-Responsible for deal sourcing and closing, and remote delivery of SaaS P&C Core Platform globally at Majesco.- Prepare and facilitate Executive Steering Committee/ project/ initiatives meetings to PMO, Senior VP, and C-Suite leadership-Provide regular reporting and insights on portfolio performance, key metrics, trends and areas of improvement

- Lead implementation for upgrade of SAP BPC 7.x BW 7.x to 10.1- Lead implementation for Tripwire Cybersecurity solution for NERC CIP and PCI assets- Lead implementation for SAP Archival and Purge of Billing and Invoicing Data- Prepare and facilitate Executive Steering Committee/ project/ initiatives meetings to Director, CIO and Senior VP leadership- Provide S/4 HANA support

Serving as the Product Manager for managed services for multiple global vehicle scheduling solution. Work includes structuring a Product Systems Integration team that delivers enhanced features in a reduced time frame leveraging sprints via Agile and Rally. Additional responsibilities include finding new opportunities for product development, providing roadmap for consolidating products/ features resulting in reduced total cost of ownership. Key Accomplishments included:- Reduction in loss of vehicles during production.- Increased product featured enhancements by 8%.- Increased releases for products from 2 months to 3 weeks using Clarity (Similar to Aha) and Rally.- Manage software development and product support teams delivering on three continents.- Perform budgeting, forecasting, calculation of actuals, and resource planning for delivery and support teams.

As an IT senior manager, conducted strategic planning analysis. Key Accomplishments included:- Built an operational model supporting budgeting, forecasting, and planning for the ePMO.- Aligned budgeting with the portfolio of works through instituting executive level reporting.

Created an outsourcing delivery model to support an Oracle building platform, which interfaces with web services for a SAP General Ledger (G/L) back office solution. Applied Agile in documenting a software development and production framework. Key Accomplishment:- Reduced annual resourcing costs by 3% over each of the next three to five years.

Led a multifunctional team of 35 in improving financial performance by both introducing Hyperion Planning and Reporting and reconfiguring the platform with Essbase Cubes and the Data Warehouse (DW). Implemented Data Relationship Manager (DRM) as the central repository for multiple hierarchical structures. Delivered an integrated finance enterprise support model affecting all finance software systems. Created and delivered successful finance and IT presentations for senior leadership. Key Accomplishments included:- Increased the efficiency of the quarterly, monthly, and annual close processes.- Upgraded Flagstar’s capability to generate forecasts throughout the year.- Recognized by the bank in 2012 for the Number One Technology Initiative of the Year.

Managed 27 colleagues in ensuring compliance with the Health Insurance Portability and Protection ACT (HIPPA). Modified EDI in seven states. Oversaw a budget of $5 million. Key Accomplishments included:- Reduced the number of anomalies for business rules between B2B partners. - Reduce operations and compliance cost for data management of invoicing.

Redesigned Supplement Warehouse's website, applying Agile, ASP.NET, and SAP Small Business One. Implemented a SAP Small Business One solution, which incorporated multiple back office functions. Managed an email marketing campaign, ensured compliance with Payment Card Industry (PCI) standards, and designed Visual Basic .NET (VB.NET) interfaces for SAP. Reviewed business processes as well as the architecture and business requirements of Microsoft Dynamics. Key Accomplishments included:- Upgraded supply chain processes, resulting in increasing sales of near expired products by 15%. - Leverage user experience of items remaining in shopping cart to reduce cost of non-popular items on shelf.- Reduced the risk of fraud in credit card transactions, by 3%.

Served as an IT Portfolio and Resources Manager that created a strategic operating model, which enabled Credit Suisse to validate data from several sources. Key Accomplishments included:- Reduced IT expenses by 15%.- Boosted the number of annual IT releases from four to nine.- Heightened business teams’ support for initiatives involving data and enterprise architecture.

Enterprise Resources Planning (ERP) Systems Manager Integration project in which the team consolidated 16 financial systems, each with unique software, into a single platform on Oracle. Key Accomplishment:- Enabled more accurate reporting while improving margins for risk mitigation.

Systems integration data governance initiative, which formulated a strategy and implementation plan for applying DW and MicroStrategy to integrating customer and product data. Managed a team of analysts in reconciling customer level data and documenting new business processes. Identified gaps in processes and controls among the loan origination systems, PeopleSoft G/L, and DW at the customer level. Drew upon the analysis of gaps to generate recommendations for cost-benefit studies to be sponsored by the Federal National Mortgage Association (Fannie Mae). Key Accomplishments:- Drove profits by transferring financial components from the DW to Hyperion.- Reduced labor costs by developing a QA roadmap for validating data through a series of analytic reports.- Upgraded pricing and increased margins on policies and renewals by designing an operating model that validated customer risk profiles.