Team Lead, Delivery Operations & Strategic Operations
Tredence Inc.
Total des années d'expérience :8 years, 11 Mois
Business Forecasting/ Headcount Planning/ S&OP Planning
- Developed & led the 6 month demand forecast to convert sales forecast to headcount forecast through a top down & bottom up model closely working with delivery heads, COO, CFO & CEO
- Devised & monitored demand planning metrics such as demand variation, forecast vs actuals & pareto analysis of prospects (opportunities)
- Utilised S&OP best practices to align company’s financial plan with supply & demand of talent, enhancing service levels by 0.5% m-o-m
Strategic Product/ Program Management
- Spearheaded digital transformation programs for workforce planning & organisational value chain analytics systems
- Owned internal B2B product enhancements around people supply chain governance models, and lateral & fresher hiring dashboards
- Led successful launch of ATS product, achieving 50% increase in talent sourcing efficiency & 30% cost savings
- Implemented MS Dynamics into internal Resource Management system, reducing fulfilment time & increasing fulfilment % by 40%
- Drove business requirement gathering, team building, solutioning and vendor evaluation & deployment in delivering ATS & Timesheet products
- Reviewed ‘Figma’ design workflows & user stories, epics, sprints & features in ‘JIRA’ for both products
Process Improvement
- Led margin improvement initiatives, achieving 2.5% margin accretion at BU level through bill rate optimisation and cost control through pyramid optimization, productivity improvement and other initiatives, resulting in $10M cost savings
- Improved resource utilisation by 3% y-o-y for UK & Europe markets for a 16000 FTE headcount & $400M business
- Formulated target pyramid (product mix) breakup for Retail & Consumer Goods vertical ($400M), optimising skill mix and flexible structure,
leading to improved efficiency and project profitability
- Implemented lean & process automation initiatives through RPA solutions, resulting in reduction of 1000 FTE and $12M in savings (base $1.8B)
- Steered Bid vs Did process to tighten profitability & scope to reduce additional revenue leakages within Retail & consumer good market unit
Corporate Planning/ P&L Management
- Drove accurate revenue & margin forecasts for a $400M business, achieving 95-98% forecast accuracy through a consolidated pipeline, backlog & capacity based forecast model and effective tracking of BU & account level forecast vs actuals
- Developed budget interlock of $1.8B for Retail & Consumer Good vertical enabling P&L performance benchmarking & improvement
- Created commercial pricing models for large deals ($50M+ TCV) for BU & Sales to monitor levers for deal margin & deal revenue improvement
- Oversaw SG&A spend analysis and delivered 2% reduction in travel & entertainment (T&E), bench, marketing & attrition cost
- Led frequent cadence and ad-hoc request calls on operational, financial and strategic initiatives with COO and senior leadership
Workforce Planning & Organisational Design
- Designed and implemented CBOM, a capacity planning model for 30k+ headcount, aligning hiring capacity with revenue forecasts, headcount, margin projections, utilisation targets, pyramid mix, offshore leverage and attrition prediction in order to meet SLA targets
- Presented the cost-benefit for the global pyramid span improvement program to leadership with focus to incentivise for fresh talent infusion, increasing fresher infusion by 2x & boosting utilisation by 3%
- Piloted central bench (inventory) management by ‘Made to Stock’ approach, reducing unbilled days by 5 & improving demand-supply match
- Led cross-functional teams in talent supply chain optimization, reducing lead time and increasing fulfilment velocity by 20% in 6 months
- Analysed seat utilisation & optimised seating space across studios, ODCs & cognizant offices onsite & offshore resulting in $2.5M savings
- Devised and tracked KRA in bonus plans for D+ executives to accelerate BU achievements by 25bps
Project Management & Continuous improvement
- Successfully managed planning, scheduling, budgeting and cost control of multiple projects, including the Doha Metro, Mauritius LRT, Dhaka Metro, High Speed Rail, Indian Railways and DFCC Projects, ensuring adherence to milestones, supply, budget, and scope
- Developed and updated JCR (Job Cost Report), earned value analysis, cash flow, manpower, material & equipment schedule
- Monitored project budget, quantity estimate with actual job cost & actual quantity raised, highlighting variance to concerned departments
- Controlled project risks through a Risk Control Roadmaps with subcontractors, ensuring compliance with fixed bid contracts and reducing risk
probability and cost by 10%
- Analysed Heavy Civil assets with IOT, providing insights on asset idle time, location & fuel consumption efficiency, saving INR 13.4 Cr
- Leveraged LIDAR & Drone survey systems to create productivity dashboards, easing linear project monitoring through live tracking
- Deployed AI chatbots to solve cross functional queries within project, decreasing query resolution time by 1 day & enhancing decision making
- Delivered end to end an AR/VR based ‘wearable’ to Safety depts, reducing training man hours by 90% to demonstrate hazardous simulations
- Implemented end to end a SaaS based audit product, automating quality audit process and lowering revenue recognition time by 7 weeks
- Digitised design management, increasing employee efficiency by 50 % & reduced design throughput time by 5 days
- Optimised greenfield warehouse space for equipment, products and materials, the resulting space being productive and scalable
Procurement & Presales Support
- Benchmarked BOQ, price and created proposals (RFPs), winning bids totalling INR 15, 000 Cr at a 95% conversion rate
- Assessed and Analysed fitting opportunities to proceed with pre-qualifications, technical & financial proposals
- Devised growth strategy through competitor analysis, market research and financial impact to tap into Middle East & Asia market for metros/rail
- Globally sourced and managed performance of OEMs from India, Denmark, France, Spain, Singapore, Finland and China
- Devised sourcing strategy to optimise subsystem scope among sub-contractors for Mauritius LRT, resulting in INR 40 Cr cost savings
- Collaborated with the procurement team to negotiate supplier contracts, saving cost on transportation and warehouse services by 12%
- Led supplier assessment for various packages in diverse projects considering criteria in global procurement strategy, quality, cost and delivery
- Conducted analysis and presented recommendations on make vs. buy decisions to C-Level executives reducing risk and cost by 10%
Part time Internship with Mahindra Swaraj to create an analytical tool to forecast tractor sales for two years using four different techniques.Also identified parameters that affect tractor sales through secondary research Live Project on scenario modelling to de-carbonize transportation & warehouse verticals for Winter Logistics (DP World) Selected representative of Media and Industry Interaction Cell of IIM Udaipur. Sourced for & governed leadership talks under the ‘Inspire U’banner and alumni talks under the ‘Gyaan’ banner. Led admissions drive on social media & through city meets Selected representative of the IIMU Music Club – ‘Octave’. Lead singer in cultural fest, Republic day & Diwali performances National Finalist for Global Management Challenge, the World's Largest Strategy and Management Competition, accredited by European Foundation for Management Development (EFMD), Switzerland
Worked as an intern on preparing SOPs and process improvement for Facilities Management Services with Bahwan Engineering Muscat Oman Worked as an intern on process improvement and SOP preparation for Wiper Motors with TVS Motors Member of Music Club and Literary Society Led execution of first ever TEDX at the institute