Nishad Mehare Email & Phone Number

Melbourne, VIC, AU

Sydney, NSW, AU

Sydney, NSW, AU

This role is a key contributor as AGL progresses in building a ‘Future Fit’ business. This includes taking all the important steps required to implement and embed new or improved/refined current technologies within the business, whilst shaping how we work in the future.This role is accountable for developing and executing the Automation & AI strategy.

Sydney, NSW, AU

Responsible to deliver outcomes through people by continually building Capability and Leading a Dynamic team. Reporting to the Manager for Quality and Automation, I lead the Robotics Program for Customer Market Operations & I am also be responsible for managing our Workload Management & Insights Reporting Applications to maximise system performance, whilst.

Sydney, NSW, AU

I lead the implementation of Digital Process Automation (RPA); the development of a governance model for the automation tools and the support the development and implementation of the strategy for the digital process automation that will support the broader Customer Market Operations Teams. My key responsibilities involve:- Develop and maintain.

Melbourne, Victoria, AU

Sensis is rapidly adapting RPA-based Solutions for processes in most of its Business Units. As a Lead BA in the program, my role is to understand Processes, gather Requirements and perform Feasibility Analysis with Tech Teams for concluding whether a process can be fully/partially automated. My key job responsibilities involve:- Delivering RPA Solutions.

Sydney, NSW, AU

Telstra has introduced Robotic Process Automation (RPA) to revolutionize business processes and workflows that are currently done manually in its various operating units. As the lead BA in the program my role in the project was on understanding processes, requirement gathering and performing feasibility analysis for concluding whether a process can be.

Sydney, NSW, AU

• Billing & Credit Management has various initiatives going on where the focus is getting the customer billing right. Currently customers are getting over and undercharged due to gaps in business processes or.
• As one of the SMEs involved in the design & delivery of a tool, I helped remediate more than 2 million mobile customers that have been overcharged for over 5+ years by calculating the exact overcharged amounts.
• Engaging with the business teams and understanding the scope of the issue & requirements. Engaging vendors of the relevant application to explain these issues and pain areas to them to understand the systems, processes.
• Involved in the analysis to identify possible gaps in the E2E Product Lifecycle of Mobile, Broadband & Fixed Line products using the data of the integral systems to determine root causes that lead to the over or.
• Post analysis completion – I would conduct workshops with the business users to highlight key concerns, conclusions to suggest improvements to reduce any re-occurrences.
• Since these issues have higher revenue impact, they always have a stringent timeline & involve investigation of complex scenarios. Therefore Agile is most suited and we’ve delivered all solutions in incremental.

London, GB

• BT Group Revenue Assurance Team aims to identify any revenue leakages and streamline processes and systems to ensure going forward such gaps are fixed. I was a part of this team from the inceptive period of the program.
• Engaging with the product or business operations managers and understanding the pain areas, challenges faced by them to identify any obvious and tangible revenue leakages.
• As a part of BT Wholesale, I worked in the interconnect billing process improvement program where I was responsible for gap analysis of the POLO (Payments to Other Licensed Operators) and ROLO (Revenue from Other.
• One of the most challenging tool I was responsible to design, developing & deliver was Internal Cost Allocation Tool (iCAT).
• iCAT was an agile project purely because of the complexities and systems involved. We delivered an iterative solution starting with a prototype through to the final delivery where my experience & thorough understanding.
• Identify all key performance indicators (KPIs), agree with business teams on a definitive list of KPI and build, test and schedule these KPI reports so that the Business Teams can utilize them for identifying any.

London, GB

• BT Global Services (BTGS) operates in more than 130 countries offering IT and networking services to large corporations. In 2005, they acquired US based Infonet’s IP VPN private IP business network that provides.
• Engaging with the Application managers and understanding the pain areas, challenges faced by them during migration. Primarily responsible for Customer Communication & assisting application Support for resolving all.
• The migration was a multi-step activity wherein all products were planned to be migrated to core BTGS Network by creation of equivalent products on the new network. I was one of the application BAs responsible for this.
• Some of these applications were based on products like Info Vista and other applications were In-house applications like VPNManager, ATMManager, NetManager etc. which were used for provisioning various network products.