Sonali Dinesh

Functionally operating as Head of PMO; directly engaged by enterprise client leadership for programme
operating model design
▸ Govern PMO operations across a fixed-price, milestone-based contract programme valued at ~$13M
USD annually — spanning multiple financial business segments across APAC, EMEA, and ANZ, with
100+ resources across twin parallel programmes
▸ Track schedule adherence at milestone level to proactively identify and prevent variance from
impacting billing cycles — credit completed milestones and submit for client billing approval;
manage CR approvals through CCB with separate billing credit
▸ Own end-to-end release management lifecycle — annual project initiation on client PPM tool, sprint
by-sprint planning, twice-weekly global release cadence (midweek and weekend), through to go-live
approval and formal BAU handover at SDLC closure
▸ Govern multi-vendor release pipeline integrating client PPM, ServiceNow deployment requests, and
DMS production deployments — ensuring full documentation, governance approvals, and sponsor
sign-off at every release gate
▸ Accountable for go-live final approval and EUC retirement tracking as automated solutions replace
legacy systems
▸ Lead performance management for a 10-member PMO team — appraisals, performance reviews,
and annual ratings
▸ Own global annual holiday and release calendar following client stakeholder sign-off; deliver monthly
executive sponsor decks consolidating programme performance, RAID status, and forward priorities
▸ Maintain 100% SLA compliance and zero schedule variance across the programme lifecycle

Held simultaneously with Delivery Intelligence role — managing two independent workstreams in parallel
▸ Managed end-to-end contract lifecycle for 35 externally hired personnel across 3 vendors within a
highly regulated programme environment
▸ Owned billing approvals, budget oversight, asset governance, full and final settlements, and formal
vendor exits — ensuring zero delivery disruption during programme wind-down
▸ Built vendor governance and reporting structure from ground up where no formalised process
previously existed

▸ Consolidated reporting silos across a fragmented programme environment — standardised JIRA and
SharePoint as single sources of truth, improving leadership visibility and reducing manual reporting
effort by ~35%
▸ Implemented ProHance monitoring and built real-time performance dashboards enabling data-driven
decisions across rewards, recognition, and performance management
▸ Established conduct resolution and reward enablement frameworks, bringing governance structure
to a high-pressure, politically complex programme

Embedded within the client-side project manager team — selected for international onsite assignment
▸ Served as primary delivery lead — operated as de facto client PM, directly accountable for outcomes,
escalations, and milestone delivery at senior client level
▸ Drove delivery cadence through 3x weekly stakeholder calls with Technology and Finance leadership
across APAC, EMEA, and ANZ
▸ Maintained 100% SLA compliance and zero schedule variance — delivered 745+ enterprise EUC
solutions at ~98% success rate, exceeding annual targets by 15% in 2023
▸ Managed release train, scope change governance, and Change Control Board reporting within a
hybrid delivery model

▸ Built PMO governance infrastructure from zero — escalation frameworks, RAID processes, reporting
cadence, and operational controls driving a 36% improvement in delivery timelines
▸ Self-taught JIRA and designed full governance framework, standardising dashboards and reporting
across all delivery teams and improving efficiency by 75%
▸ Owned monthly executive sponsor decks consolidating inputs across all delivery teams —
programme performance, defect and CR analysis, RAID status, and forward priorities
▸ Freed ~35% of PMO capacity from manual reporting; governed operations supporting delivery of
1, 900+ enterprise EUC solutions
▸ Identified critical programme assumption gap in 2022 — EUC portfolio carried significantly higher
complexity than baselined. Led structured scope rebaselining exercise with full stakeholder sign-off
▸ Recognised by client leadership for operating model contributions — directly engaged to lead an
additional Finance segment programme, leading to selection for Belfast onsite assignment

▸ Developed and maintained 25+ interactive JIRA dashboards improving PMO reporting visibility and efficiency by 75%
▸ Prepared monthly executive sponsor presentations covering delivery performance, RAID, risks, and priorities — zero SLA
misses across entire tenure
▸ Designed and delivered internal hiring, onboarding, and training programmes for incoming PMO analysts

▸ Sole client-facing contact for Singapore and Malaysia bottling operations — managed stakeholder
relationships and functional delivery independently across two international markets
▸ Internally hired, trained, and built 90% of the functional enhancement and technical support teams
▸ Maintained full contractual SLA compliance across a tiered 24/7 support model with round-robin on
call coverage
▸ Enhanced pricing algorithm and invoicing systems for APAC bottlers; resolved critical SAP Crystal
Reports capability gap through team cross-training

BITS Pilani & Wipro Limited | Michelin & Coca-Cola | Hyderabad & Bengaluru, India

▸ Completed M.Tech in Software Engineering while working full-time on enterprise client engagements — Michelin
manufacturing operations (CA PPM) and Coca-Cola APAC
▸ Industry dissertation: Proposed and designed a product enhancement for Coca-Cola APAC — evaluated for client
implementation