
- 2
Scope and SOW
Commercials, milestones and governance written down before work starts.
- 3
Pilot or PoC
The right startup or team on the ground, with success criteria agreed up front.
- 4
Run the cadence
Steerco and weekly cadence, escalations owned, delivery tracked to milestones.
- 5
Scale or transfer
Renew and expand, or hand over to the client’s own team, as in a BOT.
My BD engine
An AI-assisted workflow that shortens first contact to signed SOW.
CClay
Lead generation
CClay
Prospect scoring
n8nOutreach sequencing
ClaudeProposal and SOW drafts
Goal
Signed SOW
Now building AI agents to take more of the routine work out of BD.
What I do
Five things clients bring me in for.
Commercial strategy, governance design and operating models: turning hard enterprise problems into programmes that pay for themselves.
GCC account leadership
From first conversation through SOW, delivery and renewal for global capability centres.
Corporate innovation advisory
Startup scouting, pilot design and engagement models for enterprise innovation programmes.
BOT and governance design
Operating models and governance for build-operate-transfer centres that are ready for handover.
AI-assisted BD
Lead generation, scoring, outreach and SOW drafting as one workflow.
Startup mentoring
GTM, grants and corporate purchase orders for founders selling to large companies.
Where I work
India · Southeast Asia · EuropeIndustries
- Automotive & mobility
- FMCG
- Energy & oilfield
- BFSI
- IT / ITES
- Aerospace & defence
- Healthcare
- Edtech
- Media
- GCCs
Tools I use daily
CClayn8nClaude
HubSpotLLeadSquared
Sales Navigator
Notion
n8nClaudeHubSpotLLeadSquaredSales NavigatorNotionLanguages: English, Bengali (native), Hindi
Selected work
Problems I scoped, sold and saw through.
Client names stay private. The shape of the problem and what we did about it do not.
BOT mandate
Three-year innovation hub
A global tyre manufacturer
Wrote the proposal, negotiated the ₹3.6 Cr contract, built and ran the team, drove scouting and PoCs, and designed the operating model for handover.
Computer vision
Showroom behavioural analytics
A large automotive manufacturer
Scoped a customer analytics problem and brought in a computer-vision startup to lift showroom conversion with real-time behaviour data.
Network optimisation
Employee transport optimisation
A large FMCG company
Designed a routing solution to cut employee transport cost and time without lowering service quality.
Drone + vision
Warehouse inventory automation
A large automotive supplier
Built inventory tracking with drones and vision to automate stock counts in a high-density warehouse.
GTM
India entry for healthtech
A European healthtech company
Wrote the India GTM plan, vendor onboarding and first hospital partnership strategy for an AI healthtech client.
Growth
Local-language media growth
A media company
Regional-language content strategy and customer acquisition plan to scale local engagement.
Startups and ecosystem
The founder side of the table.
Alongside enterprise work I have screened, mentored and pitched startups, and advised a cancer centre on entering clinical services.
The Startup Club Berlin
From 200 applications to 2 term sheets
200+applications sourced and assessed
65shortlisted for investor pitch sessions
2ventures received term sheets
Bars drawn to scale.
Incubation centre · Santosh Kumar Somani Pvt Ltd
32 startups taken to market
+41%
online visibility for the centre
NIT Durgapur
institutional partnership
Strategic advisor · 2025-26
Danja Cancer Centre, Hyderabad
₹1.06 Crin grants and corporate purchase orders for Mobility and FMCG startups I mentored at T-Hub
₹4.3 Crdisbursed to 7 startups whose T-Fund evaluation I supported
Made T-Hub the outreach partner for Next Bharat Ventures (Suzuki), bringing tier 2 and tier 3 innovators into its residency programme
₹37Lin sponsorship for Corporate Innovation Conclave 2025, which I supported
Ran programmes with Broadridge (Web3 Paathsala), Microsoft for Founders and Deloitte, plus 4 sector roundtables
Represented T-Hub at Bharat Mobility Expo, BAJA SAE and ET Auto Show
Let's discuss
Open questions I want your view on.
Questions I keep coming back to in my work. Pick one, tell me your answer and why. I read every reply and will share what I learn.
Why do most corporate-startup pilots die after the PoC?
Sushovan Chatterjee · opening take
In my experience the pilot rarely fails on technology. It fails because nobody owns the budget for what comes after. What have you seen?
Which is it, in your experience?
- ANo budget owner after the PoC
- BNo path into core systems
- CThe startup cannot clear procurement
- DThe internal champion moves on
Send me your answer
Email me, or message me on LinkedIn with the question and your view.
sushovanch1994@gmail.comReply on LinkedIn
Share your view
Tell me what you think.
About this site, a discussion below, a role, a programme or a startup. Every message reaches me directly, and I reply to all of them.
Write to me
Copy my address and send your view from your own email. Tell me who you are and what you would change.
sushovanch1994@gmail.com
Message me on LinkedIn
Connect or send a message. If you found this page through one of my posts, comment there so others can join in.
Open my LinkedInEducation
Engineer by training.
A mechanical engineering degree still helps in automotive and manufacturing accounts, where most of my deals have been.
2014 - 2018
B.Tech, Mechanical Engineering
University of Engineering & Management, Jaipur
- Member of 'Beacon', the entrepreneurship cell
- Cultural Activities Committee, 2016
- Final-year project: Intelligent Reverse Braking System, a SONAR-triggered pneumatic brake
2013
ICSE / ISC, Science and Computer
St. Paul's School, Rourkela
Certificates
- Be10x
AI Tools Workshop
Be10x · Jun 2026
Driving Measurable, Sustainable Change
LinkedIn · Jun 2026
Building a Data-Driven Skills-First Workforce Strategy
LinkedIn · Mar 2024
Project Management Foundations: Requirements
LinkedIn · Dec 2022
Fundamentals of Digital Marketing
Google · Nov 2022
In the press
CNBC-TV18 · Nov 2024
Telangana partners with Denso to advance automotive tech and startups through T-Hub
DENSO India newsroom · Nov 2024
DENSO India announcement on its partnership with T-Hub
ETGovernment · Jul 2024
T-Hub partners with Next Bharat Ventures to drive rural innovation through Suzuki initiative
UEM Jaipur · University
Team RoboManiax of UEM Jaipur opened a robotics company, now a known name in Indian robotics
Quick facts
In short.
- Who is Sushovan Chatterjee?
- Sushovan Chatterjee is a business development and partnerships professional based in Hyderabad, India, with 9+ years in B2B and enterprise sales, GCC account leadership and corporate innovation.
- What does Sushovan Chatterjee do now?
- He is Lead - Client Engagement at Summit Consulting Services, an ANSR company, where he owns revenue, margin and renewals for mid-market Global Capability Centre (GCC) accounts.
- What is he known for?
- Building T-Hub's corporate innovation revenue from a standing start to ₹7.6 Cr (34% of T-Hub's revenue in FY23-25), closing and running 17 corporate programmes with companies including P&G, Microsoft, Denso and Volkswagen Group, and owning a ₹3.6 Cr Build-Operate-Transfer centre.
- Which industries has he worked in?
- Automotive and mobility, FMCG, energy and oilfield services, banking and financial services, IT, aerospace and defence, healthcare, edtech and media.
- How can I contact Sushovan Chatterjee?
- By email at sushovanch1994@gmail.com or through LinkedIn at linkedin.com/in/sushovan-chatterjee.
More detail: about Sushovan, GCC partnerships and corporate innovation.