Account Delivery Head
Wipro Ltd.
Total years of experience :20 years, 0 Months
Client - Queensland’s largest NFP healthcare provider. (2 years)
Footprint - 20, 000 employees, 4 Hospitals, 300+ Age-Care centres, large network of community support centres.
• Headed delivery of the entire gamut of IT services including from Applications Dev and Management, 24x7 Service Desk, DataCentre services, Cloud support and Cyber Security.
• Delivery locations spread over 3 countries, employing a team of 250+ Wipro employees and contractors.
• Worked with the customer’s Strategic Leadership Team to constantly align IT outcomes to ever evolving organization strategic goals.
• Led the recovery of IT operations after a critical cyber event, perpetrated by malicious external actors. Cyber recovery program was hailed by the external specialist consultants as one of the best they have seen.
• Led significant operational improvements and transformation projects to reduce technical debt associated with legacy and out of support applications, end of life IT systems, outdated contract structures with support vendors. Initiated programs to focus on automation and adoption of AIOps.
• Achieved significant cost reduction, freed up 12% of annual operating costs in 2 years.
• Worked with vendors, primarily Microsoft to oversee cloud adoption journey recommendations.
• Headed the operations of the transformation and projects office to deliver an evergreen, technical-debt reduction and transformation mandate.
• Established the operating model for delivery of large programmes and small initiatives. Utilized PMI and OGC best practices to develop classical and agile project delivery practices.
• Delivered application modernization and digitalization projects for critical clinical and age care applications. These facilitated cloud adoption and forecasted cost savings of over AUD 16M over 2 years.
• Implemented JIRA Project Management as the enterprise Projects Management tool.
• Managed a team of 3 program managers, 8 project managers, and 2 Solutions Architects to manage a delivery portfolio of up to 15 concurrent projects and a pipeline of up to 25 new project proposals at any given time.
• In 2020 and 2021 delivered over 55 projects of various sizes amounting to a total budget of USD 75Million with projected benefits / cost-savings of USD 300 million over 5 years.
Client: Australia’s fifth largest financial services group, (3 years)
Footprint: 35, 000 global employees and contractors, 230+ branches, 3 physical DCs and Hybrid cloud presence.
• Headed the delivery of IT Infrastructure support including - Employee Experience (SOE management, Citrix platform and end-point management, Wintel & Unix servers, Mainframe, Batch-operations, AI Ops, etc.)
• Headed the delivery of Managed CyberSecurity support including - Antivirus, IDS/IPS, Firewall (Checkpoint, PaloAlto), Load Balancers, SIEM platform, SIEM event triage & response, Data Loss Prevention, Identity & Access Mgmt., Mail filtering, etc.)
• Managed 2 offshore delivery centres, 17+ teams, 32+ squads and an overall team of 100+ Wipro personnel.
• Led the initial transition program to offshore services from the customer to offshore locations. Oversaw the design of operations, processes, governance and contract compliance.
• Imbibed strong focus on automation of IT processes and adoption of agile tools such as Jira and Confluence for integration of Wipro delivery with the client’s Agile ways of working.
• Automated over 300 use cases using Automation Anywhere, UI Path and Wipro’s Holmes platform.
• Delivered beyond customer expectations by limiting number of critical incidents which impacted banking operations to only 1 over 3 years of support.
to the Director for Corporate Strategy, Systems and Support.
•Established the Charter for the NSWHP Project Management Office, which was being created as a mandate from the Ministry of Health, to align NSWH - Pathology structure with the rest of NSW Health.
•Interfaced with senior corporate stakeholders, including the CEO, Heads of IT, Finance, senior committee heads, heads of departments of clinicians, nursing care and pathology.
•Developed the PMO operations model to delivery key strategic projects such as pricing benchmarking, integration of Cerner systems from different hospitals, upgrade of ageing IT infrastructure, integration of new staff time-keeping systems with Services Australia payroll systems, etc.
•Proposed the PM methodology for delivering analysis of public health pathology competitiveness.
Reporting to CEO for MENA region.
•Led the growth of the business from annual consulting revenue of SAR 5M to upwards of SAR 20M in one financial year.
•Established the consultancy practice oriented around the practices of project management, program management, portfolio management and management offices (PMO, ePMO, P3O, CPO).
•Designed and established enterprise project management offices, corporate PMOs, projects control offices for clients in Saudi Arabia. Industries included, Aerospace & Defence, Building Construction & Railway
•Implemented CA Clarity, Microsoft Project Server and Oracle Primavera.
•Developed intellectual properties (tools, white papers, checklists, templates, presentations, etc.) which were commercialized as standalone products.
•Developed project management competency assessment frameworks for organizations (based on OPM3) and for project management resources to help organizations improve PM maturity levels.
Reporting to VP, Corporate Affairs and Strategy
•Developed a business case for the PMO, along with the CTO. Expected ROI of over USD 1Mn per year through reduction in project overruns, improved governance and control, timely reporting and implementation of good practices for project and PMO management.
•Implemented an Enterprise PMO Organization Model for managing internal capability development projects centrally. Sized it to be able to manage up to 5 large and 15 medium projects annually.
•Implemented a Corporate Portfolio Office to manage matters related to project selection, project investment decisions, portfolio balancing and optimization, benefits measurement and ensuring continuing strategic alignment of in-flight projects.
•Worked closely with the Finance and Corporate Strategy functions to establish criteria for project selection and prioritization to help the CPO with its decision-making processes.
•Leveraged PMI & OGC standards for developing relevant P3M (Portfolio, Program & Project mgmt.) processes.
•Managed a portfolio of over 15 projects valued at USD 6Mn. The customers were big government agencies, universities, the military, banks and large MNCs.
•Worked with the Finance department to monitor and report project costs.
•Monitored the execution of all projects in the portfolio, maintained strict control over schedule and cost variations. Utilized the risk and issue management processes to prevent / minimize overruns.
•Maintained governance oversight over all projects and ensured timely reporting and communication to product owners, business stakeholders and senior management.
Managed successfully over 40 IT Implementation projects in 6 yrs.
Key projects -
• Remote Infrastructure monitoring services for all Noor Bank Data Centers, HO & branch.
• Network Voice solution including IVR, Call Center and VOIP at Dubai Islamic Bank
• Security Operations Centre solution and ops at Du Telecom.
• Cisco Unified Comm. at AD Dept. of Finance.
• Designed IT Services integration plan for MTN across Africa.
• RTA & Dubai Municipality ISO 20k Certification
Developed Managed Services solutions for some of the company’s largest deals (Genpact, Aircel, RTA, Standard Chartered Bank, etc.)
Generated additional revenue of USD 850k in 2011 through the ITIL & ISO consultancy practice
Governance and reporting of projects related to Cisco Customer Service Improvement Program's which had been offshored to Pune.
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Mercantile Law, Global MacroEconomics, Import Export Regulations, Trade Balance,
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