بيوش جون

Responsible for managing 250+ members of a global team that are responsible for delivering insurance solutions across General, Life & Health and Digital Products.
Manage portfolio of 20.1 million USD of non-recurring revenue and achieved an ARR of 1.45 million USD
Responsible for defining standard/best practices, vision/roadmap and long-term strategy and managing advance technical teams whose expertise span across multiple domains

Manage Customer Portfolios in Insurance Vertical across India and Middle East, maximising value to clients. Evangelize new product features and spearhead revenue generation through Services bookings.
Manage portfolio of 1.8 million USD with over 20+ Clients with Stretch targets on Services and Expansion
Customized playbooks for Renewals, Churn, Engagements, EBRs/QBRs & Expansion
Implemented a Customer Success Maturity model and conceptualized processes for Customer Success Specialized services for Launch, Engagement and Use Cases specific ROI including Upsell of premium services & bespoke models for platinum accounts
Collaborate closely with clients to define the Success metrics, Revitalize Customer Success Roadmap and ensure Value delivery to realize Customer Success Fees.

Provide executive-level leadership, with full P&L control for all business activities in program and delivery management, operating across insurance solutions implementation in Asia Pacific, Middle East, and Latin America. Organization transformation by adopting Agile Practices. DELIVERY HEAD (Feb 2017 to Oct 2019) Spearheading global engagements using ofshore and onshore models to collaborate with cross-functional and multicultural teams. Take ownership of key account management and customer engagement to exploit new business opportunities. Co-chair of the CCB and conduit for steering commitees on projects using models and dashboards.
Integral to the pre-sales and proof of concept process to secure a USD 110 million contract for unemployment benefits projects with Chile Government.
Delivered a project to migrate an insurance solution product upgrade from version 5.8 to 6 with 20% less time.
Established a Delivery management processes to expedite product stabilisation, first health launch, and implement third party administration portals.
Reduced costs significantly by 30% using an ofshore and partner model, benefiting projects, and enabling innovation.
Achieved 100% adherence to service level agreement in production support by monitoring performance.
Oversaw a key account with a revenue value of USD 6 million across the Middle East for technology-enabled services.
Responsibilities include Project Planning, Delivery management, Budget Tracking and Financial Management, Issue management, Risk Management, Change Management both People impact and Benefit realization, Measuring ROI and impact Measurement and timely reporting to Senior management to ensure fact-based and objective decision making.
Mentoring and Coaching Project Managers & Program managers leading diferent Business Units, handling delivery of diferent regions/locations.
Managing Risk /Issue Register, create communication framework/strategy to manage Business Partners, Employees' engagement leading to use and Speed of Adoption.

Drove business transformation initiatives, defined business cases, tracked projects, and incorporated PID. Oversaw complete change life cycle from Readiness Assessments, Communication planning, defining sponsor roadmaps, change management training for Managers, Resistance Management, Employee feedback and corrective actions.
Define, Scope and manage large scale cross functional programs/projects to meet critical objectives for organization including compliance and regulatory requirements. Assist Business Stakeholders in Business Planning, Business Case creation, Requirements gathering, charting Minimum Viable product and in efective implementation.
Ensure adherence to Project Management Framework and Change Management Framework to ensure adoption of the change/technology and give overall Program Leadership.
Develop the project charter, integrated project plan, resource plan, contingency plan, and related project management artefacts
Led full redesign of website with findings from customer segmentation and competitive research, increasing website leads by 200%
Headed the transition to new brand by organizing customization and execution of rebranding across 1200 locations, 280 partner locations, 147 applications including Rhythm (employee engagement), Quality Assurance Quality of Retention programs, two ofice consolidations and branch expansions with 50% reduced time.
Conceptualised Sales portal 'My-Connect', Process Flows for CRM-Microsoft Dynamics (POS automation)
Spearheaded IT projects to introduce solutions such as ImPact (HP Extreme Communication Management system, Callidus (incentive management system), 'My-Life' (B2B - customer portal), Sales Illustrator, QlikView, LMS/Workway. Piyush John
Accomplished the successful adoption of the Group portal, Sales automation Tools, HR Online joining kit, and 'IMMENSE', IT infra outsourcing resulting in headcount reduction by 40% across Operations and IT Management teams.
Created a performance reporting template, achieving an 80% reduction in the preparation time of standard client materials
Increased overall project success percentage by 40% following set up of the PMO organisation and customer connect elevated by 35%.

Identifying solutions to resolve challenging business problems across departments and contributed to formulating the IDBI business plan as part of the business solutions team. SENIOR BUSINESS ANALYST (Jan 2010 to Jul 2010) Performed comprehensive business analysis and extensive stakeholder management to capture, document and translate project requirements into functional and non-functional solutions.
Garnered credibility and trust at stakeholder management level to gain approval for DMS & CRM business case and business plan with 3-year ROI.
Initiated a project to introduce Next Gen Software (Distributors Portal) and improvised overall project implementation timeline by 15%.
50% reduction in Downtime during month ends by addressing stability issues in core Policy admin systems by beter coordination between business users & vendor resources