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.

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.

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.

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.

• 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.
• 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.

• 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.
• 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.
• 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.
• 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.
• 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

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.

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..

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.

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.

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.
• 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.

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.