Product enhancements & IT administration of Facilities Data Lake. Enable Dell facilities team to make clear and structured business decisions, using the BI solution that sources data from multiple facilities data sources and applications.Facilities Data Lake is based on a Python ETL framework and Power BI reporting solution.

1. Identify & Define process improvement opportunities in the facilities team to enable clear visibility to performance improvement.2. Setup performance KPIs for application vulnerabilities, End of Life program and Modern authentication.3. Drive execution excellence - Enabling 60% drop in aged vulnerabilities, SSO setup for 8 applications in a quarter & complete yearly EOL scope within 4 months.4. Assist with identification of obsolete / replaceable applications to optimize application infrastructure and reduce overall cost of application management.5. Application migration management: 3 applications migrated

1. Drive Legal interlock in Dell’s strategic MCC Program; Drive end to end program delivery, a. Use agile practices to improve solution delivery speed by 20%. b. Developed and executed product roadmap in Jira for frequent deployments. c. Automate release procedures, reducing overall deployment time.2. Legal BI Program: Recognized by Program director & Operations manager for “excellent program management”. Strong facilitation driving a complex program. 3. EOL Program: Decommissioned 36% servers that were redundant; reducing overall maintenance cost to Dell.4. Built Legal Ops Dashboard based on Azure DevOps. Reduced review time by 50%; help team focus on core activities.5. Implementation of Oracle Web Center (OWC) knowledge repository: helped team reinvest time on customer delivery6. Product Team Administration activities: Recognized by operations manager. a. Enhance team DevOps maturity; drive faster delivery b. Significantly mitigate vulnerabilities from over 1000 to just under 20 in 2023; secure from cyber threats. c. Managed over 600 releases. Increased automated changes to 40% of total changes; Recognized by Org leader.7. Recognized by Program director for driving stratergic initiative to setup product delivery framework product model in Dell Digital; Enhanced product delivery with customer centricity8. Purchase Order (PO) management process standardization. Recognized for stabilizing procurement process. Cost savings of $100k through fixing of process leakages & reviews; and through product optimization9. Recognized for being the PM of No#1 award winning Dell Tech CSR

1. JAT FP&A Project: Recognized by FP&A director for stabilizing conflicts between EMC and Dell product teams2. Manage cross functional teams within Legal Entity rationalization program3. Recognized by tax leadership for running sensitive voice of workforce campaign successfully; Testament to my interpersonal skills

1. Reported into and led finance projects within a steering group chaired by the CFO, dedicated to global reporting transformation initiatives.2. Orchestrated a multi-functional project encompassing Commercial, Finance, HR, and Procurement departments, focused on streamlining cost centers to enable downstream report automation. Achieved a productivity increase equivalent to over 50 full-time employees (FTEs) and enhanced the quality of cost reporting by allocating additional time for reporting commentary. This initiative culminated in a notable reduction of DKK 10+ million across 620+ reports, contributing to substantial cost savings and operational efficiencies.3. Project manage PowerPoint (PPT) reporting automation solution for AP Leadership reviews. 4. Simplified financial reports through cross functional reporting standardization and automation exercise; Released 3 FTEs.5. People managed 2 member team supporting COE project initiatives

1. Program manage business analysts responsible for developing and publishing approximately 150 sales reports and insights to channel sales team. Recognized as Star Performer by business leader.2. Implemented strategic process improvements; level resource capacity, automate and decommission reports; Savings reinvested to develop insights and drive other automation initiatives. 3. Project managed supply chain & indirect procurement platform reporting platform. 4. Authored and published two whitepapers in the captive organization contest: Aged Inventory contra spend & GST impact on distribution network in India. Recognized by managing director.5. HP ES acceleration program: Recognized by Program director for my contributions.6. Developed and presented compelling business cases to program leadership; (Potential saving opportunities).7. Leveraged indirect procurement spend data to identify $8M worth of potential revenue leakage within HP's business operations.8. Created reporting dashboard to track revenue leakage and effectively presented findings to program leadership

1. Setup & people manage team of 12 members across Bangalore, Mumbai, and Delhi to support HP Logistics operations. 1.1. Oversaw team operations and escalation management, fostering an environment of open communication and cultivating a culture of transparency. Set clear goals, motivated team members, identified training needs, provided regular coaching, and recognized and rewarded high performance. 1.2. Setup customer call center for shipment tracking, ensured vendor payment compliance to mitigate revenue leakage, implemented route codes, conducted vendor operational performance reviews (QBRs), and built proof of delivery compliance, enhancing operational efficiency and customer satisfaction. 1.3. Established and implemented Key Performance Indicators (KPIs) resulting in a 30% reduction in quality issues and a 20% increase in Turnaround Time (TAT). 1.4. Audit Solutions for customers: Returns and damage tracking, eTracking compliance, POD verification, Shipment coordination to ensure 95% POD compliance.2. New business acquisition: Finalized a new business worth $0.5m3. Vendor Freight Management. 1.1. Identified annualized cost savings of $5000 through freight expenses review. 1.2. Developed product line level reporting to ensuring 100% alignment of freight accrual and spend

1. Setup & people manage team of 12 members across Bangalore, Mumbai, and Delhi to support HP Logistics operations. 1.1. Oversaw team operations and escalation management, fostering an environment of open communication and cultivating a culture of transparency. Set clear goals, motivated team members, identified training needs, provided regular coaching, and recognized and rewarded high performance. 1.2. Setup customer call center for shipment tracking, ensured vendor payment compliance to mitigate revenue leakage, implemented route codes, conducted vendor operational performance reviews (QBRs), and built proof of delivery compliance, enhancing operational efficiency and customer satisfaction. 1.3. Established and implemented Key Performance Indicators (KPIs) resulting in a 30% reduction in quality issues and a 20% increase in Turnaround Time (TAT). 1.4. Audit Solutions for customers: Returns and damage tracking, eTracking compliance, POD verification, Shipment coordination to ensure 95% POD compliance.2. New business acquisition: Finalized a new business worth $0.5m3. Vendor Freight Management. 1.1. Identified annualized cost savings of $5000 through freight expenses review. 1.2. Developed product line level reporting to ensuring 100% alignment of freight accrual and spend