Sudharsan Karunanithi

• Driving Lean Digital Transformation initiatives for GE Aviation, focusing on Fleet Support, MRO Engineering Services, and
SCM optimization.
• Leading cross-functional projects involving Lean, RPA, and AI-based automation solutions to enhance process efficiency,
reduce turnaround time, and improve fleet reliability.
• Supporting Analytics-driven decision-making through Bid vs Did analysis, operational dashboards, and predictive
maintenance insights for aviation programs.
• Facilitating value stream mapping (VSM), process re-engineering, and digital enablement workshops across engineering and
supply chain functions.
• Engaging with GE Aviation leadership teams to align transformation goals with business outcomes and ensure measurable
value delivery.
• Delivered early wins through automation pilots, engineering analytics, and Lean Six Sigma initiatives, resulting in measurable
FTE and cost savings
• Strengthened client relationships by providing data-driven insights, bid vs did variance analysis, and process redesign
recommendations for continuous improvement

Key
• Acquired 2.5% QA score improvement through policy deep dive, RCA projects, and Online query management data analytics
• Managed the Insight Management tool project across 3 regions with 6 project members from design to closure.
(Requirement gathering, UI/UX design, UAT, Test site development, production Site development, Go live and Hypercare)
using Agile methodology that generated 500+ meaningful Insights leading to policy changes, tool enhancements, and client
value creation.

• Managed end-to-end project lifecycles, including risk assessment, stakeholder collaboration, and change management, with
a focus on process improvement and cost optimization.
• Led process and risk control development for global transitions, ensuring compliance and policy adherence across regions.
• Overseeing and managing the creation of insights by utilizing various sources such as Root Cause Analysis (RCA), second
opinion discussions, and inquiries, as well as policy escalations that influence processes, policies, and platforms. Generated
over 200 insights, resulting in a 7% improvement in quality, a 20% reduction in Average Handle Time (AHT), and early
detection of content compliance issues
• Led the Online Query Management tool project that helped in the identification of training needs, policy changes, and
quality improvement of 2.5%
• Directed process engineering initiatives for global clients, delivering 200+ insights through value stream mapping and Root
Cause Analysis (RCA) to improve process efficiency by 35% across APAC, North America, and EMEA.
• Liaised with the mobilization team for APAC team expansion with the ramp-up of 500 FTEs through risk mitigation,
operation readiness, and baselining Management design Management management requirements assessment,
care support. Financial Services and framework expenditure
across 125+ globally, approvals for capital management guidelines and framework at the group level custodian templates/standards/ design from budget to project closure and stabilization of capex support-related activities status report to Sr. Management Developed and deployed an Operational Performance Dashboard for tracking financial KPIs, enabling data-driven decision
making across strategic projects worth $230M. Automated financial reporting and reconciliation workflows, reducing turnaround times from 3.4 days to 1.5
days with 100% accuracy using RPA tools. Implemented end-to-end lifecycle tracking for financial projects, from budget planning to closure, ensuring compliance with
corporate financial standards.

• Saved INR 25 Crores by implementing 10 Lean Six Sigma projects. Rolled out digitalization initiatives at the Airport
Operation Control process to reduce manual intervention and faster response time (60 minutes to 10 minutes)
• Rolled out the Business Excellence Initiative across the division and spread the BE culture (Malcolm Baldrige Business
Excellence Framework) through Process maturity assessment
• Conducted periodic process audits across various functions, and identified gaps and opportunities for improvements (OFIs).
Performed process study and centralized coordination for process improvement projects in GHIAL
• Organized internal Audits (Integrated Management System), 5S as per the defined calendar and closed the audit findings
• Ensured centralized coordination for cost reduction projects and initiatives (Lean, Six Sigma, and Value Engineering projects)
across all functions of operations
• Spread Six Sigma knowledge through Green Belt and Yellow Belt training for different levels of employees. Conducted
awareness training workshops on 5S, Idea Factory (Employee suggestions schemes), Kaizens and Organizations initiatives

• Spearheaded the Strategic Management Workshop with the Leadership team and 10 Strategic Initiatives identified for the
year and executed as per the project management plan
• Developed CEO Dashboard for Business Unit Metrics & Governance System with 100% on-time delivery, Kaizen
Management System Project and deployed KMS framework & maturity assessment across 7 BUs
• Designed process framework of key processes to implement the organizations Strategy. Managed the end-to-end processes
across the value chain and engaged in process improvement initiatives
• Guided the process owners to understand their role and responsibility in developing, maintaining, and improving processes
• Developed a meaningful mix of process performance indicators and related outcomes measures, enabling the review of the
efficiency and effectiveness of the key processes and their contribution towards the strategic goals
• Prepared business strategy planning for the division and identification & implementation of strategic initiatives for the
Godrej storage solution business
• Utilized data on the current performance and capability of their processes, as well as appropriate benchmarks, to drive
improvement, creativity, and innovation.
• Conducted internal stakeholders and external environment (PESTLE Analysis) and Market Research Analyst in each LoBs.
Collated and analyzed Internal Performance (Department Dashboard and Metrics) and Capability

sales and Service