Saquib Maniar

Engaged as embedded delivery leader to strengthen executive governance and lead the $10M+ enterprise
wide relaunch of the NRMA Loyalty portfolio, serving 1.3M members. Accountable for delivery health,
milestone integrity, and cross-vendor delivery confidence at EGM level.
• Restored delivery health and forecast integrity on a $10M+ at-risk loyalty program - restructured
executive governance at EGM level, re-aligned investment across tiered milestones and benefit
realisation, reducing decision latency by 40% and recovering program confidence.
• Mobilised and directed 40+ cross-functional engineering teams across Discovery, Architecture, UI/UX,
Web & Mobile, QA, Go-to-Market, and Partnerships - delivered NRMA Loyalty product relaunch for
1.3M members on schedule with zero critical defects at go-live.
• Established a single portfolio operating rhythm - implemented Jira Align across the Digital Business
portfolio, creating EGM-level QBR reporting, quarterly big room planning, and FY roadmap
governance, materially improving risk intervention speed and forecast visibility. This materially
improved risk intervention speed and forecast visibility.
• Established and led SteerCo governance cadence across multi-vendor workstreams - built proactive
escalation framework, reducing program blockers and maintaining client confidence through
transparent, evidence-based reporting to senior stakeholders.

Reporting to the BU CFO and Group CIO, overseeing end-to-end digital & technology transformation programs and managing executive relationships with internal & external vendors.

Implement the IT strategy and enterprise roadmap, aligning with business objectives establishing system lifecycle management— “emerging, core, contained, retiring” —leading to the consolidation across 97 systems/applications, across the technology stack.

Led the Org design for Business Unit - “Continuous Delivery” comprising of Business Units, Lines of Business, Frontline BUs - defining governance, ownership, community, user & feedback frameworks under the strategic outcome map - systems & processes, leadership & culture, capability & engagement, leveraging AU & NZ taskforce.

Serve as a voting member for several IT Senior Leadership forums, including the Architecture Review Board (ARB), Technology Governance Forum (TGF), Design Authority (DA), Service Management and Demand Management Forum, IT Pre-Execution Forum, and SteerCo for major projects and programs to provide governance oversight, business strategic direction & funding.

Support Group CIO in developing and managing IT project portfolio - budgeting, planning, incl. budgets, RAID, resourcing, vendor mgmt., constraints & dependencies, and benefits realisation.

Manage a H1/H2/Y1-Y3 rolling strategic plan, along with Group Transformation Office, partnered with Deloitte.

Spearhead a $1.7m digital strategy, delivering the “War on Paper” initiative with a $750K annual net benefit, 12 FTE reduction, 78% efficiency improvement. Deliver AI enablement programs - AI driver fatigue solution partnered with Autosense NZ & Guardian, AI driven RVision - health & safety solution powered by computer vision/fault detection capabilities.

Establish the business capability model, mapping applications to delivered business capabilities categorised - Core, Supporting, and Enabling. Introduced an instrumented application scoring system evaluating Business Criticality, Business Fit, and Technology Fit.

Conduct technology risk assessments for critical business systems,

Improve vendor management, achieving a $3.4m in vendor spend reduction, thus improved service delivery. Chair Vendor Management Office SteerCo with participating vendors within the professional services domain for project/program/quality assurances practice.

Establish a Technology PMO for the business unit using CA-PPM Clarity for demand management and project delivery. Accountable for delivery of BU and IT-managed projects and programs with PgMs, PMs, BAs, solution architects, integration architects, developers, testers and change managers.

Led a workforce retention & performance management plan - skills uplift, cross-training & certification, ensuring a continuous improvement culture within a highly productive team.

MS Dynamics Asset & Work Management Program \[Budget $6.5m | Team size: 40+\]: Accountable for delivering MS Dynamics 365 Field Service & FinOps, as enterprise solution, partnered with Velrada (SI), implementing 30+ contracts across ANZ using Agile methodology across 3 workstreams - D365, Azure data stack & integration.

One Downer HR/Payroll Program \[Budget: $15m | Team size: 25+\]: Led an org. wide, transformation program to migrate 37K employees to the global Oracle HR/Payroll solution using Kronos for award interpretation, Oracle Express HR, learning management solution.

Cyber Security Remediation: Successfully led a remediation & recovery program for a cyber security breach in the organisation (restricted explanation).

Microsoft Azure Integration Platform \[Budget: $450K, Team size: 12\]: Successfully delivered Microsoft Azure Integration competency platform for Downer collaborating with EA, SAs, and external consultants/vendors (Microsoft, Telstra Purple, TCS).

ERP Implementation | Program “Mahi Tahi” \[Budget $5m, Team size: 50+\]: Onboarded Downer’s NZ businesses, consolidating five ERP systems into the global JD Edwards 9.1 solution with Hubble, Express HR, and Kofax. Managed 11 sub-projects, - HR, Payroll, MS Dynamics, system integration, ERP setup, data migration, networking, IDAM, and service management.

ITPMO Manager & Projects Delivery Manager (2018 - 2020) \[Team size: 30\]: Leading the ITPMO team, Project and Program delivery teams (Soln. Arch, PMs, PgMs, BAs, Devs, Test Managers & analysts, Integration Developers & Change Managers).

M&A ERP Implementation \[Budget $2.2m, Team size: 20+\]: Led the IT enablement of an acquired Brisbane-based business into Downer Group’s global solution, EUC, n/w, printing, JDE, reporting, HR, iLearning, Kronos, Kofax, & business services (AP, AR, Expense Management).

Group Divisional mergers - IT \[Budget $700K, Team size 20+\]: Reporting to the CTO, this strategic initiative was to implement the IT changes required across business impacted applications and systems, for a group merger across four key Downer divisions.

Leading the ITPMO team, Project and Program delivery teams (Soln. Arch, PMs, PgMs, BAs, Devs, Test Managers & analysts, Integration Developers & Change Managers).

Led regional delivery of a global ERP transformation program (ECHO) across Australia, NZ, Singapore,
Malaysia, and Indonesia under a multi-country FPP engagement with distributed, multi-shore delivery
accountability.
• Directed 30+ cross-functional engineering team delivering JD Edwards ERP and Advanced SCM
across 5 APAC countries - stabilised a previously at-risk multi-country implementation, restoring
client confidence and accelerating delivery velocity.
• Improved integration maturity and supply chain visibility across APAC, aligning regional delivery to global roadmap commitments and enabling subsequent international program rollout phases.

Delivered complex, high visibility IT programs across global manufacturing and digital operations, reporting to CxO stakeholders and managing multi-vendor, multi-geography delivery teams.
• Delivered zero-disruption manufacturing data platform - built £1.2M Parts Planning & Operations Data Solution (PODS) / platform supporting all UK manufacturing plants and enabling uninterrupted engine production (60+ team).
• Ensured 100% system availability for F-PACE vehicle launch - led IT readiness across 130+
applications, 70+ integrations, and multiple global vendors, preventing costly production delays.
• Designed international manufacturing IT landscape roadmap - architected technical expansion
strategy for new engine lines, model upgrades, and JV international facilities (£700K | 20+ team,
Cherry Jaguar Land Rover).
• Delivered JLR CEO-facing iOS Digital Board App on accelerated timeline: end-to-end delivery for JLR
CEO and Board of Directors, Tata Motors with direct CxO reporting.
• Awarded JLR CIO Recognition for governance excellence and accelerating digital portfolio delivery.

As a Program Manager, I am responsible for the overall leadership of the Project and Program portfolio for MRC.

Led the USD $4m end-to-end SI delivery of the MRC Global - TCS Americas partnership, including offshore operations, delivery and program governance. Reported to MRC Americas CIO, VP Applications, & Infrastructure, VP - EPMO & Vendor Mgmt., managing a 40 FTE team, ensuring service delivery comprising of a portfolio of
- Business Development,
- Operations,
- Supply Chain,
- Finance,
- Integration,
and Open Systems, with SLA-based performance metric in a Managed Service Provider model.

With success in Americas, were awarded the European implementation (Netherlands; Oracle) and later Australia/NZ (SAP).

My responsibilities include the below, but not limited to the below.

Excellent customer satisfaction in the US IT Program paved way for further ventures in Europe and Australia.

- Responsible for project initiation and start-up of the IT partnership between MRC Global and Tata Consultancy Services
- Program Status Reporting to IT Vice Presidents, (Application, Security & Infrastructure) and Senior Directors (IT)
- Responsible for setting up Offshore operations and responsible for overall Program Management and delivery for MRC
- Develop and monitor overall project plan for all services throughout all the phases of engagement of TCS with MRC
- Monitor Project Cost, Quality and Delivery Schedule
- Stakeholder Identification & Analysis, prepared Stakeholder Governance Structure and defined Communications Management
- Defined and implemented Incident and Service request management processes using ITIL
- In conjunction with MRC PMO Head, defined and implemented SDLC processes required for Change Management and SOX compliance
- Managing Project Team of 28 TCS Consultants and BAs
- Ensuring Business Continuity Planning for Infrastructure
- Deployed SLA based model and Service Credit Award/Penalty model for 70+ Applications

Program Manager for Environment Operations for Morgan Stanley Smith Barney As a Program Manager, my responsibilities comprised of

- Stakeholder management and in-charge of all program deliverables, within the approved budget and allocated time schedule.
- Project Planning and Monitoring
- Led a cross-functional team including Program Managers, Project Managers, Change Managers and Analysts, together with third-party providers to ensure alignment and delivery of key milestones and outcomes
- Managed end-to-end program delivery from discovery and planning (Ideation to Benefits realisation SDLC) to implementation and embedment, to ensure outcomes are delivered to agreed scope, quality, timeline and budget
- Led business case development and manage Program financials, including investment submissions, project sizing & categorisation, inputs to Business Strategic Review (BSR) and QBR (Quarterly Business Review)
- Managed resource planning and recruitment
- Managed detailed program & sub-project schedule with key business partners (business/vendors/MS IT), Technology, data and integration platform owners.
- Manage and own Environment Operations - Setup, maintenance, availability, batch execution, environment performance and testing, environment refresh, data refresh, data migration, integration emnvironments (with Smith Barney), SLAs/OLAs.
- Managing Team of 11 Consultants and other third party vendors
- Analysing & reporting Service Level Metrics
- Ensured effective RAID management in fortnightly RAID review meetings
- Ensured effective change management including engagement of key stakeholders - business, IT - cross functional technology, data, integration, platform and security teams
- Communicate program governance policies and practices to stakeholders at all levels

As a Program Manager and reporting to Global IT Manager, below are some of the programs that I led, supporting businesses across 35 countries: - Responsible for overall program planning, implementation and enabling the IT systems for new country business rollouts. Managed New Country business Rollouts across Russia, China, Ukraine, Kazakhstan - Managed Euro Conversion for Slovakia and Slovenia - Application & Database management - Managing Mainframe migration to windows systems - IVR application deployment for USA and Canada for IMP Online sytems - Managed database archival for 35 business countries - Managed performance optimisation project for current legacy systems - Mainframe System upgrades and support in conjunction with Logica CMG (earlier WM-data). - Disaster Recovery planning and implementation as part of Business Continuity Planning. - Development and support of IBM DB2, Mainview, CICS, CA Platinum, SQL Server, Hyperion, Power Builder, Siebel, Java, Microfocus Products, COBOL, REXX, EasyTrieve & Essbase systems.

Project Leader for the System and Software Support Group (SSG). At NSDL, my responsibilities included all Mainframe Administration activities, comprising of DB2, CICS, RACF, MQ, etc. Installation of Software, Upgradation of Mainframe OS and Software, Hardware installation, Application Maintenance, Performance Tuning, CICS Application Setup, Database Setup and Batch/Online Monitoring were part of my activities.