SAP is the ERP of choice for GE Aviation MRO (Maintenance, Repair and Overhaul) division implemented in 11 sites across globe. Digital transformation to migrate sites to SAP platform as well as product enhancements to simplify lives of users.Product owner of SAP ERP Order-to-Bill stream for GE Aviation’s global Maintenance, Repair and Overhaul (MRO) division. Spearheaded business process analysis, design, implementation, and transition across global facilities serving both commercial and military customers in 10 countries. Worked with Operations and Finance leaders at Headquarter and Sites to improve billing accuracy and reduce billing cycle time.• Led development of consignment business model within existing SAP solution and implementation across 3 global sites in Scotland, Malaysia, and Brazil to mitigate impending tax liability in the magnitude of $1B.• Drove implementation of SAP solution across 5 satellite maintenance sites addressing customer field issues. New solution involved scaling down of current solution to meet Lean operations while delivering improved billing accuracy and reduced cycle time.• Implemented centralized Pricing Catalog to drive standardization of pricing across sites for a given customer and engine model which led to seamless transmission of pricing changes across sites to prevent revenue leakage.• Digitized KPI reporting to drive standardization and automation in Order-to-Bill process.• Supervised $50M Annual Operating budget of the division including assisting division VP in managing headcount, vendor, and infrastructure spend.• Managed change across teams to ensure successful implementation of new processes and systems.

A high visibility role to drive maintenance cost productivity at repair shops. Led a team of 13 Black Belts across globe to build project pipeline and implemented operating rhythm to have coordinated action between engineering, shop, and customer team to deliver productivity while meeting customer expectations on repair turnaround time and quality.• Consistently delivered on 1% productivity target on engine shop visit cost, building productivity ideas pipeline in coordination with engineering and customer support team. Delivered life of contract cost savings of $83M.• Implemented business initiative to optimize selection between new and serviceable material for scrap replacement. Established shop decision support system for right material selection in conformance with customer preference. Implemented sourcing process at repair sites to procure serviceable parts.• Drove action items in weekly/monthly leadership presentations. Automated KPI dashboard for leadership reviews.

Provided strategic direction in the restructuring of all existing maintenance and service cost guarantees to maximize customer value while managing business risk. Restructured revenue share arrangements with joint venture (JV) partners. Conducted business with customers, partners and teams in China and France. • Managed business risk arising from service cost guarantees given to operators in harsh environments resulting in increased maintenance events and cost. Reviewed the customers engagements across various divisions to find win-win value for customers in exchange for the guarantees, which involved complex analysis of value to customer as well as working through complex organizational matrix.• Provided strategic direction with business analysis to add capacity in China region by increasing equity stake in a JV. Facilitated Business Development team with value proposition. Collaborated with Marketing, Finance, and Product leadership to complete review exercise to get sign off for the multimillion-dollar investment.• Conducted long-range financial modeling to strengthen negotiating position with JV partners and initiate value accretion. Worked with negotiating team to drive progress toward optimal deal terms and closure.

Provided Finance support for the after-market services business of the narrowbody product line. Partnered with Product GM and business team to support a $2.5B P&L. Drove key product line business metrics. Prepared annual Operating Plan and long term business plan. Conducted quarterly financial reporting & analyses.• Designed KPI to monitor daily rate of spare parts sale. Found patterns and trends by key customers to build forecast for the quarter. Digitized data collection and reporting.• Developed analytics to gain insight of customer buying patterns and feeding into Product and Sales team to drive customer engagement.• Developed dashboard to review action items in weekly review meetings to drive actions items to closure by the business team members, facilitating idea generation to deliver on financials committed for the period.

Conducted analysis of market intelligence data to assess risk and determine competitive pricing for long term services contracts. Managed annual review of contract margin rate to assess profitability, and restructured service contracts to abate risk or increase margin.• Restructured $3B contract to abate risk of $55M in margin erosion. Received CEO award.• Secured $300M install base with a Southeast Asian customer to gain market access in that region. Received Sales GM award.• Successfully restructured contract to enable client to revise servicing while eliminating pressure on contract margin.• Extended a major service contract to add $1.5B in backlog. Received CFO award.

Designed and Implemented Continuous Cost Analysis Project, with a goal of improving processes and increasing frequency of reporting to business via continuous contract monitoring. Collaborated with offshore Risk and Engineering team to develop a template for reporting to business on all Operating Metrics. • Transitioned 8-person cost team from US to India. Established value and increased team to 14 people.• Developed transition roadmap and training plan and monitored offshore process stabilization.• Achieved 20% productivity by accomplishing the task with fewer resources than estimated.

Managed 15-person Billing Team. Hired and coached new team members to drive process optimization and productivity. Ensured successful delivery on Service Level Agreements, bringing Customer Satisfaction Score from Detractor to Promoter.• Achieved 200% growth in 2 years. Grew team from 5 to 15 members.• Transitioned four Billing Team members to offshore. Reduced transition cost by developing remote training plan.• Reduced Billing Cycle time by 28 days and improved Cash Flow by $2.4M.• Won Services CFO Award for building synergy between billing and cost accumulation team to improve cost data quality and process efficiency. Brought down unbilled work-in-progress by 80% within four months of transition.

Led the Cost Team, comprised of 4 team members. Addressed customer expectations and escalations. • Identified $7.5M in missed supplemental billing to customer in a service contract. Received award from GM, Products.• Reduced Cost Analysis process cycle time by a month with improved data quality and analytics.• Built dashboards to highlight cost overruns which helped business to put abatement plans.

Delivered detailed analysis of aircraft engine maintenance cost from offshore under outsourcing model. Understood the business of commercial aircraft engines and associated long term service contracts with operators. • Selected for the pilot engagement with GE Aviation to transition engine repair cost analysis process.• Got trained, transitioned, and stabilized the offshore delivery three months ahead of the plan. Scaled to 4 team member process by the end of the first year and delivered $0.5M annual productivity to the business.• Received highest customer score every quarter for delivering over and above expectations.

In the formative years of professional career gained understanding of business processes with internal audits in Mutual Funds and Consumer Products industry. One in service industry and other in manufacturing complemented my knowledge of business which helped in later years growing my professional career.Mutual Funds Industry:• Conducted multiple audits for compliance with Securities Act, Investment Companies Act and Rules laid by the industry association.• Performed annual audit of custodian’s process and internal controls regarding physical possession and movement of securities certificates.• Audited settlement with brokers for all secondary market operations and reconciliation of due-to / due-from account. Reviewed broker settlements with regards to trades under litigation due to counterparty risks.• Reviewed process and controls involving daily reporting of fund level Net Asset Value (NAV).Consumer Goods Industry:• Audited multiple business areas of the client including Sourcing/Purchasing compliance, payroll and subcontractor payments, labor law compliance, VAT and payment of Excise Duty on finished goods, inventory valuation, and compliance with sales incentives policies.• Reviewed involving operations at multiple plants and at business headquarter. Documented internal controls of all business processes to support statutory audit.• Completed extensive systems audit of all business operations after deployment of a new ERP software. Completed quantification of business benefit to justify return on investment.