Sonali Dinesh

Continuation of multi-year Citibank under — operating as Head of PMO and primary
delivery lead
• Lead end-to-end IT project delivery and program management across a $13M+ fixed-price contract —
owning project planning, budget management, resource management, and multi-vendor dependencies
across APAC, EMEA, and ANZ in a hybrid Agile-iterative model with 100+ onshore and offshore
resources
• Own go-live approvals, release sign-off, and EUC retirement tracking across a complex multi-stream
delivery pipeline — twice-weekly global release cadence with full project governance documentation;
consistent on-time delivery with zero schedule variance
• Currently tracking 360 EUC deliverables targeted in current SOW year — continuing multi-year delivery
excellence on renewed annual contract
• Drive risk management across the programme — maintaining RAID logs, escalation frameworks, and
proactive dependency tracking; manage change requests, scope baseline revisions, and commercial
implications with full client stakeholder sign-off
• Lead team management for a 10-member PMO team; facilitate multi-vendor programme cadences and
deliver monthly executive sponsor decks — zero SLA misses across programme tenure
• Managed Kanban-based delivery pipeline tracking throughput, stage-wise progress, and milestone
targets across a continuous EUC remediation programme; standardised RACI matrices and scrum
ceremonies across the programme environment; 100% SLA compliance maintained
• Ensured all releases met Architectural Review Board (ARB) and cross-border data compliance
requirements prior to production deployment — coordinating template approvals, sponsor sign-off
workflows, and ServiceNow-integrated change control gates
• Managed AI/ML-flagged releases through Citis AI Forum governance process — coordinating agentic AI
review and approval for all AI-flagged deployments prior to production, ensuring full regulatory
compliance in a governed financial environment
• Actively leverage AI tools — ChatGPT, Claude, and Microsoft Copilot — across delivery workflows
including executive presentation generation, program reporting, consolidated summaries, and
research; built structured AI project environments with detailed prompt frameworks to drive consistent,
high-quality governance outputs

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, reducing manual reporting effort by ~35% and improving
leadership visibility
• 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

Selected for 21-month international onsite assignment — embedded within the Citibank project manager team as
preferred IT Project Manager by Citi GFT and Finance senior management
• Owned delivery management for the APAC domain — the largest book of work in the programme —
directly accountable for project outcomes, risk management, escalations, and on-time milestone
delivery at senior Finance leadership level
• Delivered 180 highly complex EUC remediation deliverables across the 21-month tenure, achieving
consistent on-time delivery while managing multi-vendor dependencies and a geographically
distributed team across APAC, EMEA, and ANZ
• Facilitated multi-vendor, multi-stakeholder programme cadences — 3x weekly cross-functional
governance calls spanning Technology and Finance leadership; owned agenda, decisions, and follow
through; led Scrum of Scrums and sprint planning ceremonies across delivery teams
• Functioned as de facto Proxy Product Owner for the APAC domain — translating Finance stakeholder
requirements into sprint-ready backlog items, prioritising delivery against business objectives, and
maintaining alignment between business stakeholders, architects, QA, and DevOps teams
• Managed release train, scope change governance, and Change Control Board reporting within a hybrid
Agile-iterative delivery model

• Built PMO governance infrastructure from zero — designed full RAID, RACI, SLA, escalation, and
reporting frameworks adopted programme-wide, driving a 36% improvement in delivery timelines
• Identified critical assumption gap in 2022: EUC portfolio carried significantly higher complexity than
originally baselined. Led structured scope baseline revision with full client stakeholder sign-off,
protecting programme margins on a fixed-price contract
• Governed delivery of 1, 900+ EUC solutions; designed JIRA governance framework improving efficiency
by 75% and freeing ~35% of PMO capacity from manual reporting
• Instrumental in winning additional $9M FINANCE portfolio deal at Citi through demonstrated delivery
excellence and client relationship management
• Owned monthly executive sponsor decks consolidating inputs across all delivery teams; directly
recognised by client leadership and selected for Belfast onsite assignment

• Delivered 1, 900+ EUC remediations across programme inception phase — navigating a complex multi
vendor operating model; contributed to programme generating $15M annual revenue in 2020 and
$10M in 2021
• Achieved ~98% success rate, exceeding annual targets by 15% — sustained across evolving delivery
targets renewed annually; recognised with Stellar Program Award for Best Executed Citi EUC
Digital Experience
• Developed and maintained 25+ interactive JIRA dashboards improving PMO reporting visibility and
efficiency by 75%; prepared executive sponsor presentations with zero SLA misses across entire tenure
• Designed and delivered internal hiring, onboarding, and training programmes for incoming PMO
analysts

Promoted to permanent full-time role upon M.Tech completion; continued Coca-Cola APAC engagement in a client
facing delivery capacity
• Individual contributor managing client relationships across Singapore, Malaysia, and Brunei bottling
operations — maintained single point of contact model to protect client experience across three high
touch international markets
• Internally hired, trained, and built 90% of the functional enhancement and technical support teams;
maintained full contractual SLA compliance across tiered 24/7 round-robin support model
• Enhanced pricing algorithm and invoicing systems for APAC bottlers; resolved critical SAP Crystal
Reports capability gap through team cross-training
• Recognised with Best New Joinee Award (FY18 Q1) for outstanding contribution in first quarter on the
Coca-Cola APAC account

Completed M.Tech in Software Engineering alongside full-time client delivery — no academic concessions, no
delivery compromises
• Progressed from technical trainee to offshore team lead for CA Clarity and Oracle Primavera at Michelin
— zero errors, zero misses on month-end closing process sustained for 2 consecutive years, 100%
PCSAT scores
• Designed and proposed a ~$2M USD fixed-price product enhancement for Coca-Cola APAC — targeting
Singapore, Malaysia, and Brunei bottling operations; progressed to final budget approval stage; halted
due to Covid-driven cost constraints, not merit 4 quarterly value-add innovations designed for Coca-Cola APAC incorporated into software Maintained 95% internal achieved breaches shifts