Kalyan Reddy Email and Phone Number

Managing global operations for O2C (Order To Cash) and TCM (Treasury & Cash Management) processes

Strategy Development: Directing planning, leadership, implementation, and operational transformation functions for projects in multi-location environmentManaging the most complex of technical development concepts, and stabilizing Center of Excellence (COE) to manage productivity for timely delivery on finance processesProject Lifecycle: Administering all phases of project life cycle such as Project Initiation, Definition (Project Charters, SOW, and Defining Scope), Project Planning (Effort Estimation, Resource Allocation, & Scheduling), Execution, Monitoring, Control & ClosureCapability Improvement: Supporting capabilities in operational aspects around special projects relating to COE, working with center of innovation teams to develop optimal forecasting, resource utilization models and reports to allow efficient monitoring and flexible deployment of resources for delivery of all assigned activitiesFacilitating initiatives for mapping of business requirements and in-depth evaluation of feedback for change in product attributes; developing solutions using VSM and Six Sigma methodologiesCollaborating with COE Managers and GDD Finance to ensure compliance to controls in the process; strengthening working relationships with GDD Finance, Trial Monitoring in harmonization of activities for RDF COE for European countriesLeadership: Leading multiple teams globally; identifying opportunities to bring innovative solutions and ways of working; interpreting policies and crafted recommendationsMonitoring transitions of wave and ensuring compliance on FRA toll gate methodology; ascertaining AOI is met according to OP plan and governance structure is in place and operating as plannedTalent Management: Ascertaining project staffing, resource releases, practices and tools across verticals; monitoring expected attrition, rotation and releases; aligning the best suited profile and mentoring the team to reach to the next level

1. Leadership & People Management• Develop talent and build capability to deliver efficiency• Maintain and continuously drive operational excellence in all activities and enhance process efficiency• Lead continuous evaluation of key processes (productivity and customer satisfaction)• Provide leadership in establishing an entrepreneurial culture within the team underpinned by business focus, rigorous attention to quality, process innovation and compliance.2. Partnership with Stakeholders & Other Global Line Functions• Build and maintain positive working relationships with GDD Finance, Trial Monitoring and understand future requirements• Interface with various finance functions and within CoE in Hyderabad to understand requirements, develop solutions and actively manage performance of solutions• Systematically plan for roll out of solutions to various functions to maximize business usage and benefit to the enterprise• Explore and evaluate innovative solutions and ensure that they meet business requirements for decision making3. Partnership & support • Support GDD Finance & TFMs to drive trial budget forecast accuracy • In collaboration with the delivery manager of CoE, review KPI’s & take action

Drove a team performing claims billing, cash transactions posting, reconciliations and month-end close activities and accounts receivables processesAttained positive promoter score on NPS for FY’15 from all the key client stakeholdersDevised solution to transition of 10+ US processes including process mapping, process change management and FTE sizingSteered entire knowledge transfer phase on OJT to transition of second largest business center with around $4 billion turn-over in healthcare vertical and $88 billion client in retail and franchising space from multiple locationsBagged 100% certification and LTO (License to Operate) for the entire OJT teamAchieved lowest attrition across all business units, 7% for 2014, 12% YTD in 2015 and 16% in 2016Conferred with:o Team Award from client for an excellent year 2014 and 2015o Client Award for process excellence in 2013 and 2014 for exceeding the goals on resolution of AR and SLAso Annual Performance Award in 2013 for exceeding goals on process & people metricso Process Excellence Award in 2011 for ensuring 100% of certification of team and seamless transition of the processContributed towards following projects:o Robotics & AI: Implemented Robotics in Billing exceptions, Cash applications and Invoice processing which eventually lead to reduction of 5 FTEs with deployment of 5 botso Service Level Agreements: Managed required service levels in all areas and ensured there are no misses, resulting in gain share of $1.5 Milliono Seat Utilization: Led the project; revisited complete Seat Utilization Project in 2017 and moved SU from 1.14 to 1.43 which accounted for $150K reduction in AOI on year on year

Attained project success by assisting senior leadership using innovative cash acceleration methods, exceeding targets by 10%Pivotal in automating the process of respective DM’s (Denial Management) and routed all the denials to the respective DM buckets for further actions and client assistanceTook initiative and trained Day Operation Teams on taking the necessary adjustment for certain CPT’s / certain denials based on the client specifics while posting the payments so that it will reduce the ARRestructured project teams to optimize staff performance, resulting in a 35% rise in output in 3 monthsSteered firm level special initiatives in cross-functional quality and process improvementsBagged ‘Best Team Award’ for the first quarter of 2009

Successfully executed 3 different projects leveraging multiple specialtiesActed as:Lead Onsite Coordinator and Transition Lead for major hospital and medical center in San Jose, USA for 11 months (Jan’08 – Dec’08)Lead Onsite Coordinator for a major hospital in Miami, USA for 6 months (Jul’06 – Jan’07) ; directed 20 members at off-site India officeAscertained project success by assisting senior leadership using innovative cash acceleration methods, exceeding targets by 8%-10%Restructured project teams to optimize staff performance, resulting in a 35% rise in output in 3 monthsCollaborated with client and firm’s IS teams on financial database and interface, improving knowledge managementManaged high-risk client account portfolios, cash-acceleration strategy, business design mapping, team performance planning and timely knowledge migrationEstablished client relationships with key client teams (patient finance and legal liaison) to optimize delivery resulting in 3 major streamlined best-practice modelsPlanned and executed creative multi-strategic automation plans that yielded A/R reduction of US $4M saving 2500 work hours (35% rise in work productivity)Led 10-member team leading client both off-site and client-site in AmericaKey performer at client-site by exceeding the project benchmarks by 20% for consecutive 3 monthsPlayed a key role in firm level special initiatives in cross-functional quality and process improvementsBagged R&R Award in Dec’06 at firm level for working innovatively to reduce backlogged AR while onsiteReceived “Exceed Expectations” rating for 2 consecutive years for playing key role in project growth, improving quality of service to our client, and effectively managing a team