- Accountable for boosted productivity and optimized value through attentive management and implementation of cross functional projects and enterprise level initiatives. This includes oversight of annual roadmaps, budget forecasting and resource management for 6 departments.- Developed Corporate Engineering M&A strategies for Digital Workplace, Infra, GTM and G&A function for 4 new entity integrations over a 12 month period.

Hands-on leader and a key member of the Corp Eng Leadership team driving business value through transformation and innovation. Hold oversight for a portfolio supporting Finance, HR, GTM, CS, BI and DW projects. Recognized for building strategic partnerships and processes that focus on high value delivery, adoption and enablement.

I spearheaded the Transformation and Shared Service operations for Hitachi Vantara thereby helping change department status from cost center to revenue generator. Through the shared service locations in Englewood, Hyderabad and Krakow, we are able to offer cost-efficiencies, increased productivity and scalability while eliminating redundancies internally and for the Hitachi Shared Service clients.Here are some of the key achievements in this role:• Steward of matrixed technical teams and accountable for HV Portfolios (programs, services, products) scaled for delivery to multiple geo partner clients leveraging consistent process methodologies applying business savvy with data.• Realized 25% labor cost reduction by establishing a process framework and CoE in support of multi- service platform managed via service centers in Krakow and Hyderabad.• C-level communication and support for client outreach and oversight, resolution and escalation for- vendor management, financial management, SLA compliance, performance issues relating to shared service operations.• Deployed enterprise grade production systems driving higher engagement with Hitachi client-partners with varied infrastructure environments.• Crafted workflow and roadmaps for promoting and ever evolving CSI project landscape.• Established customer relationships and defined contract opportunities for various cloud based microservices while driving partner-client vectors and success motions.• Defined and negotiated scope of service agreements while spearheading client presentations, proposals and contracts by becoming their advocate and driving their business outcomes.• Delivered over $20 M in cost savings via ROI business case projections and financial management.• Monitored external trends and benchmarks of 3rd party Shared Services Centers to ensure the HV IT SSC is market competitive for services offered, pricing and performance.

I was hired to lead the Commercial Governance for Hitachi Data Systems offering Shared Services for IT, HR and Finance. I served as a strategic business partner and drove short term and long-term operational growth projects for monetizing and scaling product and services while defining the operating cadence of the commercial shared service businessHere are some of the key achievements in this role:• Drive short term and long-term operational growth projects for monetizing and scaling product and services• Direct, advise and influence transition and channel governance committees and oversee best in class delivery strategies, policy compliance and process establishment • Monitor and co-create standards, best practices, external trends and benchmarks via Gartner, CEB, Conference Board, TBM council to ensure market competitiveness for costing, pricing and performance of services offered• Principle external BRM managing cost recovery of over 1.6 M for transition partnerships per quarter• Defined planning and investment strategy for IT SSC service portfolio improvement and innovation along with demand and capacity analysis.• Shared Service Center Governance relationship management, including integration with the HDS offshore and onshore IT organization.• Financial and budgetary accountability for the IT SSC organization.• Oversaw the on-boarding of new entities support by the SSC• Periodic reviews of the relationship health between HDS and the IT SSC.• Introduced mechanism to monitor the health of a Service through the cadence of the service reviews.• Formalized client outreach process and introduced strong collateral for Demos, Proposals, Pricing Structures and Statement of work.• Ensured delivery to multiple clients within scope of IT service agreement(s).

Following a lateral move, I was promoted to head the Service Strategy and PMO to drive adoption of consistent methodology across all Symantec services. This enabled the optimization of people, process, tools and technology via agile release management processesHere are some of the key achievements in this role:• Created end-to-end project planning and operation in support of Symantec’s continual growth trajectory• Developed operations and process strategy to accelerate shift to a service led organization• Defined service lifecycle journey and innovation roadmap (260 Services --> 65 Services) across multiple BUs • Enabled the vendor relationships, managed accounts and negotiations for major vendors and system integrators• Demonstrated and guided teams on broad and comprehensive understanding of different systems, theories and practices• Reduced the storage footprint by 12% and recommended cost savings and cost avoidance• Established Technology business management standards and practices that empower teams to collaborate with business partners by identifying and executing the most impactful technology strategies for achieving corporate objectives

I led the executive level programs that included quarterly C-level reviews; QBR, monthly operation reviews and metrics governance.Here are some of the key achievements in this role:• Championed implementation of the operating model and project in-take• Defined demand in-take process and prioritization framework to ensure focus on CSI and value driven solutions• Established operational cadence and alignment to Annual Operating Plan and forecast, Weekly Integrated Plan Review and Weekly Operating Plan Review by crafting succinct roadmaps aligned to organization delivery strategy• Defined the technology business management charter with focus on value, stability and TCO cost controlI also took up the following side projects to enhance the partnerships with the HR and Global IT org:• Built Best Practice resource management and Governance practice (CEB, Gartner Executive Program (ExP seat holder), Gartner Burton/GtP, APQC)• Enhancing employee engagement (Partnered with HR Business Partners)

I worked in the External Business Integration Platform Services group and managed the business operations, Resource management, Capacity management, Operational reviews and Quarterly Service reviews for the overall group.Here are some of the key achievements in this role:• Developed and implemented processes and policies and developed roadmaps for strategic programs• Mobilized program and business delivery operations • Delivered progress against planned health and KPI objectives- Cost, Leverage, Speed, Risk, Quality, Security Posture, User Experience, Customer Satisfaction• Implemented service strategy for effectively reducing the RtB cost of delivery by 5% and reduced overall secondary cost incurred by dependent services• Recommended cost savings and cost avoidance based on industry best practices• Established portfolio processes while creating various SSOT (Vendor, Service, Application, ITIL process)• Championed portfolio planning & management, communications, metrics & reviews presented to leadership

I managed the PMO, RMO, Long Range Planning, Mid Range Planning and Common Business Services for the Data Services organization. I developed alignment of Business Services Strategic Initiatives, Imperatives and Accelerators thereby enabling a centralized view and common framework for investment decision making Here are my key achievements during my tenure:• Influenced executive decision making via presentations, demos & strategic discussions• Presided over financial budget reporting and defined disciplines to align short and long-term objectives to investment portfolio• Evaluated and enhanced 8% efficiencies in the cross-functional impacts within various global business processes while leading the FY08 business release• Developed the core commerce transformation program team for the Enterprise Release Management office

I was positioned as a liaison between the Technology & Innovation and the LCHC Business teams and accountable to define the interoperability structure to enable portability of concepts and ideas into future phases. I liaised with vendor teams to create a robust regression validation suite for all operations of the LCHC operated by Cerner and worked with the network and telephony teams to ensure a consistent level of quality while showcasing state of the art topology for data and voice transmission technology.

As a Senior Systems Business Partner for the Service Opportunity Manager project, I improved the visibility of the renewal pipeline and usability of opportunity identification and management tools. I created the usage documentation for the Service Opportunity Management tool for internal customers and the Partner Opportunity Manager tool for Partners and external users. I created and managed the EOL life tool and the respective contracts and service records for the organization.

I led the Consumer Driven Health Integration Accumulation (CDH_IA) project team while facilitating the integration of 3 platforms (QL, RxClaim and ReCap) in areas of adjudication, plan, design, customer care, reporting and member communications. I managed the CarePatterns® Disease Management Initiative program (DMI) which was a pet project for the leadership team.

I was accountable for and managed various mission critical applications for the trading floor. an important aspect of my job was to lead the wall board driver system (WDS) team to test real time price quotes from various feeds like the pricing DB, Reuters, MoneyLine and DowJones. I spearheaded the Board of trade clearing corporation (BOTCC) and London international financial futures and options exchange (LIFFE) integration projects. I was the SME for the SAP and PeopleSoft customization program.