Kumar Govindarajan

Kumar Govindarajan

Work History

Work History

Senior Manager -Global PLM App

Levi Strauss &Co

Responsible for managing day-to-day operations of Levi Global PLM application development/support services team in support of Levi Strauss Global Supply Chain organization, Accountable for the strategic alignment of PLM solution across various Lines of Business and build relationship with various Business/IT partners.

  • Driving in-house PLM development team of 15 employees/consultants and to ensure project and team goals/deliverables are met.
  • Successfully implemented Global PLM production support process and tool to increase visibility and to meet defined SLA's.
  • Re-negotiated SOW's and contracts with vendors, leading to overall $200k cost saving to Levi.
  • Managed project staffing, Progress reporting, issue and risk management, communication and coordination of multiple teams to meet aggressive delivery dates. Develop and report key metrics for senior leadership team using Levi's Clarity PPM, ITSM and SharePoint tools.
  • Providing Leadership role in streamlining and continuous process improvement effort across various Business and IT groups.
Jan 2010 - Dec 2010

Senior Program Manager

Wells Fargo Bank

Recruited to lead and manage merger/integration program for Global Treasury Solutions portfolio, application and Infrastructure upgrade with budget responsibilities up to$10 million annually. Manage all aspects of programs including accuracy of project timelines, milestones, resource requirements, costs, risks and execution, and completion of specific projects within their portfolio.

  • Leading a team of 15 cross-functional team members, PM's Application consultants in implementation of CEO Data Center Expansion program to support Wholesale Banking Operations in providing increased capacity, reliability and scalability, for over 60 applications.
  • Portfolio Communication - Responsible for preparing the weekly and monthly portfolio reports to the Program Management Office, Operations, and the Executive team.

Developed program roadmaps and success metrics using MS SharePoint/Project Planview PMO tool to track budget, milestones, issue and risk management.

Jun 2009 - Nov 2009

Senior Program Manager

Cisco Systems

Responsible for Cisco's Sales and Marketing operations IT program initiatives with overall budget ($6 Million). Partnered with business owners on the new process improvements, drive PMO processes and tools,  manage all aspects of programs including requirements gathering, scope, budget, development life cycle, reporting, Staffing, training and implementation.

  • Managing cross-functional team of over 20 onsite and off shore consultants in implementation of Sales Forecasting IT program to support Global Sales Operations in providing forecast reporting and dashboard using Salesforce.com and BI tool for sales across all regions, Leading to $1M cost savings and increase in order bookings by 15%.
  • Providing leadership role in streamlining and continuous process improvement effort across Sales Operations IT on SalesForce.com and managed ongoing support efforts for Salesforce.com CRM post implementation.
2007 - 2009

Senior Project Manager

Led multiple overlapping and concurrent Global IT program initiatives through consulting partners with average combined budgets over $7M. Facilitate effective communications between project stakeholders, business owners and technical staff to articulate requirements, expectations and risk. Manage all aspects of programs including requirements gathering, scope, budget, development life cycle, reporting, training and implementation.Accomplishments:• Led cross-functional team of over 30 IT professionals, business experts and consultants in the requirement, design, development, testing and implementation of the SAP CRM solution for WWCC Enterprise support unit, and consolidated company’s call center applications. • Managed development of SAP workflow based portal application for global procurement business unit, leading to optimized global business process and increased user adoption with average $3M cost savings annually.• Successfully led on time delivery of complex Voice Recognition software to improve customer experience and add additional self-service functions over the phone, leading to 25% increase in customer satisfaction and revenue of $2M.• Efficiently managed issues and escalations to reduce program risk and ensure quality deliverables.• Negotiated scope, resources and budget for multiple projects. Consistently delivered agreed scope with in budget.

2006 - 2007

Senior Technical Project Manager

Launch and Rollout a New Siebel.7.8.2 CRM with CTI application within Schwab Institutional Organization for Sales and Service segment in the United States• Successfully rolled out Siebel CRM release1 for 100 users on time within budget.• Led on-shore and off shore Project implementation team size of 15 and budget of $2 Million.• Drove project staffing. Progress reporting, issue and risk management, communication and coordination of multiple teams to meet aggressive delivery dates.• Partner and Coordinate with IT directors, Business Managers, Vendor Management, and QA team for resource assignments, creation of project deliverables, issue resolution and escalation and Production support, Release management team on any severity 1 and 2 issues.

2004 - 2006

Senior Consultant

Advised corporate clients and direct projects teams in strategic system enhancements, led technical consultations, designs and development. Collaborate with executive level management in defining project boundaries and providing in-depth analysis from end -user standpoint. Took lead role in numerous projects and consistently exceeded customer expectations.Accomplishments:• BI Strategy Project Manager: Developed BI strategy and roadmap to Schwab senior management, under CTO initiative, assisted Avnet Inc in transforming the company's sales and service BI operations. Managed cross-functional team of IT, Sales and Service resources to evaluate existing technologies and business processes. Final presentation to the senior management highlighted areas in business, where BI and Business objects best practices could transform business operations.• Engagement Manager: Oversaw deployments across several lines of BI applications. Managed multiple projects valued at $5M across numerous locations. Launched and managed BI center of excellence and best practices to ensure scalable architecture to align with CIO'S long-term goals.• Project Manager: Managed critical $1M project, directing a 10-member team including resources from Business objects consultants and client resources for a 1000 user implementation of Business objects XI. Played several roles, such as quality assurance liaison, during product development life cycle. Achieved high level of customer satisfaction resulting in client volunteering to be a reference for product and PS.

2003 - 2004

Project Manager

• CRM/BI Project Manager: Managed BI/CRM Enterprise project from Conceptualization to Implementation of the Executive Dashboard portal across all five theaters. Presented prototypes and system requirements to business teams through formal review meetings to ensure all business requirements were addressed. • Managed implementation team of 10 resources. Coordinated and facilitated subject matter expertise from the various infrastructure resources: Architecture, Application Development, and Information Management/Data Modeling. Provided weekly project status updates to senior management.

2000 - 2003

ESolution Architect

• Led an architecture team of 15 for Siebel CRM project in Germany for Lufthansa Airlines in designing architectural framework for integrating Siebel Call Center application with Oracle and other legacy applications from inception to transition phase to achieve scalability, availability and to increase new customers by 30% per year, which generated $10 million in Sun hardware and services.• Provided leadership role and critical support to TELCEL Wireless customer for their production environment in Mexico City, on their Siebel architecture and system crash problem, which was experiencing in 4-6 hour down time and revenue loss. Led a three-member team to perform end-to-end Siebel architecture review and gap analysis, performance analysis. Recommended short and long term architectural solution to achieve scalability, availability and reduced the down time by 30%.• Provided pre sales activity including Request for Proposal, Request for Information, and Statement of Work to various Telecommunication and Financial customers in winning contracts value exceeding $2 million.

1997 - 2000

Senior Consultant

• Developed and implemented training programs for Intershop, provided training for 20-consultant for Intershop partners at GLOBAL training center in Germany.• Evaluated WEB-Based Reporting departmental needs for automation to increase end user satisfaction and automate real-time reporting using PeopleSoft (Help Desk) and Remedy (Call Support) by 50% for Wells Fargo Bank.• Designed, developed and implemented Program Development System (database that reflects Facility-related and other initiatives throughout Walt Disney World) to generate real time business reports and improving customer satisfaction by 40%.

1993 - 1997

Senior Software Engineer

Software Engineer leading multiple development project for Order management and Defect tracking systems


1989 - 1993


University of Madras

·Business Objects XI, 6.5x, Performance Management, Analytics

·Certified SAP R/3 Consultant, SAP CRM5.0 Consultant Training

·Siebel 2000 and Siebel 7.5 Training, Bugzilla

·PMP certification in process





Stanford Advanced Project Management

Stanford University
Apr 2011 - Aug 2011

Product Management/Marketing

University of California, Berkeley
Apr 2011 - Aug 2011

Accounting for Manager's

University of California, Berkele
Feb 2009 - Mar 2011

Certified Scrum Master