Customer Service Six Sigma

RAJEN DOSH I, CFA

***********@*****.*** 469-***-**** 4700 Tribeca Ln, Plano, TX

US Citizen

SE N IOR STRATEG IC BUS I N ESS OPERAT IO NS EXECUT I V E

GLOBAL L EADERSH I P & D E L I V ERY, STRATEG IC P LA N N I NG & E XECU T I ON, RISK & C HANGE

M A NAGE ME N T

International corporate business leader experienced in partnering at C-Level to deliver on strategic business

objectives to boost growth and technology led productivity gains across the value chain. High performance&

delivery focused leader with success executing major turn-around, BPO, M &A and t ransformative business

p rograms across multiple cultures in North America, Asia and Europe for MNCs & their startups in B2B and

B2C.

GE certified Lean / Six Sigma Black Belt with significant business operations and change management

experience via deployment of Enterprise Wide Lean 6 σ Quality frameworks, Risk Management, ISO, and

I nternal Audit across IT, Financial Services, Healthcare, MFG and Energy industries. Deep experience in

B usiness Process Optimizations and Re-Engineering Operations delivering breakthrough productivity gains

t hrough t ransformative drivers - High Administrative Efficiency, Interoperable Business Aligned

A rchitecture and Technology enabled Automation

Positive and empowering style of leadership sharply focused on enhancing customer value proposition,

organizational performance, employee morale and stakeholder value. Trained in GE Leadership Programs.

E XECUT I V E L EADERSH I P A CH I E VE M E N TS

MA H I N DRA & MA H I N DRA, Mumbai, I ndia 2012-

2014

VP - BUSI NESS EXCELLENCE & STRATEGY

CHALLE NGE : Help turn-around the loss-making and struggling Two-Wheeler business.

D eveloped & executed restructured business plan, deployed the new function and helped cut

n ew product time-to-market by 35% w ith record sales to position the business for retu rn to

p rofitability (~$400M P & L).

Led PMO, QA, QC and The Mahindra Way (Mgmt & Quality Framework) verticals with improved

synergies across Sourcing, R&D, Product Development, Manufacturing & Distribution for a faster

t ime-to-market.

Institutionalized Quality Planning processes including QA audits of New Product Development,

M anufacturing, Suppliers, Depots and Dealers to ensure product & service quality across the value

chain.

Executed annual planning cycle delivery including Strategy, Budget and Operations Board meetings.

I N D IAF IRST L I FE I NSURANCE CO., Mumbai (JV: UK’s Legal & General + I ndian Banks)

2009-2012

C H I E F R ISK O FF ICER

C HALLE NGE : Board appointment and a founding member tasked to set up governance and enterprise

w ide r isk framework for the life and health insurer, while serving on various Board committees (Risk, Audit,

A LM, Employee).

E nabled rapid business growth (rank 23 to 13 in 2 yrs) by deploying differentiated processes

a nd I T led customer service innovation to maximize customer delight and stakeholder value

w hile minimizing r isk.

Established a disciplined process of r isk identification, assessment and mitigation and Board

reporting.

Deployed ISO, Lean 6σ Quality, Internal Audit, Business Continuity and Disaster Recovery programs

across Claims processing, New Business, Actuarial, UW, IT Ops, Finance Ops & HR functions.

Mentored 6σ projects around revenue cycle management and customer fulfillment (>$5M savings).

Oversaw Life & Health Claims portfolio, processes & systems with record TATs and claims ratio,

i ncluding Payer and Provider processes. Claims Committee member - settlement & grievance

p rocesses.

N I KKO ASSET MANAGEMENT, New York, NY (Ex-CI T IGROUP) 2006-

2009

PRESI DENT C OUNTRY H EAD - I N D IA

CHALLENGE: Develop and execute India strategy for the Japanese firm and local JV partner, to aid its

Japan IPO.

D eveloped a niche market positioning for the JV, on back of its strength in managing BR IC

portfolio from Singapore, w i th appeal to I ndian I nstitutional investors and global I ndia

i nvestors, in a competitive market.

Analyzed, developed and executed market entry, product, distribution and operational strategies for

t he JV.

Helped forge strong relationships among various stakeholders, including Board members,

d istributors, vendors, media and regulators. Carried out financial due diligence on potential

acquisitions.

Company decided to pull out of India due to Lehman crisis, freezing all international expansion

p lans.

GE, USA 2001-2005

SI X SIG MA B LACK B ELT P RO MOTED M BB - GE I NSURANCE SOLUT IONS, C H ICAGO (2003-05)

TO

CHALLENGE: T urn around and integrate loss making $10B global Property & Casualty Reinsurer with

4000+ people and diverse culture into GE’s way of working with COO Quality Task Force of 25 Lean 6 σ BBs

and MBBs.

Engaged C-Level and leadership teams in driving cross functional business and cultu ral

t ransformation. Business tu rned from $400M loss to $1.5B profit in 2 years, paving the way for

eventual sale to SwissRe.

DMAIC BB Project: Led a global team to achieve a 14% gain in risk pricing model usage metric to

i mpact profitability and SOX compliance for a $4B P&C insurance portfolio across Americas, Europe

and APAC.

DFSS BB Project: Deployed real time Monte Carlo Scenario application for best i nterest rate

assumption, using 30 years of yield curve data for $8B asset-liability portfolio. Co-authored article

w ith Director of R&D.

Managed migration of business processes to India with improved productivity.

Mentored 15+ Green Belts / Black Belts and helped build Six Sigma DNA in the culture.

Member of Six Sigma Certification Board. Established business KPI dashboards for real time

monitoring & control of business operating performance.

M &A LEADER - G E ENERGY, AT LANTA ( 2001-2003)

CHALLENGE: P ropel business growth via inorganic route to make it a one-stop provider of products and

services to customers in power generation and t ransmission area.

Cont ributed over $500M to top line growth and >$100M in bottom line impact in sourcing

synergies via acquisitions in US, Eu rope and Asia, as pa rt of a 6-member M &A Leader task

force.

Led due diligence & integration of acquisitions ($50-400M in revenues) in wind energy, compressors,

v ibration monitoring devices, pipeline inspection technologies, Emissions Monitoring businesses.

Acquisition like Enron Wind (Germany), AC Compressor, Bentley Nevada, PII (UK), Conmec, KVB

E nertec.

Deployed a 100-day integration and org restructuring plan by establishing cross-functional M &A

p rocesses as well as KPI metrics and dashboards for monitoring and control of acquisition

performance.

CSC CONSULT I NG / I2 TECHNOLOG IES, AT LANTA, GA

1999-2001

SR . M ANAGE ME NT C ONSULTANT

CHALLENGE: Help clients develop and implement e-Business strategies.

Developed value-propositions and managed key client accounts in supply chain, strategic

sourcing and web enablement e-Business implementations.

Saved $20M on $375M buy for a forest products client ($6M Strategic Sourcing project).

Achieved 30% higher order fulfillment accuracy on a data warehouse application for a healthcare

client.

Led global teams on web enablement for clients like AmEx Insurance and Arrow Electronics.

LOCKWOOD GREENE / O’NEAL ENG I NEER I NG, A T LANTA, GA 1991-

1999

SR . P ROCESS E NG I NEER / P ROJECT M ANAGER

CHALLENGE: Design & deploy process engineering solutions for F-500 clients in polymer & pulp/paper

i ndustries.

Designed, developed &deployed Ops Research, Simulation and Data M ining applications to

e ffect >$50M in productivity gains and quality improvements (Hoechst Celanese, Honeywell,

G eorgia Pacific, Coke etc)

Managed JV with technology partners like Pacific Simulation and Georgia Tech for VAS to clients.

Deployed Decision Support Apps for real time process control and optimization of paper and power

p lants.

Led cross functional process engineering design / start up projects for Nylon, PET resin and bottling

p lants.

Led feasibility and energy optimization studies for Greenfield and Retrofit capacity expansion

p rojects.

Developed and marketed proprietary simulation packages with >$75M in incremental engineering fees.

ED UCAT IO N, TRA I N I NG & CERT I F ICAT IONS

MBA F INANCE - G EORG IA STATE U N I V ERS I TY - A tlanta, GA (2001)

M.S. C HEMICAL ENGINEERING – U N I V E RS I TY OF I DA HO, Moscow, ID (1990)

M.TEC H. C HEMICAL ENGINEERING – I N D IA N I NST I T U T E OF TEC H NO LOGY, Mumbai, India

(1988)

CFA PE GE Lean Six Sigma Black Belt GE Crotonville Leadership GE Change Acceleration

P rograms

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