Maliha Bathool

• Project managed and owned the product roadmap within Business-as-Usual for digital products impacting over 10, 000 users across 30+ global sites. Collaborating with vendors to supervise operations, procedures, delivery, and plans, ensuring alignment with strategy and business.
• Collaborated with Strategy and Portfolio teams to collect, transform and analyse data to support with strategic decision making, leading to introduction of key metrics that matter to support decision making when optimising the portfolio.
• Undertake NPV to evaluate the profitability of key projects and investments; including a $1.98m NPV value for a 5-year project.
• Created, deployed, and managed the Voice of Our Colleagues initiative across 50+ sites globally. Including frequent engagement to increase user feedback (month on month increase of 17%(average).
• Designed a dashboard to view and manage feedback trends and insights enabling continuous improvement. (The initiative is a colleague feedback process)
• Oversaw the fair vendor selection for digital partners, including negotiating prices and setting performance metrics and service level agreements, ensuring 95% compliance with IT rules and guidelines
• Organised project sprints, supervised prioritised task lists, and monitored initial projects and trial runs, reducing cycle time by 30% and managing stakeholder relationships to ensure effective implementation of digital projects
• Developed the Real Estate project delivery model by defining stages, creating templates and materials to support global sites navigating change initiatives and defining the charter.
• Consulted on the strategic digital roadmap for Real Estate services, impacting colleagues globally both onshore and offshore.
• Consulted and formed site-based plans with significant consideration to Smart Building Technology and Sustainability.
• Designing and implementing learning and capability development courses to increase knowledge in relation to Workplace defined standards. Impacting over 2000+ global colleagues. Success measured through internal tests and certificates.
• Created dashboards and visual tolls to track feedback trends and support continuous improvement for IT initiatives in relation to Real Estate digital services.
• Ensuring digital tools are in line with ISO and Shell standards.
• Working with a wide range of facilities management suppliers globally to ensure building operations are delivered to a high standard and integrated data points onto a Integrated Workplace Management System.
• Owning budgets, forecasting and financial planning for a wide range of projects, whilst monitoring and reporting on a regular basis to senior stakeholders.

• Led the PMO for Shell’s Shipping & Maritime Operating Model Transformation, achieving over 90% compliance score with Shells PMO governance and compliance adherence. (Impacting over 2000 employees across multiple countries).
• Developed and led the Brambles global finance improvement plan reviewing the People, Process, Data and Technology. Defining the as-is and to be processes using key teachings from Six Sigma to define process improvement and efficiencies. Achieving a cost saving of 80% from planned to actual, 75$ reduction in processing time for in scope finance processes and a resource optimisation of 4.7 FTE.
• Determined reporting guidelines for S/4 Hana ERP implementation within Shell, to improve executive visibility and metrics, resulting in accelerated decision making by 40%.

• Led a system migration and implementation of over 30 clients across multiple industries in line with time and delivery.
• Reviewed the as-is processes and defined the to be in line with a standard operating model defined within the organisation
• Organised and coordinated training and change & engage sessions of administrative, clinical and service delivery team in line with changes.
• Established and led the data migrations process for over 10, 000 medical records using an extract, transform, and load (ETC) approach in collaboration with clients and internal teams.
• Collaborated with IT and business teams to prioritise, justify and determine delivery roadmap for SAAS, whilst effectively managing and aligning senior stakeholders, clients, partners and suppliers.
• Developed in line with clinical guidelines the project roadmap for a new clinical tool, including defining the audit criteria to be accepted on market.

Oversaw the day to day HR operations for colleagues including TUPE transfers, policies and
processes, senior stakeholder reporting