Ramesh Mirchandani Email & Phone Number

Hopewell Junction, Ny, Us

Hopewell Junction, Ny

EXECUTIVE PROGRAM MANAGER AT IBM Sales & Distribution, Business Development & Alliances organization, consulting through Emergys.•Defined process for, and operationalized IBM-Toshiba Economic Value Settlements in all Geographies/Countries - following a major Toshiba ERP upgrade-related disruption - to enable completion of IBM’s Retail Store Systems Technical Support Services divestiture. Ensured operational success by overseeing a six-month, $39.5M portion of settlements across countries. •Also streamlined IBM’s Divestitures systems-onboarding process.

EXECUTIVE PROJECT MANAGER AT IBM for almost two years through EC Sourcing. Led programs in the US portion of IBM’s SAP-based ‘Blue Harmony’ transformation into a Globally Integrated Enterprise. • Defined and co-led cross-organization program to coordinate the adoption of the Blue Harmony and associated Customer Information transformations by a hundred US applications, including requisite migration aspects.• Coordinated necessary cross-organization interlocks and Change Control Board approvals for Blue Harmony transformation-driven change requests. • Assumed leadership coordination for assuring consistent and complete Blueprint and Realization phases of the complex Federal Client Data Handling solution across all involved US domains.

MANAGED NORTH AMERICA OPERATIONS for the Global Delivery/ Program Management Group. • Defined and implemented Program Mgmt Competencies for PM pipeline; Qualified Opportunities to assign program managers; Provided PM sections of RFP Responses.• Defined and implemented Program Review process and recommended client satisfaction and program success actions, including: troubled program at Investment Bank; e-Business and ERP transformation of Hardware/Software Manufacturing & Services company. • Defined and implemented Architecture Review process. Organized and led corporate-level critical review of troubled Benefits Management System development program at major Healthcare Payer. • As member of select corporate-level team, defined company-wide Client Account Dashboard. Was also asked to make recommendations on the company’s Opportunity Mgmt and Deal Risk Processes.

CREATED AND ESTABLISHED ENTERPRISE ARCHITECTURE (EA) GOVERNANCE to guide convergence/ consistency across autonomous IT efforts of its different business units. Tailored governance structure to best fit the company, in collaboration with business unit CIO’s and with active participation from their CTO’s: - Defined, and led collaborative enterprise-wide EA standards development and technology selection. - Launched and ran Architecture Review Board, with business unit CTO membership, making recommendations to key IT projects. Worked across organizations to resolve compliance issues. • This governance structure has been instrumental in adoption of the company’s OneADP product strategy, with elimination of duplication estimated at approx. $6M/ year.

TURNED AROUND troubled ibm.com Large Enterprise e-Business (comprising business processes, applications & all layers of the IT stack at the front end of the supply chain for Marketing, Sales & Service of all IBM products for the largest customers). • Corrected skill and management structure issues. Implemented disciplined IT service management processes and governance. Established and led 100-person matrix team with all IBM Global Regions and Product and Service Divisions. • Enabled 5x increase in revenues to $2.1B with 2.7x increase in customers - having stabilized applications, technology and processes in war-room mode, increased availability by 10% to 99.9+% and doubled performance while adding new function.Also • Led IT Strategy Capability alignment with IBM’s TeleWeb Business Strategy (encompassing all Internet and Telephony based Large Customer and Business Partner interactions) and associated Solution Architecture. • Formed and led Research Management Board comprising executives from IBM’s Research, Software and Services divisions to guide the introduction of leading-edge technologies into IBM's TeleWeb presence.

FORMED & LED DEVELOPMENT ORGANIZATION for e2open.com, the startup business-to-business Internet marketplace formed by a consortium of eight of the world’s largest electronics companies. Recruited eight IT project executives and managers. Led rapid development of the planned e2open.com service offerings. • Established e2open.com’s Internet presence and executed its first trades within four months of company formation: established e2open.com Website with Vignette; implemented parts catalog with PartMiner; implemented and ran auctions with Ariba DynamicTrade. Also defined supply chain collaboration offering and rapid on-boarding using i2 to connect businesses with the marketplace.

Defined critical organizational and technical success factors - across all levels of the technology stack - for integrating mission-critical, standalone applications into automated cross-division supply chains to provide reliable, responsive Internet-based marketing, sales, service and support for IBM products. • Defined organizational structure, roles & responsibilities and costing necessary for successful service delivery.• Led cross-organization worldwide test team and defined end-to-end test process and test environments to assure functionality, reliability and performance of new cross-application supply chain capabilities. • Led cross-organization worldwide engineering team and defined process and organization to identify and correct reliability and performance issues, and launched its operation. • These definitions were instrumental in the successful delivery of IBM’s Integrated Supply Chain capabilities. Also, created and implemented system for executive level control of projects throughout $3B/ year IBM Global Account, a critical success factor in the delivery of IT services to this very large account.

SELECTED TO LEAD IT DEVELOPMENT in IBM’s proposed $1.4 billion 10-year IT outsourcing contract with the State of Connecticut. As a condition for continuing negotiation, the company was required to get the State CIO’s approval of the three key executives who would eventually lead the State’s outsourced IT organization. • Accepted as IBM’s IT Development Project Executive for the 44 state agencies, based on strategy discussions with the State CIO and his staff. Led initial due diligence meetings with the agency commissioners and CIO’s.

RECRUITED TO STABILIZE troubled WorldAvenue application development and IT operations and accelerate delivery of the e-commerce service, during initial IBM development of Internet services. Managed 22 staff and $13M/yr. budget.• Established disciplined development and management processes to achieve speed-to-market objective, despite inexperienced team which comprised only new hires and novice subcontractors. • Stabilized team and recruited new staff within two weeks following large talent raid by competitor midway through the project, ensuring that original accelerated schedule to deliver high availability service was still met.

Recruited into IBM CIO office to guide SAP systems’ interoperation with key IBM strategic and legacy applications as part of IBM’s reengineering initiative.• Led cross-organization solution definition team; selected development productivity technology; led license negotiation; established technology partnership with SAP-AG; defined shared development process.• Redefined program to yield 30% reduction in $120M annual interoperation development cost.

• FORMED DEVELOPMENT ORGANIZATION AND DELIVERED new turnkey ERP system in IBM’s $300M reengineering contract with Unisource Inc.• Established personal credibility early on: successfully proposed switch from previously chosen platform to one that would better support desired transformation of the 23 Unisource companies. Helped select SAP R3. • Developed and delivered new SAP R3-based ERP solution, on schedule in thirteen months from inception to first roll-out, staffing, building SAP skills in and leading 120-person, four-company team, at a time when SAP skills in the US were scarce.

Msee (Gpa 4.0/4.0), Electrical Engineering

Bsee (“With Distinction”), Electrical Engineering