Harsh Kumar Email and Phone Number
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With more than two decades of experience in the consulting & industry, I am passionate about helping C-suite leaders (CEO, CFO, CIO and COO) solve their toughest problems and achieve personal and business results. I specialize in providing my clients with financial and experiential value, from designing a NorthStar to executing a successful transformation with GenAi, Automation and Process Excellence. I prefer an innovative and disruptive approach, challenging the status quo and leveraging cutting-edge technologies such as GenAI, IoT, and cognitive advisors/platforms. My current passion is AI First BPO in Finance, HR, IT, Procurement and Supply Chain. I believe companies can not only significantly reduce their SGA but also take this opportunity to lift the quality and experience of work for their employees. Currently, I am the practice leader for Industrial Products (Oil and Gas, Chemicals, Manufacturing, Mining, Auto and other large asset companies) with IBM Enterprise Strategy team. I also serve as a board member for two companies in the maritime and energy sectors, advising them on industry trends, growth strategies, and digital capabilities. I have worked across industries and geographies, delivering value for clients in North America, South America, Europe, United Kingdom, and Asia. I have been to 100+ manufacturing sites around the world learning from boots on the ground to the board room. Please note views expressed here on my profile with comments or posts are my own and do not represent my employer. My Specialties: AI first BPOSGA ReductionEnterprise-wide Digital Reinvention/ Digital TransformationInnovation FactoriesEcosystem ActivationDigital Capital Projects Value Driver AnalysisDigital Asset Management/ Cognitive, Prescriptive and Predictive MaintenanceArtificial Intelligence & Machine Learning Disruptive TechnologiesInternet of ThingsCognitive AnalysisCustomer Experience & Personas Large scale business strategy development & transformation,Digital OperationsSustainable and Comprehensive Cost ReductionStatistical Process ControlPhysical Asset Lifecycle ManagementFailure Mode and Effects AnalysisSix SigmaLean ManufacturingFinancial AnalysisScenario and Sensitivity analysisMergers and AcquisitionsValue Stream Mapping
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IbmRichmond, Tx, Us -
Partner, Enterprise StrategyIbm Jan 2024 - PresentArmonk, New York, Ny, UsAdvisor to C-suite leaders (CEO, CFO, CIO and COO) on enterprise transformation leveraging process excellence and cutting edge technologies.
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Associate Partner, North America, Ibm ConsultingIbm Aug 2017 - Jan 2024Armonk, New York, Ny, UsMy current role focuses on leading enterprise transformation work for the industrial sector in IBM ( includes Chemicals, Petroleum, Engineering Procurement Construction, Manufacturing, and Mining companies). I work together with forward-looking c-suite leaders on creating better customer experiences and radically improved financial results through digital/strategic transformations. Together, we focus on new ways of making revenue, new expertise, new partnerships and new ways of working to implement sustainable change.
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Board Of DirectorsMetro Group Maritime Apr 2018 - PresentNew York, Ny, UsIn this role, I advise the CEO and his team on industry trends, growth strategies, new differentiating capabilities, digital transformation and cost optimization. -
Board Of DirectorsRush Resources Dec 2015 - PresentHouston, Tx, UsIn this role, I advise the CEO and his team on company strategy, financials, competitive differentiation, and future capabilities. -
PrincipalStrategy&, Part Of The Pwc Network (Formerly Booz & Company) Oct 2014 - Jul 2017New York, Ny, Us• Developed the strategy of integrating various functions in an acquisition of $25B+ energy firm• Led the development and execution of strategy at a $30B+ company in Operations & Maintenance (O&M) across 12 different locations in North America slashing costs by $45M in 2015 and plan to cut $200M (20%) by 2017• Developed PwC’s point of view and go to market strategy on ‘Digital Operations’ and ‘Connected Assets’ -
Senior AssociateStrategy&, Part Of The Pwc Network (Formerly Booz & Company) Oct 2012 - Oct 2014New York, Ny, Us* Designed a new operating strategy for a $15B company focusing on reducing lead times, improving supplier management, adopting newer technologies and reducing production costs resulting in a benefit of $200M (20%)* Spearheaded a 100 day turnaround asset management & reliability program achieving 10%-20% increase in availability. Implemented the program across 25 locations extracting $50M within one year. Achieved collaboration and cultural change within a diverse group of people* On-boarded and coached the new Vice President of Maintenance accountable for the maintenance performance of 100+ locations and responsible for spend of $1B in maintenance operating expense and capital expense.* Led CEO & senior executive team in operations & strategy discussions for a consumer products company, conducted workshops & implemented changes bringing 25% improvement in EBITDA
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AssociateStrategy&, Part Of The Pwc Network (Formerly Booz & Company) Oct 2011 - Oct 2012New York, Ny, Us* Led multi-year comprehensive transformation effort at a global company. Achieved 20%+ improvement in EBITDA ($500 million) by setting company’s vision, overhauling O&M standards, implementing performance management dashboards and leveraging existing culture & behaviors. * Identified opportunities in the range of $2100 million -$3000 million for a global company by improving uptime, better material management, complexity & inventory reduction* Stood up and conducted the Lean certification program for Booz & Company with a 3 day exhaustive program and 0.5 day training for VPs/SVPs of the firm.
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Senior ConsultantStrategy&, Part Of The Pwc Network (Formerly Booz & Company) Jun 2010 - Oct 2011New York, Ny, Us* Overhauled the complete performance management system from field employees to CEO to align the meetings & metrics with their future strategy of operational excellence, growth, HSE & engaged workforce* Provided $12M in cost savings from 7 major initiatives in operations for a $70M revenue company. Overall for the entire project, a list of 37 final initiatives was provided with total savings of $13M in cost savings out of which 95% were accepted by the CEO of the company. Developed value stream maps and overall equipment effectiveness for different product types and reduced the amount of rework by 30% using various methods such as matching variable demand with supply, autonomation, reducing operator movement, eliminating over-processing and consolidating various locations.
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Continuous Process Improvement Engineer (Black Belt)Temple Inland Mar 2006 - Jun 2010* Led eight different plant process improvement teams to cut process variation, eliminate waste, decrease plant downtime, reduced inventory and maximize equipment capacity across four plants. As a result, manufacturing costs were cut by 15%. * Designed a cost model which identified waste opportunities in raw materials, manning, energy, productivity, run time and quality. This model prioritized the biggest area of savings and did gap analysis on a daily, weekly and monthly basis for four plants. A total of $5M was saved as a result of this cost model. * As a Black Belt Six Sigma, coached and certified more than 100 employees in Six Sigma Yellow Belt, Reliability Centered Maintenance and other process improvement techniques resulting in plant-wide productivity increases. -
Member - Advisory BoardThe Academy Of Health Care Professions Mar 2009 - May 2010Developing strategies for developing market share, quality of program and customer satisfaction.
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Process EngineerStandard Gypsum Lp (Part Of Temple Inland) Mar 2005 - Mar 2006* Spearheaded the effort of raising quality of the product by testing, collecting and analyzing data. Used design of experiments and control charts to find out variables which needed to be optimized.* Supervised and organized a crew of ten hourly employees to do preventive and predictive maintenance. Increased wrench time by 20% using collaboration and improved planning and scheduling.
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Summer InternIndian Institute Of Technology, Delhi May 2001 - Aug 2001New Delhi, InWorked with the faculty members on Brand Management for products made in rural India.http://www.expressindia.com/news/fe/daily/20000814/fst12029.html -
Manufacturing InternNbc Bearings May 2000 - Aug 2000Jaipur, Rajasthan, InConducted research and development for bearing division at India’s second largest ball bearing manufacturing company. Performed time and motion studies; Implemented improved layout designs reducing non-value added work.
Harsh Kumar Skills
Harsh Kumar Education Details
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Harvard Business SchoolDigital Business Strategy And Transformations -
Texas Mccombs School Of BusinessMarketing
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Texas A&M UniversityLean Manf.
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Ranchi UniversityMechanical Engineering
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Tagore Public School, JaipurMathematics & Science
Frequently Asked Questions about Harsh Kumar
What company does Harsh Kumar work for?
Harsh Kumar works for Ibm
What is Harsh Kumar's role at the current company?
Harsh Kumar's current role is Executive Partner| C-suite Advisor | Enterprise Transformation Leader| Board Member| IBM | Booz.
What is Harsh Kumar's email address?
Harsh Kumar's email address is ha****@****pwc.com
What schools did Harsh Kumar attend?
Harsh Kumar attended Harvard Business School, Texas Mccombs School Of Business, Texas A&m University, Ranchi University, Tagore Public School, Jaipur.
What skills is Harsh Kumar known for?
Harsh Kumar has skills like Mathematics, Quality Management, Consulting, Chess, A2, Dreamweaver, Computing, Matlab, Students, Sales Operations, Linear Programming, Supply Chain Management.
Who are Harsh Kumar's colleagues?
Harsh Kumar's colleagues are Tamer Fahmy, Chaitra Hiremath, Neeraj Rathod, Marcela Gutiérrez Díaz Infante, Dan G., Jaqueline De Cassia Silva, Anoop Pt.
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