جاي Pandya

Multiple Domain (Global Role) and USA
Managed the transition and delivery of OSS ASM Account of multimillion dollar with team size of 150+ people (Applications, Infra,
Service Level Management support Staff) -
Defined the operations strategy to meet business objectives, driving strategic initiatives including restructure and transformation
initiatives, preparation of annual operations plan, budgeting, managing P&L costs and contribution margin.
Introduced self-care portal for common service request quick resolution and trained all stakeholders. 80% of the Service Request and
Incident count drop by focusing each stage of Technical and Business process automation, preventing reoccurrence by splitting efforts
into short/long-term problem management.
Executed application operation support with 25 FTEs from 75 FTEs by restructured teams, build skillsets to meet business objectives
and individuals goals. Implemented continuous process improvement initiatives, providing quality assurance for the Project
documents and client deliverables / engagement, including with the knowledge of central repository which helped to improve NPS.
Implemented analytic tools and published real time dashboard for leadership team to know the Service Request trend, Product /
Service in demand, future capacity planning and budgeting.
Headed IMS practice - Managed various automation initiatives across the accounts, oversees the integration of all service delivery units
and inter-working of the whole ‘virtual’ service team, including other VIRTUSA service partners and suppliers to ensure a seamless end-
to-end delivery of service for clients

Managed the transition and delivery of OSS ASM Account of multimillion dollar with team size of 150+ people (Applications, Infra,
Service Level Management support Staff) -
Defined the operations strategy to meet business objectives, driving strategic initiatives including restructure and transformation
initiatives, preparation of annual operations plan, budgeting, managing P&L costs and contribution margin.
Introduced self-care portal for common service request quick resolution and trained all stakeholders. 80% of the Service Request and
Incident count drop by focusing each stage of Technical and Business process automation, preventing reoccurrence by splitting efforts
into short/long-term problem management.
Executed application operation support with 25 FTEs from 75 FTEs by restructured teams, build skillsets to meet business objectives
and individuals goals. Implemented continuous process improvement initiatives, providing quality assurance for the Project
documents and client deliverables / engagement, including with the knowledge of central repository which helped to improve NPS.
Implemented analytic tools and published real time dashboard for leadership team to know the Service Request trend, Product /
Service in demand, future capacity planning and budgeting.
Headed IMS practice - Managed various automation initiatives across the accounts, oversees the integration of all service delivery units
and inter-working of the whole ‘virtual’ service team, including other VIRTUSA service partners and suppliers to ensure a seamless endto-
end delivery of service for clients.

Led and motivated the team of 125+ direct / indirect reportee supporting various Infrastructure Technologies, Service Desk and Service
Delivery Managers to ensure smooth day to day operation and service delivery.
Governed multiple geo team on Transition / Transformation issues, Service delivery performance and SLA attainability, Service quality
and audit readiness.
Executed Client feedback and satisfaction assessment on a regular basis to identify areas of improvement and drives service
excellence.
Core member of Applications and Infrastructure transformation team - worked with customer and internal support team to identify,
merge and migrate around 20% of legacy applications and out dated not supported infrastructure, which helped us to manage Risk,
use of robust tools / technological platforms to support customer environment and best service solution.
Achieved 80% of Alerts count reduction from 5200/day to 1000/day and SR Backlog reduction from 1200/day to 300/day by working
with all stakeholders. 100% SLA achievement & Service absolutely green across all my towers.
Partnered with Mediation, Billing, CRM, RAFMS application team to tune databases queries and automate reports which saved lots of
time, system resources and won customer satisfaction by publishing real time dashboard

Managed offshore Data Centre teams in all aspects of Resource Planning, Coordination / Liaison with Human Resource Management,
Finance, and Recruitment also functionally led Global DBA team (India, KSA) supporting Mobily Applications.
Partnered with Business / Application owners - Understand the Government rules / Compliance requirement and Established Data
archiving and purging policy for historical data, reorganized data storage and release around 75 TB space for reuse and save cost.
Implemented round the clock Service Management Function and L1 Support Team for Infrastructure Tower by providing Technical /
Functional, Process and Quality trainings at offshore.
Designed and published service management daily Dashboard and reports for Senior Leadership and Client.
Setup and successfully tested BCP / DR using various scenarios for all Business Critical Applications and associated infrastructure to
meet agreed OLSs / SLAs and uninterrupted efficient support.