Director - Business Ops

• Jun 2022 - Present

Associate Director - Program Management, PMO, OCIO

• Apr 2019 - May 2022

• Manage and lead release cadence and communication of the release with Global Stakeholders • Provide business analysis for projects that include requirements, success criteria, milestones, Key Performance indicators (KPIs), and Work Breakdown Structures. • Using SAFe methodology to manage program, ensuring defined processes are being followe • Handling PMO activities of portfolio management, budgeting, IT Governance, sourcing, strategic program monitoring, IT-budgeting, global TSG resource management

Manager, PM/PMO

• Sep 2016 - Apr 2019

Bristlecone is US based supply chain consulting and system Integration multinational company, which is subsidiary of Mahindra & Mahindra. I joined the organization to streamline project/program management and service delivery for projectized organization with below goals. •Hand-picked by executive team to turn around under performing programs which resulted into below actions o Led Implementation of enterprise Microsoft PPM (Project server) solution for all projects within organization o Implementation of enterprise level CSAT tool (SATMETRIX) o Roll out of PMCOE portal a centralized portal for PMs (standard templates, case studies, lessons learnt, important link, training etc.) o Prepare and roll-out project management methodologies/standards for all type of projects o SLA based approach for all services offered by support functions (PMO, RMO, Finance, HR) o Led extensive implementation of ‘Scaled Agile’ process and tool (JIRA) for portfolio management for a new business unit including capacity planning, reporting • Lead monthly cadence call (portfolio level) for each region with Regional Vice President and PMs for project performance review with detailed analysis of project status report and corrective action plan. This includes timely reporting of actuals to forecast as well as key project changes, variances, and risks. • Ensure PMO dept. is aligned/complied with TMW (The Mahindra Way), internal CMMI and ISO level audits. Have fair understanding of quality metrics and concepts • Member of Organization Change Management (OCM) practice which follows PROSCI methodology. Have experience in implementing change management in 2 large scale projects and 4 org-wide initiatives • Pre-sales support for Project Mgmt., PMO and service delivery/definition modules, BPMN. Demonstrate company’s PM/PMO capability, prepare POC along with overall solutioning and participate in sales calls/presentations

Technology Project Manager

• Nov 2010 - Sep 2016

Joined the organization during first year of Indian startup and played various roles in 6 years in establishing this offshore delivery center as the biggest employee base for PRGX Global Inc. Job Responsibilities: • Started my journey as Transition Lead and then promoted to PMO Lead, Project Manager and last worked as Technology Manager • Managed various projects/programs o Programs: Office 365, Client Infrastructure Migration, Infrastructure/data center consolidation and process synergy programs for acquired companies o Application Development projects: WinStorm Upgrade, NTBuild Upgrade, ClaimTrax, DealTrax and MailTrax HD using .net and SQL 2008r2 o Infrastructure migration projects: SQL 2000 & Windows 2000 migration, Datacenter consolidation o Org level tool Implementations: Daptiv & Innotas (Org PPM solution), JIRA (task mgmt. tool) o Org level transformation projects: Helpdesk ticketing system from iSupport, HRMS (Human Resource Management System) from Polaris, SharePoint Wiki sites for IT portfolio, Talend Automation, IT services library • Established OCIO (Office of CIO) with activities portfolio management, budgeting, IT Governance, sourcing, strategic program monitoring. added transparency to IT and financial operations while adapting financial strategy to organizational goals • Acted as ‘Service Delivery Manager’ for Data Services team of 78 members involved in ETL jobs through legacy tools, SQL, SSIS, SSRS, Talend and Hadoop • Have ample exposure of managing projects through ‘Scaled Agile (SAFe)’ ‘Distributed Scrum’ and ‘Scrum of Scrum’ Achievements: • Setup nurtured and transitioned “Data Services’ team from 4 to 100 members as a ‘Global Delivery Team’ • Implemented PMO department in India office which was later recognized as one of the global initiatives, was founding member of Global PMO • Successfully implemented ‘shared services’ concept and cross-charging mechanism for largest department

Manager - Projects

• Feb 2010 - Nov 2010

•• Prepare project scope, goals and deliverables that support business goals in collaboration with senior management, stakeholders and customers. • Prepare important project artifacts: project schedule, requirement traceability matrix, risk and issue register, stakeholder & communication mgmt. plan, governance document. • Develop full-scale project plans, associated communications documents and periodic metrics • Effectively communicate project expectations to team members and stakeholders in a timely and clear fashion • Was responsible for the day to day operations of the product including support, production planning for digitization platforms, features release planning, process definition and optimization, additional Change requests.

Senior Executive - Project Management

• May 2008 - Feb 2010

Joined as a Management Trainee after post-graduation and went through 4 months of structured and rigorous training on different facets of Project/Delivery/Transition Mgmt. Afterwards worked closely with Delivery Managers to provide support on projects and transitions Job Responsibilities: • Led DMO (Delivery Management Office) which had PMO, Quality and MIS functions • Was involved as ‘Offshore Transition Manager’ for 2 critical projects and won award for successful transition • Have deep understanding of SLAs and worked with senior leaders/legal in designing SLAs for new clients • Worked on wide-ranging project lifecycle: creating governance structure, delivery model, staffing, service location, service hours, service levels, enabling tools and infrastructure requirements for provisioning services to client, transformation approach, commercials etc. • Client experience and relationship Management Achievements: • Was part of ISO 27000 implementation project which was rolled out for top 5 projects in HCL

Asstt. Key Account Manager

• Jun 2004 - May 2006

• Analyze, understand customer’s 360 degree Information needs & fulfill with appropriate products & services. • Was responsible for Education vertical and SME vertical. • Handled various small, medium and large system Integration projects. • Responsible for Solutioning for Managed services, Product management, marketing and RFP Bid management for IT outsourcing deals in End User Services domain. • Translate client objectives and requirements into winning solution concept for specific deals, based on service offerings and capabilities. • Facilitate synchronization between various service components that comprise the overall solution definition. • Respond to RFP/RFI’s. • Project Tracking and management of risks, issues and escalations.