Ram Prebagar, Chief Revenue Officer-FSS & IMS Business, TVS Electronics (TVSE), 0
Specializing in cloud and digital infrastructure, workplace services, and technology consulting, he has successfully led large-scale transformation programs across banking, technology, manufacturing, retail, and consumer packaged goods (CPG) sectors. In an exclusive interview with CEO Insights Asia, Ram shares insights on driving growth through customer-centric approach, value-driven revenue leadership and more. Below are excerpts from the interview.
How can the Chief Revenue Officer ensure that marketing and sales strategies are aligned while attracting new customers and retaining ones?
In my view, marketing and sales only truly align when they focus on value, not features. The job of both teams is not just to showcase services but to connect with customer pain points and clearly demonstrate the business outcomes being delivered.
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When it comes to attracting new customers:
● Start with the value proposition. Position services and solutions around the problems you solve and the measurable results you create, whether that is efficiency, cost savings, or reduced risk.
● Use customer-centric messaging. Campaigns and conversations should follow a problem–solution–value flow, not a list of features.
● Keep the storytelling consistent. Whatever marketing promises, sales must reinforce in the field, so customers hear one unified narrative.
● For retaining existing customers:
● First, deliver strongly. Retention depends on whether commitments are met or exceeded. Reliable execution builds trust and loyalty.
● Keep innovating. Customers want to see that you are evolving and creating new value over time, not standing still.
● Communicate the impact. Share regular updates through reviews, dashboards, and case studies to make sure customers see the ROI of their partnership
What are the crucial factors for developing and guiding high-performing revenue teams to guarantee market alignment and promote product-led growth?
To build and guide high-performing revenue teams that stay aligned with the market and drive product-led growth, I believe there are three core pillars: alignment, enablement, and accountability.
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Alignment starts with a deep understanding of the customer profile and evolving market needs. Marketing, Sales, and Customer Success should all speak the same language of value, grounded in customer outcomes rather than internal targets.
Enablement comes from breaking silos. High-performing teams operate as one revenue engine. That requires ongoing training in consultative selling, product and service knowledge, and value articulation. It also depends on using the right data to measure effectiveness and continuously refine approaches.
Accountability is what sustains performance. Teams need clear metrics that balance acquisition and retention, not one at the expense of the other. Just as important, they need the autonomy to act, along with full ownership for the results.
How do you assess and enhance revenue streams by capitalizing on new opportunities while reducing risks
that might hinder revenue growth?
Revenue streams should first be assessed through a revenue mix analysis across customer segments and regions, paired with a profitability assessment to ensure long-term sustainability. Healthy revenue streams depend on profitable customers, not just top-line growth.
Once this foundation is in place, we can use the insights for market expansion — entering new geographies and customer segments aligned with core strengths. This can be accelerated by building alliances and developing the right partner ecosystems. Growth should also be fueled by solution-led strategies, leveraging free trials, product adoption, and innovative pricing models.
Risk mitigation is equally critical. This includes addressing customer concentration risks, investing in customer success, and ensuring delivery excellence to retain and expand existing accounts. Scenario planning should also be built in to anticipate best- and worst-case conditions.
Finally, success depends on data-driven decisions, guided by the right lead and lag indicators, combined with an agile approach to experimentation. This ensures we can double down on what works while quickly correcting where needed.
What is the role of data analytics and technology enhancing operational efficiency?
Data analytics and technology are at the heart of operational efficiency. You cannot optimize what you do not understand. Robust analytics gives you the baseline, exposes inefficiencies, and points to the levers that matter most for improvement.
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Once you have that clarity, technology becomes the foundation. Automation should not be treated as an optional add-on. It has to be built into operations from the ground up with a tech-first mindset.
But efficiency is not only about automating processes. It is just as important to question whether a process should exist at all. If it does not serve a clear purpose in the workflow, it should be eliminated before automation is even considered.
I sum this up as: Understand, Automate, Optimize.
How do platforms powered by AI and various automation tools assist in forecasting customer behavior and improving marketing efforts?
There are plenty of AI and automation tools today that can simplify marketing and reduce manual effort. But the real impact depends entirely on how they are applied. Used effectively, they can deliver predictive insights and personalization at scale. Used poorly, they often create unnecessary complexity and wasted investment.
A responsible approach to AI in marketing means ensuring transparency, using data ethically, and avoiding bias in algorithms. It also requires choosing models and tools that truly fit business need rather than following hype. Just as important is continuous monitoring and iteration, so results can be assessed in shorter cycles and adjustments made quickly. Regular evaluation is essential too, both to validate effectiveness and to make sure strategies stay aligned with business goals.
What would be your advice to future leaders in this industry?
Future leaders in this industry should begin with integrity and empathy. Every decision needs to be ethical, transparent, and inclusive, because trust with employees, customers, and partners is what sustains long-term success.
They also need to focus on building high-performing teams. You cannot scale a business without the right people. Hire and nurture talent that is collaborative, accountable, and driven by outcomes, while encouraging a culture of learning, curiosity, and ownership.
Agility and innovation are equally important. Markets, technology, and customer needs shift quickly. Leaders must be comfortable experimenting, iterating, and adjusting strategies while keeping sight of long-term objectives.
And above all, they should be customer obsessed. Growth comes from solving real business problems, not from pushing products or services. The best strategies are built around the value created for customers, and success should always be measured from their perspective.
Revenue streams should first be assessed through a revenue mix analysis across customer segments and regions, paired with a profitability assessment to ensure long-term sustainability. Healthy revenue streams depend on profitable customers, not just top-line growth.
Once this foundation is in place, we can use the insights for market expansion — entering new geographies and customer segments aligned with core strengths. This can be accelerated by building alliances and developing the right partner ecosystems. Growth should also be fueled by solution-led strategies, leveraging free trials, product adoption, and innovative pricing models.
The best strategies are built around the value created for customers, and success should always be measured from their perspective.
Risk mitigation is equally critical. This includes addressing customer concentration risks, investing in customer success, and ensuring delivery excellence to retain and expand existing accounts. Scenario planning should also be built in to anticipate best- and worst-case conditions.
Finally, success depends on data-driven decisions, guided by the right lead and lag indicators, combined with an agile approach to experimentation. This ensures we can double down on what works while quickly correcting where needed.
What is the role of data analytics and technology enhancing operational efficiency?
Data analytics and technology are at the heart of operational efficiency. You cannot optimize what you do not understand. Robust analytics gives you the baseline, exposes inefficiencies, and points to the levers that matter most for improvement.
Also Read: 5 Astonishing Factors About Sundar Pichai's Leadership
Once you have that clarity, technology becomes the foundation. Automation should not be treated as an optional add-on. It has to be built into operations from the ground up with a tech-first mindset.
But efficiency is not only about automating processes. It is just as important to question whether a process should exist at all. If it does not serve a clear purpose in the workflow, it should be eliminated before automation is even considered.
I sum this up as: Understand, Automate, Optimize.
How do platforms powered by AI and various automation tools assist in forecasting customer behavior and improving marketing efforts?
There are plenty of AI and automation tools today that can simplify marketing and reduce manual effort. But the real impact depends entirely on how they are applied. Used effectively, they can deliver predictive insights and personalization at scale. Used poorly, they often create unnecessary complexity and wasted investment.
A responsible approach to AI in marketing means ensuring transparency, using data ethically, and avoiding bias in algorithms. It also requires choosing models and tools that truly fit business need rather than following hype. Just as important is continuous monitoring and iteration, so results can be assessed in shorter cycles and adjustments made quickly. Regular evaluation is essential too, both to validate effectiveness and to make sure strategies stay aligned with business goals.
What would be your advice to future leaders in this industry?
Future leaders in this industry should begin with integrity and empathy. Every decision needs to be ethical, transparent, and inclusive, because trust with employees, customers, and partners is what sustains long-term success.
They also need to focus on building high-performing teams. You cannot scale a business without the right people. Hire and nurture talent that is collaborative, accountable, and driven by outcomes, while encouraging a culture of learning, curiosity, and ownership.
Agility and innovation are equally important. Markets, technology, and customer needs shift quickly. Leaders must be comfortable experimenting, iterating, and adjusting strategies while keeping sight of long-term objectives.
And above all, they should be customer obsessed. Growth comes from solving real business problems, not from pushing products or services. The best strategies are built around the value created for customers, and success should always be measured from their perspective.