Priya Marsonia

Vice President, Delivery

“A team can create magic, if it can strike the exact balance between process and chaos; the kind of balance that ensures that innovation is not stifled while it establishes the operating rhythm it needs to be successful over time.”Priya Marsonia


Priya brings over a decade of leadership experience in the management of significant software and IT back-office integration programs, as well as in telecommunications and networking (PBX, VoIP, BSS/OSS conversions, network and solutions), electronics, lotteries, information technology, software development (Sales Order, Network Management, ERP and CRM), conversions and process development. Her significant applied expertise includes delivering successful solutions spanning 17 companies of various sizes in multiple domains: Strategy/ business case development and P&L management; Operations management, cost reduction and margin recovery; Cross-Functional Collaboration and Virtual Team Management; Product, Project, Process, Customer, Software Design and Change Management; Six Sigma/Business Process re-engineering/implementation and large-scale systems implementation; Corporate Risk Management (Export Controls, HIPA, FCPA, SOX) and Cost Reduction.

Prior to joining ATG, Priya has held Senior Director level positions with Nortel Networks and VeriSign.

Career Highlights

  • Conducted GOC Metrics Framework project at a major DCO and hosted services player to achieve Global Operations Center alignment around metrics to manage operational performance
  • Managed major billing system conversion program for telecommunications merger, integrating 16/19 of the acquired properties in this merger and approximately 2.5M subscribers. The program had over 100 resources working the conversion of the various states in the acquisition. Synergy savings from the conversion are a significant bottom line initiative for the client, and constitute a key part of the overall operational strategy
  • Accountable for New Service Introduction process development to ensure smooth hand-offs for all touch points between product groups and operations
  • Led team of networking project managers, ITIL tools specialists, and process specialists to implement a standard ITIL framework and platform to promote consistent service quality and efficient new service delivery/stand-up (implement standardized problem, incident and network change management for hosted managed services portfolio)


“Successful large software and IT program delivery requires a coherent team that can outperform obstacles and competitors. Building a coherent team depends on talented individuals working towards a commonly shared goal, with mutual trust and respect. To monitor progress towards a commonly shared goal, and to identify and remove roadblocks, some operational monitoring/metrics and efficiency are required. At the heart of successful software program management is an essential balance between two seemingly contradictory attitudes–an openness to new ideas, no matter how bizarre or counter intuitive they may be, and rigorous operational analysis, to see if an idea is bringing the solution to life.”