Senior Partner Consultant
He has more than 30 years of professional experience in IT, BPM, and manufacturing organisations. The experience covers aspects of strategic planning and execution for offshoring and outsourcing, organisational-level risk management and control, process transformation and reengineering, enterprise-level strategy (including IT strategy), automation and robotics, programme and project management, transition management, and change management.
He has experience setting up new service lines and capabilities in process consulting, reengineering, governance models, independent testing (functional and nonfunctional), and business process management. He has worked with customers in the US, Europe, and India, especially in banking, retirement, insurance, and manufacturing verticals.
He has experience in the design, implementation, and adoption of various process transformation initiatives across various domains and business entities of varied size and scale, especially in manufacturing industries.
Project Name: Implementation of a Balanced Scorecard
Problem statement: The strategic and organisation-level initiatives were not getting adequate focus from the leadership team, especially the delivery and operations management team(s). The focus was on day-to-day operations, and metrics and KPIs were tactical in nature.
The project approach Strategic goals and objectives: Defining overall strategic goals at the organisation level, according to departmental goals, and finally KRAs for the entire leadership team
Metrics and measures: A metrics framework aligned with the overall goals, operational definition, calculation methodology, data sources, and data elements This included data collection mechanisms, both manual and electronic, wherever possible.
Report design and reporting: design of a reporting template with the ability to drill down and roll up target-setting processes and publishing reports at a quarterly frequency.
Impact: Appreciable progress seen in various high-level initiatives Team aligned with performance and organisational goals. Senior management was able to make informed decisions with data rather than anecdotal stories and intuition.
Project Name: Enhance the maturity level of ITES offshore operations for an insurance company
Problem statement: For a reasonable period of time, the offshore centre was doing basic and low-complexity work for ITES. This was resulting in high turnover, low motivation and morale, and SLAs not being achieved consistently, leading to a high level of dissatisfaction and engagement across various stakeholders.
Solution: Created an overall business workflow (value stream mapping) and depicted offshore engagement in the overall workflow. This visualisation helped to create awareness among onshore partners regarding the ineffective utilisation of the offshore team. Leveraging the knowledge gained, created solutions depicting talent availability, capacity, and cost advantages that could be beneficial to the overall business results. Created the maturity roadmap for the ITES offshore operations with targets and timelines.
Impact: In a period of 12 to 18 months, he was able to establish high-value services like data analytics, underwriting, and actuarial services offshore. This provided career progression for offshore employees and an impact on savings for US organisations to the tune of $15 million per year. The attrition levels decreased from a high of 32% to 16%, leading to a high level of knowledge retention.