Deepak Dudhia Email & Phone Number

Kings Langley, Gb

London, United Kingdom

Helping a FTSE 100 multinational enterprise software client with their global transformation programme, moving from a de-centralised, federated setup with a disparate product portfolio, based on a multitude of technology platforms, ways of working and pricing models, to a central command-and-control structure supporting regional and country teams aligned to a coordinated global approach. Working closely with the client CMO, his direct EVP reports and senior global team in the identification and… Show more Helping a FTSE 100 multinational enterprise software client with their global transformation programme, moving from a de-centralised, federated setup with a disparate product portfolio, based on a multitude of technology platforms, ways of working and pricing models, to a central command-and-control structure supporting regional and country teams aligned to a coordinated global approach. Working closely with the client CMO, his direct EVP reports and senior global team in the identification and definition of the capabilities required in support of the strategic marketing function, the definition of overarching organisational structures, RACI's, use case and process model definition and the definition of 'journeys' to elicit and validate the Target Operating Model. Also to identify supporting technology and change requirements to assist in defining the country-by-country rollout plan Show less

Watford, United Kingdom

London, United Kingdom

Vienna, Austria

With old, out-dated and inefficient systems to support the back office operations processes, a major transformation programme was initiated to implement new systems to take the organisation forward. I stepped into the Requirements Lead role at a period when the programme was lacking focus, direction and progress especially in the analysis team. I managed a team of 8 analysts (at peak), establishing a roadmap and pipeline of processes, planning & scheduling the analysis / process modelling (BPM)… Show more With old, out-dated and inefficient systems to support the back office operations processes, a major transformation programme was initiated to implement new systems to take the organisation forward. I stepped into the Requirements Lead role at a period when the programme was lacking focus, direction and progress especially in the analysis team. I managed a team of 8 analysts (at peak), establishing a roadmap and pipeline of processes, planning & scheduling the analysis / process modelling (BPM) activities, establishing the approach and methodology for delivery of the process models. The programme was run in an Agile approach, with process designs feeding initially into the product backlog, scheduled into Sprints and managed/monitored on a daily basis through the Scrum meetings. Tools used were IBM BlueWorks Live for BPM, IBM RRC for requirements management, IBM RQM for test design and Jira for product backlog grooming, sprint planning and monitoring. IBM RTC was used to orchestrate between Rational and Jira to create Epics & user stories and synchronise links between RRC, RQM and Jira.As interim lead, I was also tasked with proposing the target team structure to adapt to changing approach/methodology for the programme and then interviewing potential candidates for the lead and analysts roles. Show less

Vienna / London

Having been bought by Silverlake Private Equity, the driver was to streamline and grow the business for eventual IPO or sale. Within Global Blue IT, my task is to help define the organisational changes and new operating model with an emphasis on improving project delivery and governance and ultimately increase throughput and quality. I lead the activities to define the new roles (inc Product and Technical owners), the new project delivery approach and the handbooks (Project Management… Show more Having been bought by Silverlake Private Equity, the driver was to streamline and grow the business for eventual IPO or sale. Within Global Blue IT, my task is to help define the organisational changes and new operating model with an emphasis on improving project delivery and governance and ultimately increase throughput and quality. I lead the activities to define the new roles (inc Product and Technical owners), the new project delivery approach and the handbooks (Project Management, Requirements, Development, Testing and Support), which underpin that. Show less

A strategic theme within the Retail TOM was to deliver a Multi-Channel Sales capability through a common, customer needs-led tool for non-advised sales across branch, telephony, digital and mobile. This strategy was driven by changing customer behaviours and expectations (especially around streamlined and seamless cross-channel processes), increased focus on conduct risk regulatory requirements, speed to market product launches, costs of change and TCO. The Concept phase was to define core… Show more A strategic theme within the Retail TOM was to deliver a Multi-Channel Sales capability through a common, customer needs-led tool for non-advised sales across branch, telephony, digital and mobile. This strategy was driven by changing customer behaviours and expectations (especially around streamlined and seamless cross-channel processes), increased focus on conduct risk regulatory requirements, speed to market product launches, costs of change and TCO. The Concept phase was to define core sales capabilities / processes of the future and the technology / architecture needed to support them with the emphasis on a Digital agenda. The Concept phase was sub-divided into 3 stages. Stage 1 looked at current state gap analysis and a high level visioning. Stage 2 defined a target state and high level designs. Stage 3 defined the migration approach, delivery roadmap and business case. My role as part of the small but focused team was to conduct the technical capability gap analysis, gather process / product usage MI across channels, work with the business to define the pain points, future product launch demand as well as functional needs, work with the architects to define target state capabilities and review target architecture / migration approach and roadmap. As input to business case, I was responsible for determining current platform cost of change, order of magnitude IT delivery costs and IT benefit levers / high level figures (inc TCO). Show less

A lack of a Roadmap & Initiation process was resulting in projects moving into delivery without a robust business proposition and a lack of confidence that the right projects were being progressed to deliver the most benefit. This led to a changing portfolio of uncoordinated projects and ineffective use of resources. A team was setup to address these issues, tasked with creating a roadmap for the area and to setup an initiation process to scrutinise project propositions prior to them moving… Show more A lack of a Roadmap & Initiation process was resulting in projects moving into delivery without a robust business proposition and a lack of confidence that the right projects were being progressed to deliver the most benefit. This led to a changing portfolio of uncoordinated projects and ineffective use of resources. A team was setup to address these issues, tasked with creating a roadmap for the area and to setup an initiation process to scrutinise project propositions prior to them moving into delivery.My role as senior business analyst was to:• Assess all new 2014 channels portfolio submissions, ensuring that the scope, objectives and benefits were clearly defined and to facilitate completion of IT estimates.• Assess submissions impacting the channels systems originating from non-channels CIO’s as well as demands from group strategic, infrastructure and resilience initiatives.• Using a combination of business and IT change, build a picture of the overall demand, synergy opportunities and from this assess the overall doability• Ensure joint Business / IT decisions on inclusion, positioning and scheduling of projects on the roadmap using agreed prioritisation criteria.• Prior to allowing projects to move into delivery, run an Initiation process to challenge the scope, requirements, solution options and plans to increase confidence in the project deliverability and reduce the number of significant change requests once in delivery. Show less

Responsible for analysis resource forecasting / planning, defining analysis approach and methodology (using RRC), providing strategic insight based on domain knowledge, leading and directing team of analysts, planning and monitoring all analysis activities through project lifecycle. The remit covered:• Customer Treatment Standards (CTS) – Risk issued the Group’s framework for delivering the Conduct Risk Strategy. Adherence to standards are assessed by FCA when selling products to retail… Show more Responsible for analysis resource forecasting / planning, defining analysis approach and methodology (using RRC), providing strategic insight based on domain knowledge, leading and directing team of analysts, planning and monitoring all analysis activities through project lifecycle. The remit covered:• Customer Treatment Standards (CTS) – Risk issued the Group’s framework for delivering the Conduct Risk Strategy. Adherence to standards are assessed by FCA when selling products to retail customers. Scope covered changes to all retail sales channels platforms.• Banking Sales Over the Phone (BSOP) - Strategic changes to make the telephony sales interview process conducted in branch compliant and thus meet Distance Selling regulations. Show less

London, United Kingdom

GOLD was a strategic initiative to create sustainable competitive advantage and significant business value through the creation of a single view of the customer’s relationship with the bank and then use insight to strengthen the relationship through channel interactions. RTD (using Pega DSM) provides the technology to implement flexible business strategies to arbitrate between customer value, needs (expressed through their in-bound channel interactions) and the prevailing business drivers to… Show more GOLD was a strategic initiative to create sustainable competitive advantage and significant business value through the creation of a single view of the customer’s relationship with the bank and then use insight to strengthen the relationship through channel interactions. RTD (using Pega DSM) provides the technology to implement flexible business strategies to arbitrate between customer value, needs (expressed through their in-bound channel interactions) and the prevailing business drivers to ascertain the next best action, whether that be acquisition, retention, education or service messages.Responsibilities:• Planning, organising and facilitating workshops to elicit decisioning opportunities in channels. • Compiling opportunity benefits to feed into the benefits case• Planning analysis approach based on customer journeys and use case modelling• Use case modelling, business rules (Pega DSM based approach) & KPI Reporting definition• Requirements gathering (inc NFR’s), qualification and traceability to downstream deliverables• Chairing weekly Design Query Forum between Analysis and Design teams Show less

London, United Kingdom

The EC (European Commission) required Lloyds to divest a standalone UK Banking business (a portion of its retail & commercial SME banking book and associated branch network) as a consequence of receiving state aid. The aim of Verde is to manage the divestment of these parts of the Group to deliver on the commitments to HM Treasury and EC.Responsibilities:Compilation of the Process Architecture outlining the processes for Verde on Day 1. It was expressed as a model defined to level 2… Show more The EC (European Commission) required Lloyds to divest a standalone UK Banking business (a portion of its retail & commercial SME banking book and associated branch network) as a consequence of receiving state aid. The aim of Verde is to manage the divestment of these parts of the Group to deliver on the commitments to HM Treasury and EC.Responsibilities:Compilation of the Process Architecture outlining the processes for Verde on Day 1. It was expressed as a model defined to level 2 compiled by working with the various programme SME’s. The processes were then qualified by mapping to various dimensions of the enterprise architecture, including the organsational design, capabilities, application domains and the various TSA’s (transitional service agreements). Additionally, the process hand-offs needed to be identified and validated to ensure that the processes would work e2e within a dispersed organisational structure. Show less

London, United Kingdom

Responsibilities:Working with business team to plan and run series of workshops to validate assumptions, outline business & IT solution and discuss high level requirements for the various workstreams; BACS, Faster Payments, CHAPS, International payments, Clearing, Payments Compliance (inc. Sanctions screening and AML), Travel Money and Reconcilliations. Liaising with various stakeholders to document and sign-off scoping requirements.Working with programme stakeholders to define… Show more Responsibilities:Working with business team to plan and run series of workshops to validate assumptions, outline business & IT solution and discuss high level requirements for the various workstreams; BACS, Faster Payments, CHAPS, International payments, Clearing, Payments Compliance (inc. Sanctions screening and AML), Travel Money and Reconcilliations. Liaising with various stakeholders to document and sign-off scoping requirements.Working with programme stakeholders to define individual scope documents to allow estimates and plans for subsequent phases of programmes to be agreed for Initial Business Case (IBC).Key achievement – given challenging timelines to arrive at IBC estimates and lead time in engaging with relevant IT platforms, it would not have been possible to do this after the scope & requirements were signed-off. Hence I proactively defined a set of programme principles to help steer the estimates which were later refined. Show less

London, United Kingdom

There was a recommendation (later dismissed) to de-couple the rebranding of Lloyds TSB from the divestment timescales in order to revitalise current brand, maximise value of Loyalty programme, leverage London 2012 and de-risking core elements of Verde deliveryAssisted with feasibility study to understand viability of rebranding. Involved in agreeing scope, high-level business requirements and potential options. Assessment included delivery timeframes, customer experience, regulatory… Show more There was a recommendation (later dismissed) to de-couple the rebranding of Lloyds TSB from the divestment timescales in order to revitalise current brand, maximise value of Loyalty programme, leverage London 2012 and de-risking core elements of Verde deliveryAssisted with feasibility study to understand viability of rebranding. Involved in agreeing scope, high-level business requirements and potential options. Assessment included delivery timeframes, customer experience, regulatory implications, etc. Primary focus was on the IT doability, timeframe and costs. Show less

London, United Kingdom

Following departure of 2 previous PM's, I was tasked with managing the Batch Job Branding project. The aim was to deliver changes to the various batch jobs to work in a multi-brand environment. Due to the late start of the project, the project was split into 2 phases; first any essential changes for LTSB and then the remaining changes for HBOS. This was a highly technical project involving teams across multiple platforms and disciplines. Responsible for defining the approach, provisioning of… Show more Following departure of 2 previous PM's, I was tasked with managing the Batch Job Branding project. The aim was to deliver changes to the various batch jobs to work in a multi-brand environment. Due to the late start of the project, the project was split into 2 phases; first any essential changes for LTSB and then the remaining changes for HBOS. This was a highly technical project involving teams across multiple platforms and disciplines. Responsible for defining the approach, provisioning of resources and test environments, reporting of progress/RAID's/costs and planning the various deployments. Phase 1 was successfully delivered within tight timeframe and without any issues. Phase 2 had successfully completed build and was on course for implementation handed over. Show less

London, United Kingdom

The formation of Lloyds Banking Group as a result of the acquisition of HBoS by Lloyds TSB created the need to integrate the two organisations. To release the inherent synergies of the combined entity, the defender position was to consolidate all business processes on heritage LTSB applications and IT architecture. To support this strategy, it was a prerequisite to scale the target applications, introduce brand segregation, migrate business data, and remediate any existing service issues… Show more The formation of Lloyds Banking Group as a result of the acquisition of HBoS by Lloyds TSB created the need to integrate the two organisations. To release the inherent synergies of the combined entity, the defender position was to consolidate all business processes on heritage LTSB applications and IT architecture. To support this strategy, it was a prerequisite to scale the target applications, introduce brand segregation, migrate business data, and remediate any existing service issues. The YF (Your Finances) Integration workstream had a budget of nearly £50M, included 3 programmes and was part of the overall £2Bn IT Integration programme. The scope covered all Retail Sales applications used within the branch, telephony and Ops areas.Responsibilities:Led a team of 12 analysts through the various phases of the programme, planning the various analysis deliverables, reporting on progress and RAID's, acting as main liaison between the various technical and business team across multiple inter-related workstreams. Key activities included:• Arranged and facilitated design walkthrough workshops and sign-off’s with stakeholders to meet Accelerated Design approach timeframes.• Communicate requirements / functional design to dev teams through structured walkthroughs to aid understanding and identify any technical constraints early in the lifecycle.• Proactively initiated risk-based approach to test definition and execution by identifying priorities based on criticality, impact and coverage.• Ensured effective analysis support for defect management to resolve conflicts between requirements and build.• Managed reporting of all approved CR’s and their progress through impact assessment, functional design, technical design and test.• Input into assessment of risks and issues as well as planning for the implementation activities.. Show less

The Chordiant practice within Patni grew from nothing to a 4 client, £40M+ revenue business unit within 3 years. With clients within the financial services and telecoms industries, the practise quickly established itself as a main player within the Chordiant market with a strong reputation for delivery across the entire Chordiant solution set.As Head of Analysis, I was responsible for setting the strategic Chordiant CRM analysis methodology, formulating individual analysis strategies and… Show more The Chordiant practice within Patni grew from nothing to a 4 client, £40M+ revenue business unit within 3 years. With clients within the financial services and telecoms industries, the practise quickly established itself as a main player within the Chordiant market with a strong reputation for delivery across the entire Chordiant solution set.As Head of Analysis, I was responsible for setting the strategic Chordiant CRM analysis methodology, formulating individual analysis strategies and approaches for each engagement, working with the stakeholders to agree the scope/requirements for the project, planning and agreeing the project delivery timelines and resourcing requirements, devising analysis deliverable templates, leading and directing the analysis teams, taking responsibility for all analysis effort across the various projects through to delivery, ensuring quality and traceability of all analysis deliverables. I also assisted the pre-sales activities by providing input to RFI / RFP submissions, helping draft sales presentations and being part of the presentation team that pitched to prospective clients. Show less