Darryl D'Sa, Cpa, Cma, Mba Email & Phone Number

Waterloo, On, Ca

Waterloo, On, Ca

At OpenText (OT), the Data Governance Organisation manages Customer, Materials, Vendor and some finance master data. DGO governs the quality and accuracy of this data by developing processes and policies as well as implementing standards that enable effective and efficient use of information - ensuring OT achieves it's financial and operational objectives and goals

Waterloo, On, Ca

My role at OpenText encapsulates my prior experience while opening up new avenues in the software industry. My team of 10 analysts and 2 managers focuses on designing processes to serve Sales and Professional Services teams world-wide. The team designs and tests targeted solutions to challenges that our customers face employing tools as diverse as SalesForce, ChangePoint, Birt Analytics and Anaplan. This also means I am responsible for evaluating commercial software vendors' tools - giving me insight into business situations that OpenText's sales teams face in their customer development efforts. The solutions we design thus incorporate this learning back into the process of solutions development for the Sales function.Over time my role morphed into the SME for Sales Performance Enhancement measurement tool (LevelEleven) and for account data quality including developing a global list of 10,000 companies ranked by revenue. My time at Opentext has been one of new challenges and interesting learning experiences - allowing me to grow professionally while providing my expertise to help improve operations and contribute to the positive work culture that is OpenText

Waterloo, Ontario, Ca

Encompassing all 3 elements of strategy - formulation, execution and performance analysis this was a role that had a large impact on company performance. With experience in Sales and Operations Planning (S&OP) I managed the strategy formulation and annual business planning process for Services business unit (BU). The overall objective: maintain revenue in adverse business conditions.With focus now on execution I had primary responsibility for improving the pricing change process. My analysis revealed the process could be improved by classifying cases and having BU managers approve the 15% of cases with the largest impact. This enabled the BU to surpass the target of a final response in 5 days. Enabling Sales teams to be more responsive to customers increased trust enabling me to serve as their voice to obtain solutions to regional issues. By leveraging the software update process I assisted Sales in converting 27% of phone only users in one Caribbean country into paying subscribers BU management gave me the lead responsibility for the implementation of the pricing analysis software, Vendavo. Beginning with negotiations, I worked with the external vendor to document business requirements, design user interfaces, audit controls bringing the project in on schedule and within budget. A final area of my responsibility was the analysis of a key KPI - changes in world-wide subscriber bases with the mitigation strategies presented weekly to the Executive Vice President's Operating Council. I am particularly proud of my contribution in this role. Prior to 2012 this BU accounted for <20% of revenue. By end-2013 Services accounted for 60% of revenue and 100% of profit.

Waterloo, Ontario, Ca

Supported the COO in world-wide monthly business planning process with the aim of aligning the company to achieve strategic objectives in an environment of increased competition. Worked with the executive team to plan and develop long-term goals and short-term objectives; Assisted business managers to extract and develop individual unit goals.Facilitated and managed the strategic planning process as the focus of the regional planning process; drove the necessary pre- and post-meeting work for these sessions. Collaborated with 13 business units to facilitate strategy and planning sessions. Developed dashboards that facilitated improved management attention using standard formatting.Introduced operational metrics that emphasized productivity and growth over lagging indicators; Employed a system of colour coding to clearly demonstrate progress against measurable targets. Ensured the accompanying in-depth analysis related to presented metrics, clearly identified reasons for deficiencies and success, included available intelligence for key competitors and listed strategies and tactics to effect improvements and mitigate risk. Results: Improved coordination between functions especially on product introductions & EoL handsets led to improving customer satisfaction scores, lower inventory levels, reduced inventory write-offs.Continually assessed existing processes through in-depth analysis of best practices and planning techniques at industry-provided webinars, courses and via articles written by management thought-leaders.Developed a Demand and Supply plan each week using inputs from SAP-BW data to build much-needed trust. Result: Lower handset inventories and write offs.

Santa Clara, California, Us

Supervise, motivate and develop a team of 12 analysts managing OEM and Tier 2 graphics board manufacturer accounts, generating US$1.2B in revenue annuallySubject Matter Expert (SME) relating to sales delivery processes and SAP’s SD module Reduced RMA processing times from several months to 4 weeks by standardising processes using Lean / Six Sigma methodologies. Result: Marked improvements in Customer Sat scores

Santa Clara, California, Us

I was a critical member of the Desktop Business Unit General Manager’s core team and the go-to manager for ATI’s CEO on questions relating to supply, inventory and it's valuationI drove long-term forecasts and made strategic decisions on supply and allocation to align business requirements with the constraints of the supply chain.I identified supply alternatives for product managers and engineers, pin-pointing trade-offs and hedges to be made to achieve desired objective for the quarterDuring this period the business unit saw 25% increase in revenues to US$1.0B and consistently met profit targets with low inventory write-offs.

Provided comprehensive financial support to division GM, Digital Value Chain division, with $30M CAD in annual revenues.Timebound tasks included SAP-based monthly forecasting, balance sheet and P&L reconciliations and analysis to mitigate future risksAnalysed processes to shorten time frames for repetitive monthly procedures

Marlborough, Ma, Us

Reporting to CFO, Canada I was charged with developing a reporting system to enable CEO / CFO to track quarterly performance against target key performance indicators (KPI), on a weekly. As a result,Canada was one of few territories in 3Com Americas group to accurately forecast performance and meet targets in all of the quarters over this period.Used BusinessObjects and Excel to analyse sales-in units and revenue by region / customer / salesperson; Reduced the time for the weekly sales forecasting process by 2 daysAnalysed sales-out and inventory KPIs to develop forecast trends, enabling design of new B2B marketing programs

In

Formerly known as BPL US West Cellular Ltd.Reporting to VP–Corporate Marketing, I was responsible for developing a profit-driven strategy for the geographic rollout of the introduction of GSM wireless services in new markets in southern IndiaAs this was a new service in India I developed a comprehensive forecast model. The model was based on an analysis of surrogate demand using the adoption rates of a variety of durable goods as inputs. I then developed a profile of the various segments in different markets, with focus on early adopter and aspirational segments. My forecast for subscriber bases then becanse the input to the company's financial model as well as for capital investors seeking to enter India's burgeoning telecoms marketMy business model also enabled a risk mitigation analysis through what-if scenarios instantly outputting impact to financial KPIs (NPV / IRR / payback period). As service was launched in more cities I tracked progress to these targets recommending marketing strategies to drive subscriber base up 200% and increase ARPU by 20%

Navi Mumbai, Maharashtra, In

formerly Reliance-NYNEX Telecom Ltd.Reported to President, Corporate Planning; advising Board on bidding strategies for services licences across India.Analysed secondary data, developed demand forecasts and business models for all 21 service areasEnhanced the anslysis with what-if scenarios to recommend to Board maximum levy to be paid RNTL's 7 licenses averaged US$0.20/pop – competitors paid US$1.00 - US$1.50/pop.

Analysed market research survey data for large advertising and media purchasing agencies developing advertising plans for consumer products

Cma, Strategic Planning

Master Of Business Administration (Mba), International Business And Strategy

Ms, Mechanical Engineering

Be, Mechanical Engineering