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Business IT | General Management | Application and IMS Portfolio Delivery | IT Security

I'm accomplished in developing C-level advisory and action plans to facilitate business unit IT strategy and organizational development, effectively driving change through the organization (Organizational Change Management based on soft mandate).

I have a history of successfully managing staff, budgets and technology portfolios, utilizing management by objectives to make positive contributions while effectively managing technology, systems, and services. 

I'm an articulate communicator, with excellent leadership, negotiation, and project management skills, with a strong ability to manage upwards, liaison between multiple dotted lines and business units to facilitate consensus driven decisions. Additionally, I'm internationally seasoned, and am accustomed to extensive travel.

Work experience


Controlled/Regulated Pharma IT (GxP)

The last 9 of 15 years (2007-2016) I have worked in multiple management capacities (5 years in people management) in highly regulated and controlled compliance driven environments where qualification, compliance, audits and inspections are daily buzzwords. My last role was on Mercer IPE 54/55 


1. Program Manager (Transition Manager | Architect)

Business Consulting - Application and Infrastructure portfolios, Novo Nordisk Headquarters, Bagsværd, Denmark

-Developed multi-layered global transition model for systems to establish a transition management methodology, a significant change from prior business practices. Successfully ensured agreement securing this model after working through different viewpoints, constraints from more than 15 executives across multiple management layers and two geographies. Centralized and provided oversight of all system transitions from on-site to offshore, resulting in cost savings of 23%.

-Planned and executed a portfolio-based approach towards Corporate IT systems' enterprise portfolio to enhance visibility into enterprise application security and architecture, successfully implementing organizational change and setting the baseline for multi million DKK security projects.

-Analyzed and designed machine, transaction, and application level surveillance of a corporate IT systems portfolio based on internal and external requirements, effectively supporting the organization's vision statement and business needs for the next 10 years.

-Developed a systemic approach to Risk/Impact Analysis of 60+ IT Infrastructure Service line portfolio, the same providing input towards risk based qualification and pricing vendor SLAs

-Improved security baseline of Novo Nordisk's Enterprise Applications portfolio by conducting an RFP driven enterprise gap analysis against the latest IT Security SOP (compliance with ISO 27001, ISO 27002, ISO 9001 and FDA requirements). Trained 50+ System Managers in the Security Procedure and helped them with finding out gaps at multiple layers to prepare a consolidated enterprise security report, also worked on mitigating  and closing actions towards addressing these gaps at an enterprise level, which led to Ideate phase of different security and compliance projects, closing organizational level non-conformities (NC) and fulfilling business objectives.

- Security and Process responsible for Novo Nordisk's enterprise services portfolio. Ensured transformation from technology based to services based approach via service definition, business requirements and technical requirements specification, CI traceability, contractual alignment and modification, FDA standards based Infrastructure Qualification requirements through vendors.


2. Manager, System (Application Portfolio) Management

Novo Nordisk Global Service Centre, Bangalore

Delivery Manager for hosted/cloud Application Portfolio:

Apex Lightyear, SumTotal (Softscape), hosted
eDocs DM & WebTop, OpenText, hosted
Clarity, CA, hosted 
Concur, SAP, cloud
Remedy ITSM, BMC, hosted
Recruiter Brassring, Kenexa, cloud
MSP Online, Bespoke, hosted

Led a team of 16 system managers and business analysts translating business requirements into tangible IT spend in applications; being accountable for a portfolio and life-cycle management of seven Corporate IT systems within multiple distinct solution centers of strategic business units, totaling a 40 mDKK budget spend. 

Ensured development of yearly Application Strategy and 3 year spend forecast (including investments on people, process, technology) for CAPEX with detailed project business cases

Developed strong engagement and trusted advisor relationship with business owner across multiple strategic business units, ensuring business unit growth

Effectively managed resources to ensure effective workload forecasting, resource allocation, capacity utilization, and productivity enhancement.

Ensured department and systems complied with strict health authority requirements, including GxP and FDA(21 CFR part 11).

Communication, collaboration with multiple EU/global stakeholders, working in a matrix org with multiple upward dotted lines


3. Systems Manager 

Novo Nordisk Global Service Centre, Bangalore

Apex Lightyear, SumTotal (Softscape), hosted
Clarity, CA, hosted 

Utilized business unit expertise to provide technical solutions which met user needs, liaising with IT vendors. Piloted and stabilized offshore IT management to provide a fully sustainable secondary virtual headquarter location. Managed transition/implementation of an HR system and project and portfolio management system, maintaining documentation practices for system lifecycles. First employee hired for Corporate IT in India.
- Built a tactical plan for system transitions, and kicked off pilot transitions - the first employee within the company to do so.
- Managed $1M USD vendor budgets for each corporate IT system (2 systems).
- Convened a System Advisory Board (business owner) and chaired a Change Advisory Board (UAT stakeholders) to anchor system strategy, roadmap and regular upgrades based on end user requirements. SPOC as IT partner for line of business and Client for vendors (application upgrade projects/releases). 

-Manage vendors and address application lifecycle and support via incident, problem, change, and release management.


4. Project Manager (Operations Manager, Account Delivery, HP IPG division)

MphasiS, Global Village Tech Park, Bangalore 

Second Line Manager at-an HP Enterprise Services company Technical Help Desk Account Transition and Operations/Service Delivery

Managed 150+ employees within the technical help desk, and effectively managed accounts, operations, service delivery, product line delivery, client vendor management, and transitions.

Facilitated compliance to IT security policies and company audits (PCI-DSS) and assisted in long/short-term financial projections.

Prepared growth plans for direct reports and organization review yearly activity. Enhanced operational efficiency by: improving workload forecasting; reducing support timelines and iterations by introducing roaming specialists/buddy programs to act as force multipliers; introducing a R&R program and financial incentives for heavy achievers; integrating feedback to improve operational quality; analyzing and deconstructing successful engagements to introduce case based real-world learning for the teams; and institutionalizing performance management machinery into a closed loop cycle.

Established a $1.3M account while delivering service level agreement KPIs in less than nine months.- Drove account growth by 20% at the end of the first year.-Accomplished positive growth margin within one year of operation.


5. Project Manager (IT Consultant - Transitions & Projects)

Mphasis, UCB IT Operations Centre of Excellence, Bangalore

Managed new site takeover following a merger and acquisition, establishing standardized/validated IT support.

Handled enterprise application consolidation, resolver group and tier consolidation (Remedy ITSM).

Transitioned the English speaking part of multi-lingual GSD from client on-site to a client offshore site, training, stabilizing, growing, documenting, and eventually the successfully transition of operations.

Standardized local IT support across global sites, setting up ITIL based support and ticketing.- Rolled out global incident/problem management procedures to 20+ sites with implementation team Projects


6. Lead Trainer/Operations Coach

Tiscali (now TalkTalk) UK

Delivered technology training for a telecom tech support project. Provided superior issue resolution and quality services through training, knowledge management, documentation. Utilized training need analysis, 6-sigma methodologies to conduct identify pain areas and systemic issue resolution, overall increasing client resolution and customer engagement metrics.

Developed, documented and maintained support model scope, duration. Contributed to Project billing calculations and end user satisfaction.


7. Network Administrator


Maintained technology IT Infrastructure for facilitation sessions towards MCSE, CCNA, A+, N+ certification labs. Facilitated customers towards above certifications and maintained 85%+ success rate. Engaged with companies for placements.