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Work experience

April 2016Current

Sr. Program Manager, Client Engagement Lead

Dunn & Bradstreet

•    Accountable for managing $20 Million+ client relationship (external) and leading team of analyst and engineers (internal) for contractual deliveries
•    Managing SoW, accountable for revenue recognition, SLA compliance and customer satisfaction
•    Established the program management methodology to scale up client delivery from one customer to three customers in six months.
•    Envisioned and implemented collaboration and reporting mechanism resulting in customer delight.
•    Instrumental in integrating and linking various data into a coherent whole, formulating alternatives and transforming this information and alternatives into a valuable and correct conclusion.
•    Guiding clients by giving targeted advice in their decision process.  Always putting clients first by providing a personal service and by maintaining constructive contacts.
•     Managed multiple data vendors and MDM partners. Streamlined the data exchange services. Saved more than 10% by strategically aligning data processing with service level agreements.

April 2013April 2016

Enterprise Program Manager

Advisory Board Company

• Led 10 million plus portfolio of 147 concurrent implementations across 90 sites of hospitals and healthcare networks. Foresee and understand the upcoming requirements and need of hospitals. Collaborate with product team and deliver the solution.
• Re-built the project management team and redefining the implementation models for better predictability of resources and quality delivery.
• Introduced dashboard and measurement mechanism to monitor and control the progress.
• Enabled healthcare partners realize value based care through localized and scalable strategies by integrated technology. Understand the healthcare technology stack and technology trends across the nation. Analyze the data extract from EPIC, Cerner and various EMR systems.
• Partnered with actuarial firm Milliman, re-negotiated contract to reduce the delivery timeline from 10 weeks to 4 weeks.
• Led the implementations at healthcare pioneers like Memorial Hermann, Mission Point (St. Thomas), UCLA Health and scored referrals.
• Revamped the implementation cycle, recommended and implement new technologies and architectures. Reduced the go-live timeline from 12 months to 6 months, realizing huge saving and providing value assessment.
• Built the relationship with CMOs and CQOs by understanding the business objective of healthcare organizations. Suggested solution best serving the organization and realize the investment value.
• Led team of IT analyst and healthcare consultant to technology and data arrangement in EPIC, EMRs like Cerner, McKesson and cost accounting systems. • Implemented data analytics solution to manage upto 250,000 at-risk contracts and controlling the cost.

April 2012April 2013

Program Manager Lead

Zimmer Inc
  • Established SDLC and PMO processes from ground up. Defined KPIs and created dashboards to track the development progress and predict the resource requirements. Installed Microsoft Project Server and established the project governance work flow.
  • Consolidated two major Data centers in Europe and USA and refresh the H/W
  • Executed the Finance Transformation program, including outsourcing of account payable process to strategic partners. Saving of $2 million per year.
  • Established SOX remediation plan for 15 major SAP applications, 150 controls across three regions (US, Europe and Japan).
Jan 2007April 2012

Manager - Projects

Dell Inc

· Program - Dell Returns Operations Inventory Consolidation (10,000 hours, 8 months, $900K)

- Delivered solution on-time, within budget - resulting in saving of $4 million per year.

- Managed 8 application teams, 5 project managers, test team and multiple business partners in three regions.

· Program – Launching Returns operations in EMEA region (15,000 hours, 14 months, $1.2 M)

- Integrating vendor (Flextronics) with Dell’s reverse logistics operation.

- Demonstrated skills on multi-region vendor management. Achieved win-win solution for various conflicting situations.

- Smooth execution of Envisioning, Planning, Developing, Stabilizing and Delivery phases.

· Program – Facility consolidation with vendor Genco (8,000 hours, 6 months)

- Accountable for complete data center ownership transition.

- Successfully managed decommissioning of 200 active servers and WAN between Austin to Nashville without any downtime.

· Program - MQ Migration from dedicated to Farm servers

- 30+ high availability applications, 300+ servers migration. Incident free delivery.

- Projected savings of more than a million in a year and better supportability.

· Portfolio management – Shipping, Reverse Logistics and Business Operations:

- Managed Americas Business Operations and Portfolio – including effort estimate, budgeting, resource planning, scope finalization, create program charter and delegating PMs.

- Developed IT team in India team from ground up without any impact to service delivery. - Transition of federal orders manufacturing from Ireland to continental US – successful on time delivery. - Retire old shipping application from Dell manufacturing facilities – On time no issue delivery. $100 K savings per quarter.

- Saved $300 k by improving the performance of DCS application and avoiding the 3rd party support renewal.

- Excellent communication and managing multiple projects simultaneously.

PMO Responsibilities:

- Defined project value proposition, charter, scope, requirements, schedule milestones, work plan, resource needs, timeline, budget and deliverables.

- Managed and integrated projects and programs comprised of cross-functional project owners.

- Ensured consistency and adherence to Dell standards, processes, and policies for all projects.

- Worked with central planning and governance team to ensure coordination of activities.

- Driving for customer focus solutions. Excellent internal and external communication. On-time reporting at VP level.

- Developed Program Management standards for multiple functions within the department.

- Mentored less-experienced Project Managers and providing performance feedback.

Reliability and Process Improvement Achievements:

- Instrumental on Incident, Problem and Change Management based on ITIL V3 model. Also part of Configuration and Service Level Management process definition team.

- Established the problem management processes from ground up.

- Led the SWAT Problem Management team for Brazil manufacturing facility having IT downtime impacting daily production. Stabilized the environment and achieved highest shipped units in any given quarter as well as reached highest units shipped number per day.

- Managed the global team of 10 members to identify the root cause and provide permanent solution for Customer Change of Address requests for the items which have shipped already. With the new automated approach customer care achieved minimum 500 minutes reduction per day on the form filling process. Number of successful delivery increase by 50%.

- Identified opportunities of reliability improvement and coordinated the effort to implement the solution all across IT organization which includes Infrastructure, DBAs, Server Ops, Security and Applications development. E.g. DST patch for Brazil (announced 2 days before the time change) rolling out in more than 500 servers, Microcode upgrade in SAN base storage on more than 400 servers, CSS count match on Oracle databases.

- Aligned the Change Management Process to ITIL framework. Organized ‘Kaizen’ events to lower the compliance burden. Make it a smooth, robust and easy to adapt process. Reduced the number of ‘touches’ in Change Life Cycle by 50%. Defined the success criteria and achieved > 98% change yield (50 changes in a typical week).

- Built the Production Services and Solution Delivery team responsible for Level 3 support and deployments. Defined and implemented transition and support process on ITIL V3 model.

- 95% reduction on misses of warranty shipping (40000- 60000 parts/day) and 50% reduction in incidents in first quarter.

- Zero misses on second quarter shipping and no major IT incidents as outcome of problem management effort.

Jan 2006Jan 2007

Business Analyst, PMO

Southern California Edison

- Documented the current PMO process, associate information/data requirements and metrics for Change and Service Level Management process.

- Updated the process models and relationship to data and technology.

- Completed cycle-time analysis, resource consumption, capacity planning analysis, process bottleneck and cost benefit analysis. Perform internal and external benchmark analysis.

- Developed process model and associated documents and presented recommendations.

- Assessed gap against performance, compliance and maturity findings to identify improvement opportunities.

- Focus on Continuous Process Improvement. Suggested, defined and designed processes for daily IT development, maintenance and operational activities.

- Performed impact assessments, developed estimates for change requests and improvement suggestions as they are identified

- Built methodology ‘body of knowledge’ and expertise within the company to ensure that lessons learned are captured and shared across the teams after completion of project.

- Collected the proper field experience to refine methodologies to fit business needs.

- Directed and performed problem diagnosis and analysis from incident records and all other data sources available.

- Performed trending and analysis incidents. Analyzed complex problems, interpret operational needs, and developed integrated solutions.

- Identified and consolidate data source to get performance trend of tasks executed across the organization.

- Developed and trained to maintain software tools to automate and optimize the processes

Oct 2003Dec 2005

Sr. Analyst

Albertsons Inc


- Demonstrated skills in defining and designing effective and efficient process map in transition from functional to service oriented architecture in IT operations.

- Implemented ITIL framework with HP Open View system.

- Designed, implemented and promoted quality standards and process in liaison of change management.

- Played key role in Sarbanes Oxley 404 act compliance and action plan development in IT operations

- Member of Problem Management team helped reducing 507 incidents per week i.e. savings of $790,920 per year.

- Created charter of Six Sigma Black belt project. Finalized the scope in association with diverse team to increase the utilization of existing 600 Unix and Windows servers from 5% to 25%.

- Initiated and executed the project to automat various regular manual processes by eliminating redundant steps, designing new process and developing utilities.

IT Service Management (ITIL) Implementation:

- Conducted assessments, document findings, identify gaps, analyze, measure maturity, and develop recommendations for implementation and improvement in service management processes based on ITIL best practices and company standards.

- Promoted knowledge of tools used in support and implementation of IT Processes within IT and to the users.

- Provided the mechanisms to ensure execution of IT processes used in preparation, support and management of IT solutions. Serve as an internal consultant in the advancement, maturation, simplification, and improvement of IT processes.

- Designed and developed change policy, schedule planning, build and configure the release, fit for purpose testing, acceptance, rollout planning, communication preparation and training, distribution & installation.

Six Sigma and Problem Management:

- Directed and performed problem diagnosis and root cause analysis from incident records and all other data sources available.

- Subject matter expert/POC for questions, problems, suggestions, and complaints about the problem management process; recommend needed adjustments to the problem system, as appropriate. Identify process deficiencies and escalate or recommend solutions.

- Assisted Service Level Management in establishing Service Level Agreements and Business Units to consistently perform problem resolution. Manage the governance and compliance to the established SLAs for Problem Management.

- Performed trend analysis, create measurement metrics of service calls and incidents. Analyze complex problems, interpret operational needs, and develop integrated solutions.

- Created project charter and performed Risk analysis for problems exceeding certain value and present it to governance council to promote it as Six Sigma project.

IT Operations:

- Support and Optimize Supply Chain management (CICS and IDMS based warehousing and retail systems) and financial system on multiple platforms.

- Provide guidance to team of three analysts in Retail & Price Maintenance System to improve the work flow.

- Focus on Continuous Process Improvement. Suggest, define and design processes for daily IT Operational activities.

- Review user requirements and strategies and ensures that the conceptual design and technology solutions are supported and managed within the operations environment.

- Ownership of production data and version control. Develop standard for support of data with disaster recovery plan. Implementation, scheduling and maintenance of EDI interface with UNIX system.

- Perform Business and Systems Analysis, Develop detailed specifications, application coding, unit and systems testing.

- Participate in IPL of mainframe MVS system and take care of IDMS, IMS and DB2 database.

- Migration of jobs, programs, dialogs, Schema and Subschema from test to production (Production Control).

- EMC Documentum system administration.

Jan 2000Sep 2002

IT Consultant

GE Capital

- Provided 24/7 system support. 100% on-time project delivery with Service Level Agreement of First Time Right.

- Achieved 5/5 every quarter in customer satisfaction rating that was 3/5 before. Simultaneously provided support to three other systems (CASS, Client Servicing and Exxon Settlement).

- Prepared monthly dashboard data and weekly matrix for Authorization system.

- Successfully implemented GE Strategic Manager Rule Engine. Received appreciation for reducing the number of incidents in all three systems (CASS, Client Servicing and Exxon Settlement).

- Lead the team of 6 members of Customer Account Servicing System. Responsibilities included coordination with onsite, task estimation and distribution to team members, problem analysis, and coding, testing and solution delivery.

- Maintenance of Project Monitoring System and monthly project matrix preparation.

- Process design for Defect Prevention team.

- As Defect Prevention Representative reduced the project delivery defects to 30% (in scale of 100) in six months.

Jun 1998Jan 2000

Systems Analyst

Hindustan Motors

- Successful implementation of first phase of System Integration in an upcoming vehicle manufacturing plant.

- Need-gap analysis of required telecom and IT system against available infrastructure.

- Development and implementation of software integration system for R&D department and manufacturing division.

- Debug and maintain financial system and tailor it to the requirement. Develop and implement, easy to use system for Material Procurement division and integrate it with financial system.



Bachelor of Engineering

MNIT Jaipur
Sep 1996May 1998


D.A. University


Problem Management
Manager IT
Project Manager


· Leading $10 million + IT portfolio of Reverse Logistics Operations at Dell Inc.

- Successfully leading a matrix team of 30 resources including onshore and offshore IT staff, consultants, business and infrastructure managed service resources.

· Ability to analyze processes and workflows, assess their efficacy, relate them to business goals and suggest re-engineering/simplified solutions. Drive results in business operations with vision of Continuous Process Improvement.

- Strong advocate of process simplification. Reduced Claim processing cycle from 24 hours to 6 hours, resulted saving of millions per quarter for Albertsons.

- Eliminated non-valued touch points in change management process, resulted huge acceptance form customers and non-IT segments for Dell.

· Demonstrated capability of successful planning, execution and delivery of technology solutions to enable business objectives.

- Track record of 10000+ hours of program delivery on schedule, on budget with meeting business requirements. Also making sure quality project delivery standards and procedures are followed.

· On hand experience and end-to-end knowledge of various technology stack from legacy mainframe to SaaS.

- Led the Dell IT team for disaster recovery testing including 900 applications, two data centers, 10000+ servers and complex network operation.

· Architect and PM for establishing ITIL process for Service Desk, Incident, Change, Configuration and Problem Management for Albertsons, Edison and Dell.

- Firsthand experience on end to end IT operations and SDLC life cycle.

- Established ITIL processes from ground up starting with Incident Management.

- Saved hundreds of thousand $$ being problem management lead and eliminating 80% high impact incidents by root cause analysis and providing permanent solution.

· Self-motivated group leader, clear communication and decisiveness:

- Proven ability to lead and motivate team members in complex and fast paced IT environment. Kept the team in sync for multiple 48+ hours implementations.

- Managing global (Europe, Asia and Americas) ambiguous program activities and cross functional resources which needs timely and effective decision.

· Team player, recognizing and celebrating the success:

- Trust on team work. Welcome team suggestions and support their view. Recognized, promoted hidden talent and opened the communication to curb bureaucracy.

- Maintained culture that values, rewards, recognizes and reinforces accomplishments, contributions and excellence.

· Partnership, Integrity and Confidentiality:

- Accountable for managing third party vendors in Europe, US and Asia-Pacific.

- Strategically partnered across areas, entities, and functions to achieve ’win-win’ solutions and outcomes. - Strong work ethic and unwavering commitment to corporate guidelines and directives. 100% compliance YOY.

- Built the environment of trust and confidence where team members can rely on each other and on leadership.


Results oriented professional with fifteen plus years of experience leading People, Projects and Processes. Successful execution of 20 million+ dollar service and delivery programs with focus on aligning roadmap with strategic business direction and improving operational efficiency by IT simplification. First hand programming and technology experience from mainframe, Master Data to cloud services.  


PMP, CSM and ITIL Practitioner. Expert on client engagement, PMO establishment, Portfolio Management, IT Transformation and Establishing Global Teams. Proven capability of completing complex programs on schedule within budget and winning strategic client renewals.


Awards and Recognitions:

- Achievement Award for leadership, quality delivery and effectively running Reverse Logistics portfolio – Jan 2011

- Gold Award for successfully completing RFC closure program in aggressive 6 weeks’ timeline – June 2010

- Individual Award for resolving all IT issues for Dell Brazil manufacturing facility – Jan 2009

- Team Award for Successful Execution of most extensive Disaster Recovery in July 2008

- Team Award for delivering best performance (Manufacturing IT) - April 2008

- Award of Excellence for Dramatic Improvement in Applications quality, just 6 months after joining Dell - July 2007

- Multiple Certificates of Achievements forquality and Excellence in Executions – 2004 – 2006

- Certificate of Accomplishment for supporting implementation of SOX 404- July 2005


ITIL Practitione - SR


ITIL Practitioner - RC