Senior IT Executive
Business/IT alignment and strategic planning – Global data centre operations - IT Outsourcing and Vendor Management – Platform Architecture & Infrastructure - Business Integration & Optimization
•Innovative IT leader and critical change agent with a 17 years of successful track record driving business innovation and process improvement, delivering bottom line results in multiple industries -- financial, insurance, Manufacturing & Aerospace, IT services -- in public and private companies, large and small. Global experience across large customer engagements in North America, Europe, Japan, Asia and India.
•Collaborates effectively with global leaders and C-level executives. Committed to developing and motivating high performance IT organizations. Proven track record of reducing operating expenses (TCO), increasing organizational efficiency and effectiveness.
•Extensive hands-on expertise in resource management and process improvement, midrange architecture and 24x7 service delivery, application development and support, infrastructure & data center management, Architecture & Engineering, work force optimization, off-shore service delivery, transition and change management, integrating mergers and acquisitions, IT portfolio analysis, IT program management and transformation.
•Possess excellent communication, leadership, analytical and problem solving skills with a strong focus on customer and employee satisfaction. Fluent in English and Hindi.
•Kellogg MBA with specialization in Finance, Strategy and global initiative in Management (GIM).
Trestle LLC, Chicago
Client: Rolls-Royce, Indianapolis Oct 2008 - Present
Director of Infrastructure Operations
Working for Rolls-Royce, provide leadership to the technical team that maintains the operating systems, database and integration tiers along with development of global supplier portal and custom web applications. Work with four lines of businesses to align technology solutions to optimize business processes and reduce total cost of operations. Aggressively manage the portfolio of IT application development projects, ensure effective management of scope, costs, schedule, resources and risks. Define technical architecture of enterprise system applications, data and process integration using SAP R/3 and Web logic products.
•Hired and developed a high performing IT organization; mentored and coached IT staff and project managers. Formed and facilitated cross-functional teams in systems implementation, process improvement, compliance controls and IT strategic initiatives.
•Manage a team of 21 engineering resources supporting infrastructure operations and application development.
•Work closely with purchase department and material review board (MRB) to transform the business processes to provide effective IT solutions. Provide recommendation for multi-year global supplier portal roadmap.
•Manage content and application of the SDLC (System Development Lifecycle), ensure adherence to key lifecycle controls during development and change control activities.
JP Morgan Chase, Chicago, IL 2003 – 2008
Reporting to CTO, work with lines of business units and corporate leadership to understand strategic/tactical goals and translate them into effective IT support, infrastructure services and capabilities. Develop and implement cost saving shared services relating to infrastructure and development services. Manage/supervise strategic change programs, talent development and retention. Responsibilities include setting up goals, managing departmental budget/expense and reporting performance metrics. Planned and implemented outsourcing model for CTRBS BAI, built teams in India to implement a “follow the sun” support model.
•Delivered IT infrastructure services under a “plan/build/run” model, leveraging network and computing infrastructure, supporting various business applications. Saved $1 million by restructuring and realigning international IT group as key player in achieving profitability. Cut capital costs 25% and maintenance expense 15% via server consolidation. Redesigned infrastructure into high-availability clustered environment, propelling uptime from 95% to 99.999%.
•Provided vision and thought leadership in IT, and conceived and executed related strategies and projects. Provided technical and managerial oversight to the entire IT function comprised of 900+ Windows and UNIX servers, 300+ software applications, 1200+ desktops and 100+ projects in the portfolio. Recruited, mentored and led a 15-person IT engineering team, and provided indirect oversight to an additional 120+ employees globally in PMO, software development, application support and Help Desk/technical support roles. Established long-term relationships with key vendors — Oracle, Microsoft, IBM, SAP, HP and SUN.
•Managed day-to-day operational activities supporting UNIX platform (AIX/Solaris/HP-UX/LINUX), SAP & Peoplesoft, storage (EMC) and Netbackup and Network (LAN/WAN) environments in 24x7 global data centers.
•Hands on expertise in UNIX & BASIS system administration, integrating netbackup & omniback with SAP, created and maintained the DR plan for enterprise environment. Reduced disaster recovery timeline from 36 hours to 6 hours by fine tuning DR tasks and introducing new technology and clustered applications.
•Successfully led the planning and execution of strategic architecture & engineering initiatives including Server Virtualization Program, End of Life Operating System Remediation Program, Technology Refresh and Data Center Migration Program. Reduced $10M in operating expenses per year.
•Leading the infrastructure engineering team in the enterprise strategic program for reduction in technology consumption and associated costs. Reduced backup and storage costs by $1.5 MM in 2007.
•Planned and implemented migration of finance applications from data center in Chicago to Detroit & Delaware facilities. Program managed resource allocation and midrange server consolidation.
•Strategy lead for business units to save total costs of operations in the data centers by executing the work force optimization program dedicated to right shoring/right sourcing. (Target cost reduction is 40% by EOY 2008). Responsibilities include vendor management, RFP & RFQ management, onsite coordination, setting up SLA for 24x7 operation, relationship management between the lines of business units, vendor management office (VMO) and the vendors.
•Successfully built teams supporting SAP and Peoplesoft applications and managed knowledge transfer to India, currently working on building teams in Latin America. Expected staff strength for Phase I is around 120. Leading initiatives on global process improvement and standardization. Developed governance model and organization chart in India working with CTO.
•Leading process re-engineering initiatives to streamline the global engagement/operation procedures. Leading annual revenue planning meeting and responsible for creating multi-year business aligned IT roadmap for line of business.
•Successfully developed infrastructure control and efficiency dashboard to provide a single point of reference for many important aspects of Infrastructure management such as server hardware, (OSI) Operating System Instance, Database Instance (DBI), Web Instance, and Applications.
•Successfully led the engineering team in merger and acquisition related projects accounting for $12 MM. Consistently received highest ratings for departmental audit and recipient of two service star awards.
IBM Global Services, Chicago, IL 2001 – 2003
Provided business aligned technical expertise in SAP/Peoplesoft landscape requirement analysis, architecture and design, testing and implementation. Developed effective strategy for operational efficiency resulting reduction in cost, risk and exposure. Improved service delivery and instrumented process improvement. Responsible for resource planning and reporting, disaster recovery, business continuity and resiliency planning. Continuously managed and updated IT infrastructure to match current business applications integration requirements. Ensured highest 24 hour/7day a week IT critical system availability. Developed and controlled production change methodology and continuously improve operations strategy for globalization. Worked with the global team in different time zones to support the production/operations environment.
•Managed four new data centers in different locations in support of the client company’s rapid growth, and transitioned IT from mainframe centric computing to network centric topology to better meet its business-process driven role.
•Led a series of upgrades and application enhancements, including the replacement of obsolete systems, hardware and software at 4 locations with new LAN/WAN technology, completing the project $1.8 MM under budget.
•Continually perform IT Skills Gap Analysis to improve resource performance and productivity optimization.
•Streamlined the IT governance process, reducing project costs by 20% by better controlling the budget and prioritizing unjustified and unreported projects.
•Accomplished 35 % revenue growth in two years. Finished major SAP/Peoplesoft upgrades in less than six months saving around $1.2 MM.Provided technical pre-sales support to increase sale of the in-house software application by 125 %.
•Managed engineering support team to design/build SAP infrastructure. Extensive architecture expertise sizing SAP and Peoplesoft application according to business requirement.
•Managed 14 engineering resources and mentored a supporting staff of 11 in application support area.
Computer Science Corporation (CSC), Chicago, IL 1998 – 2001
Recruited directly to manage consulting operations. Responsibilities included achieving customer satisfaction in service delivery, evaluating budgetary impact, interacting with sales personnel to develop proposals and pricing, producing monthly project status reports for senior management, building team to provide quality and cost effective consulting deliverables. Managed IT outsourcing and strategic data center planning initiatives.
•Streamlined IT Operations processes to enable efficient business growth and realignment; reduced support cost per associate and per site while exceeding customer service SLA.
•Managed alignment of investments in applications and systems with business needs and strategy. Represented client in technology Executive Steering Committee to define priorities, facilitate portfolio management and oversee program completion.
•Built two offshore teams to realize cost savings of $750K in year 1999-2000. Accomplished a growth of 27 % in the company’s consultancy revenue in 2000.
•Managed 11 onsite and seven offshore consultants. Recipient of best employee award in 2000.
TATA CONSULTANCY SERVICES, India 1992 – 1998
Directed engineering resources in issue escalation and problem solving. In addition to business development, engagement management, and people development my responsibilities also included managing cost factors and efficiency rates for functional area, demonstrating control and flexibility while managing department expenses; forecasting headcount totals and developing performance metrics. Managed 12 engineering resources on site and 22 off shore resources.
• Performance tuning in UNIX environments
• EMC Powerpath.
• HP/SUN/IBM midrange architecture
• Business continuity planning
• SAP BASIS, SAP R3 Backup and restore
• SAP & Peoplesoft Disaster Recovery Planning
• Data center planning and management
KELLOGG SCHOOL OF MANAGEMENT, NORTHWESTERN UNIVERSITY, Evanston, IL
Master of Business Administration (MBA), 2008
•General Management with Electives in Finance and GIM (Global Initiatives in Management)
NATIONAL INSTITUTE OF TECHNOLOGY, Rourkela, India
Bachelor in Computer Science and Engineering, 1991