Dayananda Hebbar

Profile Summary :

• Global data management, governance, Quality and oversee enterprise information management and data exchange with suppliers/clients. Collaborative working with JV partners, clients and suppliers.
• Proficient in interacting with end users and clients to understand workflow & business model and brainstorm feasible solutions for good data governance.
• Excellent track record in strategic direction, executive-level responsibility for all enterprise information/data management, budgeting initiatives.
• Maximize data quality by identifying the source of dirty data being generated and enlighten the organization to address the root causes of dirty data through program edits and data quality training.
• Skilled in developing, delivering and implementing complex enterprise solutions for EPC, Oil & Gas and Petrochemical domains, supported by multi-technology, multi-function solution teams of about 50 member team.
• Worked in Oil and Gas, Petrochemical EPC domain (Engineering, procurement and Construction) for past 24 years having strong domain experience.


Role:
• Responsible for building consistent Data Governance and Data Quality framework across the Oil and gas EPC domain. This includes the definition and roll-out of an overall data governance operating model including a policy framework, stand-up of data governance bodies, selection of key data governance and data quality tools, and definition of an overall execution and engagement model with the organization.
• Data governance and information management as central function for the organization. Recommendation towards standard data sets for the organization and ensure right data generated from the originating source
• Ensuring implementation of Business intelligence.
• Establish project / business performance matrix - CPI/SPI etc.
• Review of IT budget on enterprise applications and optimize based on ROI.
• Establish enterprise data standards - a common set of standards for data naming, abbreviations and acronyms.

Highlights:

• Successfully completed assessments, strategy alignment, business case development and governance of overall material management across EPC business industry.
• Bring the different stake holders including the management stake holders appraise them the consequences of data lapses and recommend efficient execution of projects with right information at the right time.
• Pivotal in saving US$ 2 Million through innovative approaches such as “Visual is King” - Introduced dashboard reporting with graphical reporting having drill down facility for the 1st time thereby enhancing users’ effectiveness in project status review by narrowing down only to critical lagging area rather than overall status report of several hundred pages.
• Acquired additional business worth US$ 2 Billion as new EPC projects such as Rabab Harweel & Yibal Kuff, basis excellent delivery of previous projects
• Instrumental in driving efficient management of outsourced projects as per project delivery schedules & set SLA
• Overcame major challenges of user acceptance during the implementation of projects due to change process and fear of information visibility through tactical implementations and by gaining user confidence
• Received several awards and appreciations such as:
o Innovation Award (1st Prize by OEC Business Unit), in year 2014 for proposing dashboard solution for cross project and project specific analysis using Business Intelligence Technology
o Recognition as Runners-Up position in Innovative Idea Recommendation to Management for Collaborative Construction Information Management and Mobility Solution for Field Expediting Management for Supply Chain Management Solution in year 2014
o EVE Award (highest award conferred by the organisation) for quality and cost consciousness during successful implementation of Structural Steel Management System in year 2012

 Was heading two groups i.e. System Integration and application support taking care of enterprise wide software deployment of market available solution as well as developed solution for EPC (Engineering, Procurement and Construction) industry.
 Implementation of Project sales estimate system across discipline in the entire organisation including conceptualization, codification of all items across discipline, cost databank generation and then complete project estimate. Earlier method of departmental disintegrated estimates have been brought into single structure in the entire organization.
 Specialized in building interfaces across applications. Improve upon organizational efficiency since early days of career path by new suggestions and getting it implemented. Recommendation on cost effective solution for overall integration of various applications across various divisions.
 Recommendation of integrated project implementation solution for Project sales estimate, material management, project cost control, document control and man-hour control for the entire organisation.
 General administration as a group head, development of team members as system administrators and project leads for software development/deployment, recruitment, performance evaluation for the group, development of sub-contractors.
 Implemented enterprise vide integrated web enabled solution with return on investment of about 1 year, which has improved the efficiency of key engineering staff. Successfully overcome the initial high user resistance for changeover of legacy system.