Ajit Gupta Email & Phone Number

Kuala Lumpur, My

Malaysia

Kuala Lumpur, Federal Territory Of Kuala Lumpur, Malaysia

Midships helps organisations to become cloud native in an accelerated, guided, low risk, value focused and economic way. We have SMEs across Kubernetes, Serverless Containers, Site Reliability Engineering (SRE) and, Identity & Access Management (IAM).We work with all major cloud platforms including AWS, Azure, GCP, Oracle and Ali Cloud. Midships is a registered delivery partners of Forgerock, Gluu and Ping.

Maidenhead, Berkshire, United Kingdom

Led the delivery of a highly available (99.999%) customer Identity & Access Management Platform (ForgeRock) using OpenID (authentication) and OAUTH 2.0 (authorisation) on top of a new greenfield (unproven) containerised architecture (orchestrated using Kubernetes). The aim was to replace a bespoke legacy application that did not adopt security standards and was delivering a poor customer experience. The new cIAM platform was successfully implemented despite the additional challenges that arose due to: a complex set of misaligned stakeholders; dependencies on third parties; deploying to an unstable greenfield cloud region; and, an immature DevOps capability. I managed all aspects of this engagement independently from the wider Deloitte presence at this client. This included commercial negotiations and contract management

United Kingdom

With increased pressure from central government for HMRC to improve customer engagement and tax collection through digital means, whilst also reducing their budget year on year, there was a need for HMRC to consider alternative ways of delivering new features / services. I developed an IT strategy and implementation roadmap that enabled HMRC to integrate new micro services with their existing legacy monolithic applications (that are expensive to change & maintain). This approach meant that HMRC were no longer required to add further complexity to their existing monolithic systems but were able to attain a lower total cost of ownership as these microservices were reusable and cost less to develop and test. The roadmap also identified how the monolithic systems could be transformed over time into a series of microservices.Other challenges that arose included the need for HMRC to re-engineer some of their core business processes in an environment where the existing processes were hugely complex, poorly documented and with some functional expertise existed outside of HMRC.

Leyland

Family run business that manufactures work wear for large supermarkets, councils, and pharmacies. Successfully transformed and sold the business achieving the owner’s asking price despite being within a depressed market with increasing pressure on profitability due to imports and employment regulation. Undertook the following actives that positioned the business for sale :1. Modernised the systems and processes to improve the quality control and more efficiently operate the manufacturing schedule. These new processes also removed the day to day reliance Nalestar had on its managing director. 2. Managed all HR related issues including disciplinary processes and dismissals.3. Modernised the book keeping and took responsibility for the day to day accounts after discovering multiple instances of account mis-management.4. Reversed a declining customer base through proactive sales and relationship development.

Glasgow, United Kingdom

Provided Infrastructure and Information Security Consulting services to Accenture UK Limited at Police Scotland who were undertaking a major transformation programme. I was responsible for the design, build and obtaining sign-off of the production environment. I successfully obtained this despite wider relationship issues between Accenture and Police Scotland. During this period, I also took responsibility for the information security aspects of the solution. I subsequently performed a comprehensive review of the proposed solution to identify the information security risks. Working with the Police Scotland accreditation team, we agreed a set of remedial actions that would enable us to obtain security accreditation.

Various

Provided programme management and security consultation services to Accenture in support of two marquee UK Government programmes. 1) Ministry of Justice where Accenture were the systems integrator for the delivery of a new consolidated HR and finance solution. Between March 2012 and July 2012, I acted as the interim security lead. This involved: working closely with the Ministry of Justice and counterparts such as the hosting and application providers to gain consensus in a backdrop where the security requirements continued to shift on a daily basis; ensuring there was clarity with regard to the scope and solution; responding formally to challenges from the client’s security lead; setting up of a new UK based delivery centre that complied with UK Government requirements for handling data that was protectively marked ‘secret’; and, building an appropriate delivery team to continue longer term. 2) Department for Work and Pensions where Accenture were one of the core delivery partners on the Universal Credit programme. Between July 2012 and December 2012 held a client-side role where I supported integration activities across the DWP's Universal Credit Programme and managing a vendor who also happened to be Accenture. This role required me to operate without breaching confidentiality of either party and ensure that both sides were acting in a manner that would deliver the required outcome.

Edinburgh

Provided assurance of the major transformation programme to the COO, Tesco Bank Board and the Financial Services Authority. My role required me to advise the COO to ensure that any decisions made balanced the needs of both Tesco Bank and customers. Tesco Bank had a legal obligation to ensure that this migration to a new banking platform did not negatively impact their customers whilst balancing the need to keep to their schedule to avoid significant financial penalties from their existing provider.To do this, I monitored and managed the significant risks / issues associated with the programme. For example, following a resource gap created as a result of vendor challenges, I stepped in and became the temporary Mortgages Transformation Director where I took responsibility for steering the Mortgages project back on a sensible delivery path. On another occasion, I assisted the Tesco Bank COO response to a highly publicised issue with their new online banking offering.

Uk

Over 11 years with Accenture where I held a variety of technical and business roles. I developed transferable technical and business consulting skills including: project / programme delivery; technical / cyber security; problem solving; understanding the client's business expediently; stakeholder management; and, commercial negotiation. Certified by Accenture as a delivery lead, solution architect, senior technical architect and a negotiator. Key roles include: 1) Service establishment lead at a financial service client where I provided senior management a clear understanding of the key technical risks that may exist across the business applications to be delivered.2) Accenture’s commercial lead at the Department for Work and Pensions and became Accenture's SME on the commercial vehicle. 3) Programme delivery lead for the Real Time Pension Forecasting Programme at the Department for Work and Pensions. My team successfully implemented multiple releases for this service despite the challenge of: inheriting an existing application where the previous vendor provided minimal documentation and support; and, using a team that was new to Accenture. 4) Supported HMRC’s Departmental Transformation Strategy team with the development of their future operating model and allocation of their three year spending plan. I was responsible for all the business and financial modelling.5) Interim Chief Information Security Officer at an Indian Petroleum Organisation that was entering the retail (B2C) market. On arrival the client had a poor security stance with a work culture that resisted the basic tenants of information security. On completion their security stance had been materially transformed.6) Security architect / security delivery lead roles at various clients including the NHS and HMRC.