Professional Experience

Confidential, Senior Program Manager

• Led multiple teams simultaneously to resolve $200MM of automatic Month - end-Closure and reconciliation under GE’s Governance + SOX guidelines.
• Created senior management alignment by developing BRD + FRD and presentation of final requirements to project Teams, executives and developers.
• Managed scope creep and finalized deliverable time frames, quality and risk contingencies impacting project success and closure.
• Led Financial and Resource Plan: managed team resources in development and ETL contractors using vendor management programs

PMO - Global M&A Process Standardization & Change Management- Automatic Month End Closure:

• Led Change Management using GE’s Six Sigma and leadership skills in influencing the end users through well documented financial processes and training.
• Extensive Communication between diverse user base, senior leadership, global accounting & technical teams by building “rigor and rhythm” of follow-up meetings.
• In highly regulated FAA & Military domain, developed ETL processes (extract-transform-load) to provide global access to a sensitive US Database.
• Excellent organization of daily visibility and tracking of project including the budgetary details using MS project, Kintana tools.

PMO- Integration of Global Subsidiaries WIP + Inventory: ERP

• Developed consensus and strategic insight of using wireless applications within the plants to create instant transparency in over $750 MM of WIP
• Created funding possibility through viability of technology presentations and vision of success in global wireless PC application development
• Designed and executed the roadmap to this project from start to finish with HW purchase, global vendor alignment for wireless equipment,
• Led App Development with global engineering experts, derived new data elements using wireless Tablet PC and using the data to manage WIP.

BI - Financials: Operational and Financial Cockpit

• Developed relationships with key executives to understand the business need and developed over arching strategic approach in driving this data initiative
• Developed the project charter, project scope and specific deliverables together with senior level management team.
• Built consensus among vastly different reporting needs of Key Business Indicators (KBI) on web portal for instant drill down
• Monitored the large project using project TOLL GATE process in every phase starting from initiation to BRD-FRD-System Architecture-Data Mapping, Data Cleanup, Data
• SDLC: preparation- ETL process feeding COGNOS cubes logic development with drill-down logic and data path
• Developed separate Web portal as final UI with special access to the executives managing $3.2B revenue pipeline

BI + CRM: Integration of global CRM territories: Implemented SIEBEL CRM with BI

• Digitized End to End process of Sales $2.2B revenue pipeline management process.
• Led large team to expand the scope of IT and integrate IT team with Sales Force to actively help in sales and marketing campaigns via Siebel CRM System.
• Integrated pricing, Warranty and Technical Call center in sales process with new system architecture and automatic e-mail sorting Robot.
• Produced over $24M of Cost saving by fully digitizing the sales process and eliminating sales support resources.

BI + Marketing Portal -Global Process Standardization of CRM enterprise architecture and web portals

• to enforce data discipline & standardized processes in the global sales force for aircraft engines and Services scattered in over 70 countries.
• Multiple IT projects run simultaneously for Cost saving low budget, no dedicated resources, 24 months of post 9/11 non-stop effort to salvage the business
• Business Case, Feasibility, Financial & Resource Planning, Execution,
• Global integration of acquisitions in US, Germany, Scotland, Wales, Brazil, Singapore using IT systems integration and management of large offshore IT team
• (Strategic benefit- 3 months, 10+Team, $ 300K budget, 1500 global users)

9/11 Turn-a-round of aviation business - Leadership at the time of crisis

• Multiple parallel projects delivered in crisis mode-despite No Budget, No extra resources, Multiple responsibilities. Non-stop 7X24 operational changes for a month.
• Saved over $75M by reducing Inventory, WIP, A/P, A/R, pricing-Invoicing time, Supply Chain transparency, Record keeping for $ 300 MM business
• Converted $104M of “Work in Process” into cash by sorting, processing & selling using diverse IT+Operations joint team 

M&A Integration-CIO- GE Aviation MRO business.

• Complex Systems Integration and Sun-setting between AS400 + Oracle ERP + Tandem + GE Web Portals + Lawson legacy systems and database.
• Deployed new hardware structures.- including Network switches, Wired and wireless infrastructure, cabling and web speed monitoring.
• Developed mapping of Aviation processes, carried out Gap Analysis in SAP, IFS to build a single global ERP system for GE’s all global aviation businesses.
• Deployed new ERP system for 600 Users & integrated with HQ’s ERP system.

Confidential,

IT- Business ERP Project - Senior Consultant 

Full Life Cycle implementation of Oracle Supply Chain

• SDLC: Implemented Oracle modules of Planning, Order-Entry, Purchasing, Inventory, WIP, BOM & all financials on an Oracle 7.3 database
• Project Management and delivery with large implementation team, Oracle Methodology and PM certified.
• Managed client relationships and implementation process; practiced user acceptance and delivery by milestones and as per the SOW- Statement of Work