Inder Singh's Schools

• New York University , Class of 1982 MBA in Finance

Inder Singh's Publications

• Inder Singh on the Smart Grid, Inder Singh August, 2011 When energy companies established the existing power grid in the United States, homes had simple demands, usually consisting of a few light bulbs and possibly a radio. Localized energy sources offered one-way transmission to these homes in order to meet these needs. Today, energy demands have evolved significantly, requiring a new system: the Smart Grid. This new network provides two-way communication between the utility company and customers, providing customized service and an immediate response to changing needs. The Smart Grid offers more efficient and greener service, as well as greater reliability and security. As the existing grid ages, the new Smart Grid will replace it around the nation. The grid will slowly evolve over the coming decade as engineers perfect and implement the technology, including new equipment and lines, computers, and advanced controls. The Smart Grid promises a number of benefits as it begins to replace the current infrastructure. In addition to transmitting energy in a more efficient manner, the Smart Grid will allow electric companies to restore power more quickly and ultimately lower power costs by minimizing the associated management and operations costs. As the new grid comes into operation, it will integrate a number of large-scale renewable energy systems, reducing the nation’s reliance on nonrenewable sources that harm the environment. The new system will also allow for integration of customers’ power generation systems. With two-way communication, the new grid offers automatic rerouting in the event of outages, reducing the threat that power loss poses to our commerce and safety. The Smart Grid additionally makes preparations for storms, earthquakes, and other disasters that threaten continued power availability. Through customer-owned generators, the utility company will be better equipped to keep hospitals and other important centers running with full power. The system lets customers have complete control over their energy usage, increasing the perceived responsibility between energy usage and the environment. About the Author Inder Singh holds a Master of Business Administration from New York University and a Bachelor and Master of Science from Columbia University. Possessing extensive experience in finance, he joined the executive team at Cisco Systems, Inc. in 2008. In addition to serving as Vice President of Corporate Portfolio Management and Long Range Planning, he acts as principal of Cisco’s “APAD Council,” discussing growth initiatives such as the Smart Grid and Cloud computing directly with the company’s CEO.

• Interview with Inder Singh of Cisco Systems, Inc., Inder Singh October, 2011 Inder Singh currently serves as Vice President for Corporate Portfolio Management and Long Range Planning for Cisco Systems, Inc.. He earned an MBA from New York University and traces his career in the financial services industry back more than two decades. We asked him to discuss some of his recent accomplishments at Cisco. Question: Cisco promoted you to your current position in 2009. Tell us a little bit about your duties in portfolio management and long-range planning. Inder Singh: In terms of portfolio management, my position requires me to prioritize $20 billion in annual investments for all of Cisco’s technology, market, and customer segments. In addition, I serve as one of three leaders on the Cisco Investment Review Board, which bears responsibility for approving all new investments in a $1.5 billion portfolio. Question: In terms of the investment portfolio, how many private companies and/or venture funds are we talking about? I.S.: Cisco has equity deals with more than 20 venture funds around the world and over 80 private companies. During my tenure, the Review Board has approved 15 new investments, 7 capital calls, and 4 exits. We’ve also turned down eight proposals. Question: With regard to strategic assessment, what do you say your main priority should be? I.S.: In order for me to provide proper strategic competitive assessments for the company, I have to keep my eye on both current and emerging competitors, and what is happening with their management team, for example, or their business models. Question: You moved into your current position after just one year in your previous job with Cisco. Clearly, the company values your leadership abilities. In what way do you see yourself providing executive leadership for Cisco? I.S.: My role calls for me to lead the decision queue and agenda for the Executive Vice President Committee and the CEO’s Operating Committee. In addition, I serve on Cisco’s Emerging Technologies Board, the Video Technologies Board, the Emerging Solutions Council, and the India Board. This is an addition to serving on the Investment Review Board, which we spoke about before. Question: In your time with Cisco, in which areas do you believe you have accomplished significant achievement? I.S.: I would say I’ve made significant contributions in the areas of strategy and financial leadership, mergers and acquisitions leadership, and in helping the company realign its priorities for growth. In one 45-day period, I worked on 5 acquisitions, which exceeded $7 billion in transition costs. Two of the deals were among the largest in the history of the company.

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