Prashant Bhat Email & Phone Number

OO

Bloomfield, CT, US

• Initiated improvements in employee, customer, provider, and client experiences to achieve process efficiency and better healthcare outcomes. Guided operational improvement and leadership effectiveness initiatives to.
• Launched a cross-functional initiative to advance the future-focused customer experience vision, driving $4M in operational savings and process improvement actions through collaborative consensus-building and effective.
• Piloted Bain’s principles of Time, Talent, & Energy to streamline decision-making for senior leaders, resulting in reduction of decision-making time and enhanced alignment with company strategy.

Bloomfield, CT, US

• Directed a $9M budget to develop and implement a comprehensive talent management ecosystem. Pioneered innovative solutions and elevated people practices across the organization.
• Co-led Talent Mobility initiative and enabled easier internal talent movement with better skills-based job alignment. This boosted employee adoption of the new process and technology, which was 45% more than other.
• Executed the design and deployment of the Enterprise Mindset experiential learning program for leaders resulting in 20% improvement in better networking, increased collaboration, and championing of priority initiatives.
• Established talent strategy frameworks to support critical capability development and employee development with skills and competency assessments in Workday to identify, develop, and deploy talent.
• Redesigned the talent review and succession planning process using a Design Thinking approach which amplified visibility to emerging and ready now talent.
• Steered the team to deploy Korn Ferry's competency model, revolutionizing leadership behavior definition and optimizing employee performance. Trained key personnel in behavior-based interviewing techniques, leading to.

Bloomfield, CT, US

• Led change management discipline with a cross-functional team and influenced key stakeholders for two strategic initiatives.
• Guided change management to implement Agile methodologies across the US Commercial line of business and realized on-time project delivery with iterative approaches.
• Headed a team to reimagine learning for Agile roles with short experiential lessons to support skill building which enhanced performance through easily consumable training for over 700 agile team members.
• Helmed the change management team for a large M&A with a focus on change saturation, leader, and employee engagement, and optimizing HR policies.

Bloomfield, CT, US

• Orchestrated development and execution of enterprise-wide learning solutions to enhance customer centricity, performance management, leadership development, and new hire onboarding. Managed an $8M budget, driving.
• Launched a transformative talent development strategy, incorporating innovative learning solutions and games to reinforce Cigna's customer centricity capability; achieved exceptional results with a substantial 20%.
• Developed and deployed a customer journey mapping discipline globally and obtained meaningful insights to make process simple and easy for the customer and competitive in the marketplace.
• Engaged Cerebyte for focused business interventions to create high performing leaders by capturing and sharing star performers’ wisdom and knowledge resulting in 35% participant career advancement and 50% lower.
• Leveraged TTEC’s expertise and steered a cross functional team to develop an innovative onboarding program for customer service advocates. Decreased onboarding time by 15% and increased speed to proficiency.
• Pioneered a global learning program “Developing Emotional Connections” for customer service advocates to deliver differentiated customer experiences leading to a 25% transactional customer NPS increase.

Seattle, WA, US

• Led large team and attained differentiated performance in safety, quality, customer experience, and productivity. Advanced data driven strategies to exceed operational targets through lean transformation.
• Headed operations in a 24x7, 1M sq. ft. fulfilment center with a budget of $49M and a team of 55 managers and 2200 associates (peak) and 650 associates (non-peak).
• Influenced development of Operations College for hiring, onboarding, and developing new leaders.
• Delivered best-in-class performance by fostering a lean-first culture and driving weekly kaizen sessions, resulting in recognition as a top performing site.
• Implemented “Standard Work” in inbound operations using Lean principles with a focus on process repeatability, management standard work and removing process variation which produced significant operational efficiency.
• Started two fulfilment sites with full oversight of operations design, systems enhancements, and recruitment.

Fort Lauderdale, Florida, US

Led a team of 300 employees and 6 managers to fulfill catalog and retail store orders.

Minneapolis, MN, US

Ops Group Leader - Led a team of 50 employees to fulfill store orders.Ops Analyst - Led a team of 5 and led the budgeting activity and maintained daily productivity reports.

Redesigned layout for distribution and warehousing operations.Designed layout for overseas sewing plants.Led a team of 8 employees in the warehousing operation.

Maintained Base Plus wage incentive system with updates of engineering standards.Designed and implement distribution operation layouts.Supported design of new distribution center.Led the implementation of a Ring and Bag system in the retail stores.Redesigned backroom layouts for retail stores for operational efficiency.

Master'S Degree, Healthcare Innovation

Master'S Degree, Industrial Engineering

Bachelor Of Engineering - Be, Production Engineering