Consistent Professional Track Record With Exceptional Academics

AM PASSIONATE IN DELIVERING GUARENTEED OPERATIONAL & PROCESS EXCELLENCE AND OUTCOME WITHOUT COMPLEX WAYS OF WORKING BY CONTINUOUS LEARNING , SOLVING THE PROBLEM AND BY USING COLLABORATIVE WS METHOD . Produced Consistent rock solid guaranteed results and outcome for 3 decades. Every Single Time.

Skills and Competencies: Expertise in strategy, Account Management, Presales and Business Analysis, Project / Program & Portfolio management, Resource management, Workforce planning, Governance, Continuous Improvement, operations and vendor / supplier management.

DETAILED CV

CAREER TRACK:

Serving in a Global Fortune 50 organization from May 16 till Date .

A) Senior IT Resource Manager / Engagement Manager / Account Manager
• CC Based Resourcing: Leading end to end resource management activities for three horizontal with FTE of more than 1500. Working closely with leadership team from business and CC and drive resource fulfilment on time and deliver value at speed. Delivered the top-most KPIs in 2020 to 2023.

• Portfolio Based Sourcing:
Acting as Account / Engagement Manager for a top 5 portfolio by interacting with Business IT team. The vertical has a FTE of more than 1400 FTEs across the globe. Implemented portfolio-based resourcing for major portfolio with 1450 FTEs; Delivered contractor-related savings by process efficiency and reprioritization. Anchored FTE reduction by outpacing Business demand reduction.

• Program Based Sourcing
Acting as Account / Engagement Manager for a top 5 program. Onboarded 500+ resources across globe for this 500M S program in 1 year

Leadership Initiatives:

  • Handling two strategic sourcing programmes as a pathfinder initiative. Worked closely with Business, delivery team and suppliers.
  • Involved in 12 brand new initiatives from start to create business outcome to the tune of 5.5 M USD.
  • Involved in yearly Operational planning analysis for prioritizing requirements and timelines.
  • Involved in creating measures to reduce the non-billable time & budget Reduction from OP22 to 23 – By using levers of reducing management costs, movement of contracts to Fixed price and carefully moving certain activities into managed delivery sourcing model. Utilized few other measures like- Replacement/ offboarding of High ADR cost contractors 
  • Supported in updating prioritization model .
  • Pathfinder for few tactical / strategic (re)sourcing for key portfolios and Priority-1 demand which helped in Accelerating delivery excellence.
  • Replacement of contractors on critical projects with staff by onboarding / training fit-for-purpose staff instead of sourcing. Accelerated supplier consolidation and strategic sourcing in 2023 with strong governance. Increased tactical and strategic sourcing deals to enable lower-ADR contractors. Worked closely with contracting and Procurement team.
  •  Maintained the hub location split by working closely with delivery organization.
  • Involved in nearshoring sourcing for few projects to reduce contractor cost base while maintaining business proximity.
  • Involved in timely submission of prioritized Business demand to the delivery organizations thereby driving optimal utilization and longer-term capability development.
  • Worked with partners and Business team to drive demand phasing in portfolios or projects to allow optimal utilization of staff over the calendar year (‘soft booking’) reducing needs for contingent staff augmentation and building critical capability in-house by up/reskilling requirements for the projects.
  • Aggerated reassignment/replacement on projects to drive optimal utilization and longer-term capability development should not impact business continuity on P1 projects. Higher risk appetite exists for other projects. Reassignment of staff into reasonable alternatives at portfolio and CC level and involved in finally rolling it out at centrally level.

B) Focal Point PMO Manager / Engagement Lead/ PMO Portfolio Lead:

Led three towers and one portfolio with total of 50+ projects with 45 M USD revenue and working with business, portfolio managers, delivery heads and programme managers. Currently handling the largest portfolio of the division with a size of USD 45 M USD. Involved in end to end life cycle of projects/programs. Led a team of upto 33 in UK, Malaysia, US, Netherland & India.

  • Demand Planning & Project Initiation: Ensured project demand and supply of resources are managed efficiently.  Analyzed parameters before project kickoff in the pre-initiation phase. Involved in proposal development and change requests.
  • Project Execution & Monitoring: Handled end to end management of projects from project initiation till closure by ensuring all the critical service levels/SLAs of the project are in GREEN zone. Improved budget Vs actuals variance by checking invoices from vendors, contractors & employee expenses.
  • Steering Commitee Management & Reporting: Strategically lead business meetings with senior stakeholders to drive objectives and management mandates. Preparation of dashboard, Portfolio on a page and scorecard for steerco meetings.
  • Quality Assurance & RAID Management: Ensured quality assurance of the projects and portfolio and managing risk and issues of the portfolio.
  • Stakeholder Engagement: Worked with business, delivery heads, quality & compliance team, program managers across the globe.
  • Resource Management: Handled the entire recruitment, onboarding allocation, utilization, conducting appraisal, demand and supply management for the team in BNG, NL and London.
  • Transition Management: Handled transition of projects and resources from contracting companies.
  • People Management: Led a global team of 33 with team members in BNG, London, Netherlands, Malaysia and US. Managing, motivating, developing and retaining the team to deliver exceptional and qualitative service. Leading the continuous improvement in staff engagement, development and planning.
  • Training & supplier/ vendor Management: Organized trainings for PMs on project management framework and methodologies. Handling insourcing of KT from contractors. Working with global infrastructure suppliers and software outsourcing organization like IBM, Accenture, CGI & Wipro.
  • Strategy: Worked on strategies and to create roadmap & handling critical service levels / SLAs for the projects. Co-ordinate with various business leads / teams onshore and offshore to ensure strategic alignment
  • Best Practice & Continuous Improvement: Formulated the necessary controls before project closure, lessons learnt stored in sharepoint, best practice management and process improvement.

B) Designed & Rolled out PMO as a service & Setting up P3O office:

Led an initiative of rolling PMO as a service across all infrastructure towers. First in the organization to set up this model.

C) Continuous Improvement Initiative:

  • PMO Finance Tracker Automation ( Profit)  by acting as product owner with benefit is 140K USD.

D) Program manager & product owner:

Working as program manager to implement few ideas that have been shortlisted in 2016 to develop an internal mobile app. This is the first of such a project across Shell & I led the initiative with a team of six.

E) Trainings:

LEADERSHIP INITIATIVES:

Challenge 1 – Ramp up of PMO team is slow.

Action Taken:

  1. Worked closely with HR by providing keywords and helped them in picking up right CVs and have onboarded 40 employees & contractors with-in a short span of 18 months.

Impact:

  • The contractors in high cost location has been released leading to more than 70% cost saving.
  • Able to retain knowledge by having permanent staff and received certificate of appreciation from leadership team.

Challenge 2: Process Improvement & Best Practice/Lessons learnt are not stored properly.

Action Taken:

  1. Held monthly meetings with all stakeholders and review the process and discuss on problems faced in previous month and took preventive action to ensure that issues don’t crop up again & 6 Sigma / lean sigma methods have been utilised

Impact: Best Practice and lessons learned are being stored in Share-point and standardization of process.

Challenge 3: Knowledge of PM on infrastructure project management process is low.

Action Taken:

1. Led a CI and completed a KM portal which acts as a one stop shop for the delivery team to get the right info

2. Relevant trainings are provided.

Impact: This led to savings of 550K USD/annum.

Challenge 4: PMs to look at multiple sources of data.

Action Taken:

1. Developed an internal Power BI tool by picking information from multiple tools and sources.

      Impact: Senior Leadership team are using this tool as one source of information to track their cost, schedule, budget, change request etc. Have been nominated for the CIO award.

  Challenge 5 : There has been an increase by 385% from Jul’20 to Aug’21 in external fulfilment , due to increased     reliance on contractors. This has resulted in increased effort for ERM to create manual  requition to broadcast to external vendors.

      Action:

  1. The team agreed on a solution to automate by creating RPA. The solution is to link resourcing module with external broadcasting module for the first time to create the broadcast of requirement.
  2. A simple and effective solution was developed by RM team in collaboration with the Smart Automation team , architects , contract serving team and several other stakeholders to create a fit-for-purpose, effective and relevant end-product.
  3. The core team involved participated in huddle / standup meetings during development of the solution for couple of months and developed the solution in agile mode.
  4. The team also helped and supported during  hyper-care period for 3 months.

Impact:

  1. Reduced manual workload on resource analysts, enabling them to perform more value added tasks.
  2. L2 savings delivered is 40K USD with a yearly saving of more than 80K USD.
  3. BOT has already processed more than 3000 requests in first four months RPLNs.
  4. Technical milestone – Connecting two different application for the first time – cornerstone to automate many more such manual activities between these two applications.

Challenge 6:

  1. There has been an increase by 385% from Jul’20 to Aug’21 in external fulfilment , due to increased reliance on contractors.
  2. This has resulted in increased effort for ERM to create manual  requition to broadcast to external vendors.

Action:

  1. The team agreed on a solution to automate by creating RPA. The solution is to link resourcing module with external broadcasting module for the first time to create the broadcast of requirement.
  2. A simple and effective solution was developed by RM team in collaboration with the Smart Automation team , architects , contract serving team and several other stakeholders to create a fit-for-purpose, effective and relevant end-product.
  3. The core team involved participated in huddle / standup meetings during development of the solution for couple of months and developed the solution in agile mode.
  4. The team also helped and supported during  hyper-care period for 3 months.

Impact:

  1. Reduced manual workload on resource analysts, enabling them to perform more value added tasks.
  2. L2 savings delivered is 40K USD with a yearly saving of more than 80K USD.
  3. BOT has already processed more than 3000 requests in first four months RPLNs.
  4. Technical milestone – Connecting two different application for the first time – cornerstone to automate many more such manual activities between these two applications.

Challenge 7:

Resourcing for a key strategic program with critical stakeholders across the Organization.This is a massive Transformation program that spans over 5 years for creating with large stakes over USD 500 M – USD 750 M in total. This is a strategic initiatives with key stakeholders at the board level including CIO / CFO. This is the first initiative in resource management to handle resourcing at a program level with multiple projects from multiple demartments.Global Functions as well as in Upstream.

Actions Taken

  • Worked towards creating the governance and process to track the resourcing requirements: • Established a 3 in a box model comprising of ERM – ITE CCs – PM / PMOs.
  • Worked with Workstream PMOs and PMs and ensured that all resource plans are entered in tool in  in planning state / Requested State.
  • Aligned this data with service now and draft estimate sheet prepared by program Team and Deloitte. Introduced the unique Role ID field in the JD fields.
  • Worked with stakeholders and identified the internal and external gaps and presented the same in weekly Monday meetings with CC focals ( from across the deparment).
  • Set up regular cadence call with CCs to ensure updates are evergreen.
  • Set up a process for having weekly Governance call with key supplier to discuss on  open positions. Prepared reports for ageing ( based on RFT submission date).
  • Collaborated with multiple CCLs/ ERM RAs/ suppliers / PMs etc for new onboarding as well as year-end extensions.
  • Provided analysis and insights during supplier quarterly review QBR. Able to work with supplier as a team to agree on right process ( Ex : uploading profiles in tool ). The team from Deloitte were receptive to the feedback and approachable.

Impact:

  1. 150+ contractors  onboarded from a single supplier in less than a year.
  2.  Onboarded and allocated 450 FTEs
  3. Though this being a lighthouse project, team ensured that there are no slippages and the entire team received recognition and appreciation from stakeholders.

Challenge 8:

A resource Group had a huge number of open requirements. Though these roles are broadcasted to multiple suppliers, the team could not ramp the requirements on time with quality profiles. The core team had to spend lot of time in administrative work.

As huge number of requirements were also increasing for a strategic programme, the team looked at hiring the resources for doing heritage work and upskill the staff to the more challenging assignments to increase  employee retention and value proposition.

Action:

  • CC team and ERM team looked at the pipeline and decided to propose one of the flexible sourcing models, for which the Augmentation sourcing model was selected.
  • We prepared the briefing pack and requested suppliers to fulfill  positions with 8 week of lead time
  • Based on successful track-record, a MNC supplier was selected for this engagement for which we had created a SOW to demonstrate joint  commitment
  • The core resourcing team had weekly governance calls with IBM to track performance and progress

Results:

  1. We had fulfilled all the open positions on time
  2. The pipeline is very strong, and this approach had exceeded our expectations
  3. For each fulfilment, the team is approximately able to save around 8 hours of effort.

Other Achievements:

  • One of the very few staff to receive performance bonus shares (ESOP) within eight months of joining Shell.
  • Led 7 Continuous improvement initiatives with benefit of 1 M USD.
  • Received certificate of appreciation from leadership team for contributing to hiring/recruitment support.
  • Received appreciation for initiating and providing leadership to launch CI initiative.
  • Lead the team to winning ways – Third prize winner in cloud dhamaka competition in sales force.
  • Won prize in Ideas Day out of 124 teams and received award from Group CIO & CIO. Working with CIO team to implement the idea.
  • Working with team and provided ways of improvement for the critical service levels.

Introduced progress tracker for all new joiners in BNG to track their time management effectively & presented the ideas to couple of CIOs and leadership team

ACCOLATES OF SENIORS & COLLEAGUES:

Head of ERP CC:

-Close working with Nakkeren is helping us keep our ERP house in order.

-Nakkeren, thanks a lot for all the proactive ‘push’ that is keeping us ahead.

Senior Competency Center Manager ( 2021)

-You continue to do a great job via collaboration and identifying opportunities for improvement. The work we initiated to improving the contract resourcing seems to already going in the right direction.

-I fully appreciate your eagerness to always look for improvements within the process. This attitude will help you a lot when you grow in this organization.

-Continue your collaboration and improvement initiatives. I have initiated a work with Continuous improvement team to improve our contract hiring process to remove bottlenecks and wastges. I would be happy if I can involve your during those discussions.

–Appreciate your effort till date working with us and keeping us always in top within IDE.

Senior CC Manager:

-Today you heard from the Leadership and extended leadership team in ERP, when you presented the KPIs / Leader board on how much you have helped us to get to where we stand today.

-Your operational help to step in quickly and resolve some requests when someone is not there in ERM is really appreciative. It has helped to fulfill the requests very quickly.

-You have constantly motivated us and put us on the edge to improve all the performance indicators.

Ensuring not only we are green but sustaining the same for last 6 months could have not been possible without your guidance.

-You go the extra mile to understand us and bring in the right picture using which we can all improve.

-Focused on improvements in 2nd half and drove improvements (score cards are reflective of his actions)

-He collaborated with us regularly to understand our pain points and challenged purposefully the tools and methods and removed wastages.

-His care for people were visible in his communications.

-Am happy to have seen a dynamic leader working with us.

Senior ERP Delivery Manager  :

-You worked in full transparency with me and guided your team to work with CC Leads (though the transition) and that is very much appreciated. Several examples such as contractor offboarding for cash preservation, contractor mapping, SNOW/ERM administration walkthrough and adding new features to ERM dashboard precisely attest that you exhibited some solid characteristics across tasks, e.g., resourcefulness (something that we needed the most after Jan 01 this year), eagerness to refine processes, entrepreneurial mindset to explore unknown territories, learn, solve problems.

-I felt you took a sincere interest and full responsibility in your role for items that fell under your scope of management. You understood the critical nature of responsibilities and stayed committed to achieve objectives for yourself and us (ERP CC). You established clear ways of working and rarely deviated from that which helped drive efficiencies and essentially contributed to the stabilization. You were always approachable, communicative, and very responsive both in e-mail and Skype. It is always a pleasure working with you.

Senior Functional Excellence Manager:

-Highly responsive and delivers quality work products in ERM space.

-Clearly articulates, collaborates well with all required stakeholders and proactively follows-up for the required actions.

-Appreciates different perspectives and understands the concerns.

-Responsive to the ERM needs from ERP CC and demonstrated professionalism and maturity.

Reporting Manager Appreciation in webcast :

..He is a delight to work with. He is extremely diligent, hard working and extremely dependable. I can give him any task and I can expect him to be done and the kind of positive attitude that he brings in,  I have rarely seen in people throughout my career., so thats a great quality that he possesses. With that positive attitude, there have been times I have been

doubtful about certain situation and I have been a little pessimistic about things, he all used to pull a rabbit out of hat, he was like full of out of the box thinking….

Global PMO head & former reporting manager:

– Nakkeren is our first SLPMO staff in BNG joining in May 2016 & is very ambitious, pro-active and makes quick progress in becoming familiar with our IPPD organisation, processes and tools.

– He was able to receive lot of positive feedback from stakeholders in a short span of time.

– He quickly became the local SLPMO team lead in BNG and is already recognised for his knowledge and understanding of IPPD processes and his willingness to help internal and external stakeholders.

– He has been able to contribute to the current role with his past experience, education and certification for process improvement and providing values in terms of increase in CSL compliance by addressing the root cause of the problems.

– His special contributions were working towards process improvement in CSL and collaboratively work with global team & prepared consolidated training plan and KT plan.

Previous Line Manager ( 2019) :

– Delivery: Spearheaded the PMO analyst ramp up efforts. He has screened over 300 profiles, interviewed over 100 candidates and selected 17 out 20 candidates who finally joined  the team in 2018. Managed DS tower engagement; PMs, PLs and PPMs valued his contributions. Volunteered to take over the EUP PMO Lead role and has established a good connect with the stakeholders in quick time. Stakeholder confidence is on the rise. Led the service catalog initiative and helped launch it internally. He also led the proposal writers before transitioning them to Commercial Services

 – Behaviour: Always eager to help, dependable, very approachable, highly customer centric, doesn’t shy away from putting extra efforts or hours

– Above and Beyond: Recruitment is a stretch assignment for him considering his responsibilities towards DS tower and current role of EUP PMO Lead and the sheer volumes we are dealing with. He was also the development team member in PSO Power BI project. He also participated in PPM RM PBI testing & PPM enhancement testing. He is a key player in building the PMO Maturity.

– Exemplary dedication and focus to get yourself certified all the while managing your core deliverables very well

Program managers & Practioner lead:

– Nakkeren is approachable, easy to work with, flexible, knowledgeable & eager to share.

– I find Nakkeren to be very diligent, responsible and energetic. Once he takes ownership, he is relentless to bring it to completion through his constant follow-ups. He is always very helpful and cooperative and is willing to guide on the PSO processes to anyone who needs help. Interactions with him are always pleasant.He is respectful and honest in his interactions

– Very organized individual. Punctual, dedicated and disciplined. Excellent attitude to work and always puts best efforts to create the desired outcome.

Always available and approachable, encourages collaborating, good and honest person with ability to win the respect and trust

Project Portfolio Manager:

– Maintains the climate of excellence, accountability and respect.

– Approachable

Project sponsor from CIO Team:

– Maintaining composure and consistency in approach, even in times of stress.

– Teamwork: The team respects you for your commitment and sincere approach.

Project/Programme Manager:

– In a short span of time, you understood the expectations of the role that you were hired for and exceeded the expectations.

– Polite, down to earth, approachable and collaborative.

– But his empire in notable time.

Served in HCL Technologies from Oct 10 to May 16 as Senior Manager – PMO and Operations

Role: Head of Operations group for a large verticalhandling team of 23 in a shared service model.

Domain: Publishing, Telecom and Banking

Interacted with top notch people in various functions & levels ( Horizontal / Vertical ) like SVP / VPs, onsite account Managers, HR head, finance head, delivery head, project managers, solution architects, testing heads, project leaders & admin head to achieve operational excellence.

  • PMO/Operations & transition management: Handled end to end project operations for around 59 accounts with a strength of 7200 resources with annual revenue of 0.5 Billion USD ( More than 1/12th of HCLs revenue). Transitioned these accounts (including one 100M+ & two 50M+ USD account) and set up team, AS-IS & TO BE process & framework, SLA & governance model to handle them in shared service from dedicated model as per CEO mandate. Handling billing, invoicing as per SLA agreed with concerned stakeholders for each customer as per process document / Plan.
  • Process improvement & change management:  Applied kaizen method in day to day work and had implemented around 275 process improvement from 2014 to ensure that all operational key goal metrics are in line with senior management expectations and OPEX is achieved.
  • Reduction of unbilled and unaccrued amount: Worked closely with sales team and delivery heads and reduced 37% in 2015 Vs 2014 in the last 4 months.
  •  People management – Showcased strong leadership with senior management in other business areas/locations Goal setting, KPP tracking and providing performance feedback at regular intervals to the team. Daily team coordination activities including task allocation, team mentoring & escalation management. Created an environment to motivate and support people to achieve higher performance that develops their capabilities for the future.
  • Revenue projection / budget / P&L: Prepared annual budget, P&L by working with project team, sales & finance and also updates revenue projection on a monthly basis and compares with budget, billing to ensure that projection is accurate. Have prepared lot of metrics, MIS and dashboard for senior management & had created lot of analysis on revenue/ FTE forecast Vs actual & last month Vs current Month. Appropriate corrective and preventive actions are taken.
  • Customer/Internal meetings with senior management: Prepared required PPT and documents and drives the operation related calls and follow-up on action points and take it to closure.
  • HCL internal billing & revenue projection tool enhancement: Represented business to develop a revamped skill based revenue projection & billing tool by working with functional & technical team, doing UAT and developing reporting and dashboard formats.
  • Program management: Tracked Milestones for fixed price projects, driving all operational work for delivery heads including budgeting and revenue projection. Worked with multiple horizontal/vertical teams for integrated delivery, revenue forecast/ transfer & Interacted with sales Team for SOW/ PO /Customer Approval follow-ups.
  • Visa SPOC – Handled H1 Visa Tracking for consumer, manufacturing, healthcare, retail, auto & aero, publishing division for FY 10-11.Also Worked as SPOC for L1 & H1 Visa for entire non banking division for FY11 –FY12 which has around 1070 projects. Worked along with all delivery heads/ SPOCs and captured the visa requirement based on the business plan and worked with project team, HR and immigration team for visa filing.

LEADERSHIP INITIATIVES:

Challenge 1 – Revenue projections & accuracy compliance is very low.

Action Taken:

  1. After transitioning to shared service model, process / SLA document is prepared and agreed and sign off obtained from all stakeholders.

  2. Simple Pre-filled template is prepared by operations team based on current SOW / CR, holidays, planned leave and requested delivery team to do a validation alone to reduce their bandwidth.

Impact:

  1. From 40% compliance, compliance has been increased to 100% within a month and for two consecutive years compliance had been maintained at 100%.
  2. From 35% accuracy of FTE & revenue, current quarter accuracy is increased to more than 98% and hence finance and TPG have been utilizing the numbers.

Challenge 2 – Invoices are submitted late leading to delay in collections.

Action Taken:

1. After launch of shared service model, prepared process document with detailed process, SLA, timelines by agreeing with project team, delivery managers, Sales, Finance, Revenue team ( & SLA agreed with few customers as well )

2. Also for few critical & large accounts, regular calls are set up in predefined intervals as per process document and operation team drives the call along with tracking action points.

3. Set up process to have SOWs, POs and approved timesheets on time.

Impact:

  1. As I handle around 0.5 billion USD worth of invoice submission, all these billing and invoices had been submitted within specified time leading to reduction in DSO.

Challenge 3: Process improvement speed & sticking to old process.

Action Taken:

1. Held monthly meetings with all stakeholders and review the process and discuss on problems faced in previous month and took preventive action to ensure that issues don’t crop up again & Six Sigma and lean sigma methods have been utilized.

2. Regular internal team meetings are organized and best practice is shared among all to have a uniform approach to all the accounts and the process always remains in lean and nimble state and working on automation of few processes.

Impact:

  1. Around 275 new ideas have been created in 15 months time which resulted in operational and process excellence.

Challenge 4: Non availability of operational reports.

Action Taken:

1. Prepared tracker for all the accounts by providing SLA adherence at a transaction level.

2. SOW status, UAR & UBR reports, revenue projection, billing reports &various other analysis are shared on regular basis to desired stakeholders including EVPs, SVPs as detailed in process document.

3. Worked with technical team to come out with improvised system generated reports.

Impact:

1. All stakeholders are aware of the updates in the project so that issues are addressed proactively.

2. SLA not adhered by any of stakeholders would be alerted to the next level so that issues are addressed on time.

Challenge 5: Resource requirements not fulfilled on time leading to billing loss.

Action Taken:

1: Had set up weekly calls for open requirements with delivery, onsite team, TPG and TAG team and action items are recorded, followed up & escalated whenever required.

Impact:

All open demands are addressed on time and revenue loss is avoided by aligning with accurate revenue projection.

  Challenge 6: High tool cost amount leading to bottom line reduction.

   Actions:

    1: Set up process , framework to reduce tool cost.

    2. Set up meetings with tool cost team and project team to reduce to a freeware or low cost tool wherever required.

    Impact: Able to demonstrate close to 2 crore saving in 2011-2012.

  Other Achievements:

  • Able to churn out around 70 H1 Visa filing in 60 days FY10-11.
  • Closed all the open staffing requests in TMPI vertical by 60% in two weeks time.

ACCOLATES OF SENIORS @ HCL:

Senior Vice President: 

Nakkeren has been able to demonstrate high passion, dedication and results in all activities assigned to him. He is hard-working and exhibits strong positive commitment on behalf of his team.

Associate Vice President: 

– Nakkeren has efficiently managed the project creation, updation, billing, invoicing and forecasting activities for BFSI accounts. The interaction with stakeholders from delivery, finance and sales has been seamless. He has been able to bring in improvements with the implementation of 6 sigma.

– Nakkeren has demonstrated high level of sensitiveness towards the quality/accuracy and improvements.

– He has been able to drive the improvements effectively within his span.

– Nakkeren handling of BFSI accounts has been efficient, within SLA and high on quality parameters.

– Nakkeren effectively manages the tasks at a macro level and delivers the solutions exceeding the expectations. He has effectively developed the team and demonstrated excellent team work.

– Excellent performer with strong understanding of business and processes. Self driven and highly proactive.

– He has been able to demonstrate very high level of commitment, sincerity & hard-work in the activities assigned to him.

– Demonstrated very good control on Key Performance Indicators (KPIs).

– Successfully running the tool cost optimisation project as process owner.

– Given best in class performance on adherence to Service Level Agreement (SLA).

– Successfully arrested the problem of Double Bubble.

– He understands the underlying principles of operations management.

– Nakkeren is highly passionate towards work. He is able to put the best possible efforts in executing the job responsibilities.

– Nakkeren is sincere, hardworking and result-oriented. He is full of initiative and proactiveness. Successfully launched Operations into a new territory. He has given best in class performance on some of key performance parameters. Tools Deployment process is conceptualized and rolled-out by him and is showing significant savings.

– Demonstrates exceptional level of passion for work, excellent issue resolution skills & keenness to resolve complex business problems.

– Strong orientation towards customer requirements.  

Associate General Manager (& Ex-Boss):

– He gets into the problem and resolves it.

– Self Disciplined Person.

– Project Schedule Management – Always completes ahead of schedule.

– Takes Accountability fully, Plans very well on each and every Activity.

– Very Good in Managing the Delivery Unit Heads.

– Communicates Well.

– Takes responsibility and completes the task within the timeframe. Hardworking and focused on any given job.

Associate General Manager:

-I was amazed with your down to earth attitude and always extend your arms to support “Beyond” the expectation. Your grasping ability was clearly demonstrated in the work. You have all the good qualities and management ethics.

Team Member – Assistant Manager:

-I have learnt so many things from you which inspired me and made to follow in my career. Your dedication and commitment to the work is awesome. You are a determined person.

Finance Manager:

– One of the proactive person I have ever seen in HCL. Always on top of things.

Served in Polaris Software – the worlds first CMMI level 5 company, from Jun 07 – Oct 10

PROFILE – Program/ project Management– (Unit Head’s Office )- Reported to project director & VP

Domain: Banking

Handled around 19 projects – 5 product customization projects, 8 services project , 6 maintenance projects and 22 resource augmentation ( RA) Projects in four streams till now. Worked for the business growth in US Geography projects with Team Size of 220.

  • Jun07- Feb08 handled 5 product based customization projects.
  • Mar08- Jun09- handled 7 projects  & 10 resource augmentation (RA) Projects in DWH/ BI & Siebel practice ( in EMEA, US, APAC Geographies).
  • Jun09- Oct10- 7 projects & 12 RA Projects in US geo & other management activities.
  • Tracked & monitored projects, managing scope, cost, effort & schedule & budget,   conducted & participated around 190 Sr. Mgmt Project Reviews, identified risks & mitigation plan, quality mgmt.
  •  Involved in entire SDLC in product/ service development & maintenance.
  • Created strategies & done lot of marketing activities to increase contribution (P&L), resource planning, utilization & deployment, SLA monitoring, business facilitation, issue resolution.
  • Also having good exposure to change/ escalation / risk & resource management as well. Created month wise revenue/ cost budgeting for projects from sales/ PDs etc and ensured the target is met & Managed SOW follow-ups.
  • Prepared presentation for CXO level meeting for unit head. Reported status of projects/ Operation Metrics and dashboard to top management on a periodic basis & Interacted with Mckinsey team and the internal project teams for Project 360’ exercise.

LEADERSHIP INITIATIVES:

Challenge 1: Program management updates for large customers.

Action Taken:

1. Organized regular calls with development, testing , business analysts and delivery managers of multiple projects and prepared common tracker on action items and prepared RAG status and issues/challenges which require unit head notice.

2. Provided periodic updates to unit head to take corrective and preventive steps.

Results: Three large programs which had been in RED have been moved to GREEN in 3 months time.

Challenge 2: Revenue projection collaboration among multiple teams.

Action Taken:

1: Set up calls with Horizontal and vertical team and agreed on EE and EE Extension number and worked with presales and sales team from Jaguar tool to provide funnel for EN & NN numbers and verified with sales head and unit head.

  • Revenue projection compared with actuals and RCA has been done if the deviation is more than 5%.

Results: Revenue projection process has been streamlined in 2 months time with increased focus on accuracy.

Challenge 3: Transfer-Pricing from other units.

Action Taken: Consolidated the resources working for/ to other LOBs and agreed on revenue transfer model before deputation.

Results: Transfer pricing revenue loss has been moved to NIL from 25%+ in less than one month time.

OTHER ACHIEVEMENTS:

  • Received spot excellence award for May08 & GEM Award for Nov08 for good management and leadership qualities.
  • Received business contribution Award for Nov09.
  • One of the very few associates across the organization had received 4/4 (100%) rating in four consecutive performance appraisal cycles.
  • Creating an innovative branding campaign for a stream by designing & releasing a newsletter received CEO & many Sr. VP appreciation for the same. Worked in the branding team of the unit.
  • Anchored and participated in around 190 project reviews with project directors, PMs, AMs etc. Have shared best practices within projects for optimum results.

ACCOLADES OF SENIORS @ POLARIS SOFTWARE LABS:

Senior Vice President:

-Nakkeren is very good in his technical, management & leadership skills.

-Very friendly with all people as well as gets the work done timely.

Vice President (Reporting Manager @ Polaris):

-Sincere, dedicated and smart working.

-Highly motivated, hardworking, reliable and problem resolving. Good in communication and negotiation.

-Good coordination with all stakeholders.

-Takes initiatives in resolving the problem. Looks for solution beyond the problem.

-Has displayed good commitment and passion at work. He requires only exceptions management. Has contributed value not only within the team but also to the other stake holders.

-Good commitment at work. Excellent co-ordination with seniors and peers.

AVP & Delivery Head of DW/BI Practice: ….One of the fantastic persons with great attitude I have ever met. Your inclination towards work is great. A great team player and always help others.

Account Manager:  ..Concentrates always on timely accomplishment of goals and objectives and his quality of work is high…very good in numbers and has got good business & Marketing acumen…

Served as business analyst & business program manager in Sify Ltd – A top 20 Indian IT & CMM Level from Jun-06 to Jun-07

PROFILE : Program manager/ business project manager / consultant/ business analyst.

Product: ERP, Domain: SCM/Retail/ Financial services – Acted as a liaison for a multi crore -the largest project for ITC – Among ITC technical team / business consultants from IBM and Sifys internal project/ product team. 

a.ERP customization & implementation to suit ITCs business process:

  • Business process understanding, process mapping, BPR, requirement gathering, gap analysis, impact analysis, understanding customization, Preparation of FS, URD, SRS & HLD.
  •  Project Management (Project Manager): Proj scheduling by MS-Proj, resource allocation based on the schedule, effort estimate, change management, responsible for UAT & deliverables by handling 18-member teamincluding a PL, test lead and an implementation lead.
  • Quality Assurance: Helping in preparation of test cases and reviewing them, managing a group of test engineers for performing UT, functional testing, DIT / SIT.
  • Implementation: In charge for the on-site Pilot testing for the product, heading the implementation team for the roll out of the product with a large group of implementers across the country – Coordinating with the Technical Writers for the preparation of the Manuals and Help Documents.

b. Coordination with third party vendors:

            1. Coordinating with two handheld application vendors – O4 Corporation (Australian based) & Numbers Only ( US Based ), SAP and Tally Team to integrate/ talk/ sync ERP with these third party applications.

  • Coordinating with Wipro, CMC & HCL and organized detailed one month training programmes on ERP for project Managers / support engineers of these vendors who shall be providing implementation, L1 & L2 support.

c. Product Marketing/ Management:

 Analyzing the market needs, suggesting for improvements in the product, product roadmap, competition analysis and gap analysis.

LEADERSHIP INITIATIVES:

Challenge: Program management for large scale integration.

Action Taken:

  1. Had set up communication management framework with ITC, IBM & O2 team and program plan is agreed with all stakeholders.

Results Achieved: The project is hugely successful and have received best project team award for this implementation.

ACHIEVEMENTS:

  • Brought key changes in the business process, system study, signoff, documentation etc.
  • Introduced out of box concepts such as integration of the ERP with SAP & Handheld device, integration of various branches by hybrid architecture, Multi lingual dictionary in ERP etc.

Served as an Assistant Manager in Naukri.com from Dec 04 till Jun 06

PROFILE:

  • Lead generation, suspecting, prospecting, understanding client requirements, needs, problems, challenges and providing consulting on products/ solutions and customizing the products and solutions. presenting telephonic or live demo and sales presentations, prepared and mailed the proposals & follow up & involved in pricing negotiation.
  • Closing the sale, raising invoice & and amount realization / cheque collection and establish/ cultivate strong rapport with customers and train clients on technology, client servicing to maintain a good relationship and to get repeat orders ( CRM ).
  • Identified opportunities aimed towards scaling up business from the existing corporate clients and cross selling and up selling, sales analysis, review and planning and competitor analysis vis-୶is product analysis.
  • Obtained suggestions from the clients for further improvement of the product, provided regular feedback to technical team on the performance of product lines and services and to introduce new products, for new product development and to introduce more variants of the existing products and solutions.

LEADERSHIP INITIATIVES:

Challenge: Tough accounts in industrial estates with poor internet penetration & cracking competitor accounts.

Action Taken:

    1: Marketing campaign done by mailing brouchers and fixing appointments with top management like MD/CEO.

2. Demonstrated capabilities and utilized referral method.

Results:

  • Cracked many tough accounts such as Madras Cements, Fresh and Honest, Symrise, Viveks, Lucas TVS, Britannia, Sundaram Clayton, Areva, Hensel, Amrutanjan, Grundfos, D&B etc within 6 months of joining.
  • Done 150% of the actual target given for the FY 2005-06 & Sales Topper in TN and kerala for the FY05-06.

ACCOLATES OF SENIORS & CLIENTS @ Naukri.com

BRANCH SALES MANAGER @ Naukri.com:

He has been instrumental in bringing out many innovative and successful marketing campaigns resulting in huge generation of sales. I also wish to place on record that he is hardworking and sincere and has always performed his duties more than our expectations.

CLIENT- HR MANAGER @ JASMIN INFOTECH: He has been very co-operative in extending full support to us to maintain continuous business relationship. His customer relationship skill is very appreciable.

CLIENT @ LUCAS TVS: He is quite an industrious person with pleasant disposition and also a go-getter. He has been very helpful is helping our organisation to optimally utilise the portal. He is methodical in following up with the customers to fulfil their demands and can be relied upon at all times to extend a helping hand.

–Done a BUSINESS DEVELOPMENT PROJECT (SUMMER INTERNSHIP) FOR BHARTI INFOTEL LTD from May 04 – Jul-04.

PROFILE :

  • Done pre-sales & Research activities for lead generation to scale up the business of leased lines.
  • Done cold calls for IT Companies, identified the decision maker and analyzed the problems & requirements.
  • Passing on the leads to the sales manager.

ACHIEVEMENT – Generated business leads for 8 Crores.

PROFESSIONAL ENHANCEMENTS:

  • Professional Scrum Product Owner (PSPO I) in Jul19.
  • Lean six sigma black belt from Simplilearn in Jun 2019
  • Management of Portfolios (MoP) Foundation in Dec 2018.
  • Portfolio, Programme and Project Offices (P3O®) Foundation in Oct 2018.
  • Data Science Foundation from IABAC in Jul 2018.
  • Completed Certified Scrum Master & Devops Engineer by Edureka in Jun 2018.
  • Completed Agile scrum master certification in Sep 2015. Completed Prince 2 Agile in Apr 2018.
  • Completed COBIT 5 foundation certification in Apr 2017 & ITIL Service Transition Professional by Edureka in Dec 2017.
  • Completed ITSM foundation in Dec 2013.
  • Completed Prince 2 foundation certification & ITIL V3 foundation certification (Marks – 100/100) inAug 2012.
  • Six Sigma Green Belt certified from GA Service Pvt.Ltd, a sustaining Member of American Member for Quality ( ASQ) by Nov 2010.

FEW TRAININGS COMPLETED : ( Attended the following conferences and workshop in last 5 years)

  1. Two-day Retail Banking Training programme in Polaris
  2. Cloud computing workshop organized by Dreamplus.
  3. Two workshops on agile implementation & business analyst conference conducted by Thought works Ltd.
  4. Attended lot of HCL training programmes in management, project Management, webinars by senior management.
  5. E-learning module on Anti-Bribery and Anti-Corruption (ABAC) Policy & Code of Business Ethics and Conduct  (COBEC) Policy.
  6. The Impact of PCMMI training conducted by KPMG in Mar 2014.
  7. People agenda conference organized by HR Sangam in Jan 2015.
  8. Uniting size, cost and performance using data organized by SPIN in Feb 2015.
  9. Journey from services to products- challenges and lessons CEO Talk organized by SPIN in Mar 2015.
  10. Conference on digital transformation organized by FICCI in Mar 2015.
  11. CMMI & Agile: Contradict or complement organized by SPIN in Apr 2015.
  12. SIG on COBIT5 organized by ICASA in Apr 2015.
  13. CXO-Talk on TechVision organized by SPIN in May 2015.
  14. CyberSecurity NeXus organized by ICASA in Aug 2015.
  15. Information privacy in our times: how many shades of grey organized by SPIN in Aug 2015
  16. Driving the connected car: A closer look’ organized by SPIN in Sep 2015.
  17. Panel Discussion on ‘Innovative world of corporate policies organized by HR VLZ in Oct 2015.
  18. New Age Talent Management: Towards a new frontier organized by HR VLZ in Aug 2015.
  19. MMA sessions on Team work (Apr 2016 ) & responsible business communication ( Feb 2016).
  20. Attended two-day SPIN global conference on digital in Nov 2016.
  21. Completed the following e-learning and certification at the current organization:
  22. Code of conduct certification
  23. Trade compliance at risk certification.
  24. Anti-Bribery at risk certification.
  25. Safeguarding information.         
  26. Privacy & data protection.
  27. Business continuity planning awareness.
  28. Lean awareness
  29. Define customer value using VA, NVA and BNVA
  30. Understand our processes using SIPOC
  31. Get to the root cause using Fishbone Diagrams
  32. Attended the below learning sessions:
  33. Kanban -game storm.
  34. Salesforce working session.
  35. PM community session on project conceptualization and pre-planning process.
  36. Completed two-day leadership training on problem solving and decision making in Jun 2017.
  37. Completed two-day leadership training on stakeholder engagement in Aug 2017.
  38. Completed five days LEADERSHIP programme in Feb 2018.
  39. Completed three day continuous improvement Practitioner programme in Nov2018

      IT CERTIFICATIONS:

Basic in 1992, Dos/Windows in 1999, C in 1999, Java and VB in 2001, Diploma in hardware engineering in 2002 & SPSS in 2004.

OTHER ACHIEVEMENTS & ACTIVITIES IN SCHOOL & COLLEGE DAYS:

  • Strong Leadership – Class representative from school level onwards.
  • Instrumental in organizing national level symposiums during UG & PG.
  • Green Belt in karate & winner in chess at district level in 1998.
  • Obtained more than 15 prizes in oratory/ essay writing in school days.
  • Obtained 200/200 in B.Tech final year project.
  • Obtained 100/100 in 10th Maths-I paper.

WORK EXPERIENCE – MARKETING (EXTERNAL CONSULTANT): ( 0.7 yrs )

          Done an entry strategy and sales promotion project titled ‘SUCCESSFUL ENTRY STRATEGY’. Conducted a market research as ‘Project Coordinator’ for Kuber jewellery, Chennai. Involved in a research project as the PROJECT LEADER for REYNOLDS PENS. Done a market research to find the distribution strength vvd and sons’ for three weeks. Conducted a market research project for REYNOLDS-GM PENS to suggest strategies. Integrated marketing communication-Formulated product launch, branding, advertising and media planning & strategy for the product FROST, ice cream chocolate and shot a live advt. for the same. Done a project on consumer taste and preference for ready to Eat food items.