Professional Summary

Experienced, IT leader with demonstrated success at Fortune 50 Companies and top-tier business consulting firms in Global Business Transformations leveraging information technology. Driven to motivate and empower, building global delivery teams to deliver business value beyond expectations. Consistent demonstration of outstanding interpersonal, organizational and technical skills to ensure on budget and on schedule delivery. Strong SAP/ERP foundation.

Management/Leadership Skills

Methods Expertise

Business Functional Experience

Business/IT Strategy Formation

BPO/ IT Outsourcing

Global Financial Template

Strategy Implementation

ERP/SAP

Record to Report /Controlling

Business Transformation

Managed Services, Operational Integrity

Order to Cash

Global Operation Management

Application Development/Management

Purchase to Pay

Project Management

Six Sigma, ITIL, Scrum, SDLC

Mergers, Acquisitions and Divestments

Work Experience

CF Industries – Senior Project Manager (Consultant)

June 2015 to September 2015

Leading CF industries’ upgrade of ECC, Middleware (PI to PO), BW (OS/DB) and Enterprise Portal

IT Strategy Formation – Setup of standardized repeatable processes for software delivery utilizing industry standard tools, templates and processes. Assisting in selecting tools to support implementation, production support and incident management (Panaya, Solution Manager, ChaRM, etc.). Creating roadmaps for enterprise applications and technical planning. Recommending testing (unit, functional and regression) of enterprise applications using HP-ALM in a consistent manner

Strategy Implementation – Leading the SAP/EP/PI upgrade utilizing the processes in accordance with the SDLC and PMO best practices. Giving direction to re-organizing SharePoint to ensure better control, maintainability, ease of navigation and setup for future needs

Project Management – Project Manager for SAP ECC upgrade from EHP4 to EHP7, PI to PO and upgrade OS/DB for ECC, EP and BW. Designing and planning of the project, setup of standard process, impact analysis, effort estimates and defining instance strategy with Basis and Infrastructure

BP, Chicago – Senior Project Manager

July 2009 to Feb. 2015

Led BP’s global SAP delivery strategy to deliver the ERP enterprise-wide.

IT Strategy Formation – As a senior level leader managed the ‘Route to Production’ as part of BP’s new operating model to deliver ERP projects globally through a central organization called Enterprise Systems. The effort included strategy for shared services, managed services, building capability, vendor management and location strategy

Strategy Implementation – Led the formation of technical delivery management in accordance with the operating model strategy. This included identifying key roles in US, UK and Kuala Lumpur and hiring appropriate (external/internal) candidates to fill those roles. Slashed the cost of delivery by over 30% by negotiating contracts with service providers & vendors for delivery of managed services. High success rate of the technical delivery team demonstrated the ability to develop, engage and build a high performing workforce.

Global Operation Management – Managed a global staff of 200. Introduced processes to deliver projects globally, defined clear and concise accountabilities and designed metrics for measuring performance. Benchmarked existing operations against cost and delivery identifying cost opportunities as well as gauging operating model effectiveness. Owned delivery part of SDLC from a PMO perspective

Project Management – Project Manager for delivery of OpenText for global document management. The effort included leading project teams globally to gather requirements (legal/business), selecting appropriate tool, and presenting findings to leadership, stakeholder management and delivery of the project (design, build, deployment and transition to support). Delivery Manager for Divestiture of SW fuels value chain. Delivered projects utilizing waterfall methodology ensuring project goals and objectives are met and standard processes and best practices are followed.

Operational Integrity – Led a project with a vendor to automated regression testing by leveraging existing tools (HP Quality Center & Quick Test Pro) that was implemented globally and reduced high priority incidents by 75%.

BP, Chicago – Technical Development Manager

Sept. 2008 to 2010

Strategy Implementation – Developed and maintained the Technical Development Team to deliver ABAP, Portal and JAVA objects leveraging common processes and ‘follow the sun’ model. Accomplishments:

oEstablished a global engagement process that set expectations, clarified roles, responsibilities, inputs/ outputs and increased managing resources by over 50%

oLed a team of 15 members to create the technical development methodology as an integral part of the SDLC

oEstablished partnerships with service providers including staffing, sharing risk and quality of deliverables

oTook ownership all technical delivery templates and document management process that streamlined knowledge management

oEnsured compliance to standards and methodologies through a robust QA process that reduced rework by 60%

oSet a global process to approve estimates for technical development effort for large projects. The data gathered helped refine the estimating model improving efficiency and ability to benchmark costs

oSet standard metrics for reporting and performance management that were reported to the VP

Project Management – Delivery Manager for the initial implementation of SAP on to BP’s lubricant business that went live successfully and established a template that was subsequently rolled out to other countries. Each phase of delivery was designed with a global template in mind so all aspects were repeatable and re-usable.

Operational Integrity – Streamlined Global Financial Template to ensure adequate safety and oversight of changes introduced reducing risk by over 90% to global financial systems

BP, Chicago – SAP Project Manager (Integrated Supply & Trade/Fuels Value Chain)

Feb. 2007 to Sept. 2008

Managed delivery of 4 major SAP Projects for BP’s Fuels Value Chain.

Strategy Implementation

oRecommended solutions to align BP’s technical strategy with business processes.

oSet standards and Implementation Approach for delivery of projects

oLed the team establishing SDLC for BP’s business unit globally

Project Management

oIdentified opportunities and presented business cases to stakeholders. All project went live successfully on budget and on schedule.

oEstablished delivery strategy for projects including costs, schedule, resource mix, methodology etc.

oEstablished scope, phases, and tools for various phases of projects

oLed cutover and change management teams to successfully introduce changes to production

Accenture, Houston, Texas - Manager

Tech. Dev. Lead, June 2005 to Feb. 2007

Client: BP – Integrated Supply &Trade (IST)

Business Transformation - Transformed the BP IST supply chain operating model by a series of projects - providing clarity in balance sheet, re-engineering inventory model, the COGS process, increased efficiencies in the settlements process, and improving audit trail and information tracking. Managed a team of 20 system/business analysts to identify the projects and the change impact.

Project Management – Defined the scope of the projects, deliverables, work plan and timelines for delivering the transformation project. Delivered all projects on schedule and under budget. Worked with business to setup controls to ensure consistent processes are followed across North America. These efforts led to establishing ‘Best Practices’ for IST.

Accenture, Houston, Texas

Integration Architect, May 2001 to Aug. 2006

Client: BP – Production Support

Intermittently supported production based upon need (esp. after a major go-live). Worked with the Managing Director to identify the direction of software, authored several white papers and presented findings to client CFO (North America). Also provided workable solutions for business problems, planned, estimated and prioritized enhancements and acted as a SME for OTC, P2P and FI/CO. Optimized the contribution of group members through coaching, mentoring and counselling activities.

In addition set standards and processes for Release Management.

Business Transformation – Lead a team to re-design one of the most important, intricate and inefficient processes in OTC that involved price quotes to customers.

Accenture, Houston, Texas

Team Lead – Supply Chain

Team Lead – Sales Used and Excise Taxes, Dec. 2003 to Nov. 2004

Client: BP – Program One Acquisition of ARCO

Led Supply Chain and Tax teams on a multi-million dollar implementation to bring ARCO (west coast) that was acquired by BP.

Project Management – Developed the project plan, resource plan as well as set standards for migration of changes through various environments. Led a team of 16 resources that included mentoring and guiding and conduction reviews. Successfully delivered over 200 objects while coordinating changes between SAP, middleware and systems interacting with the ERP. Resolved several critical issues in OTC, P2P, FI and Taxes due to deep technical knowledge in SAP and business knowledge. Re-designed taxes for all of North America that made the process consistent, timely and complaint.

Accenture, Houston, Texas

Senior Consultant, Sept. 2002 to Aug. 2003

Client: BP – Program One 4.6C upgrade

Technical Development Team Lead on the SAP 4.6C upgrade (3.1H to 4.6C) project for BP. The project went live successfully in July 2003. The role was technical in nature and entailed resolving critical issues within OTC, P2P and FI/CO. Re-engineered the invoicing process to ensure efficient output impacting $20m/day in working capital. Resolved several critical issues related to pricing, transportation and CO reporting that threatened timelines. Other responsibilities included researching impact of upgrade, approving changes, Technical QA, system/business readiness, cutover and defect management.

Accenture, Chicago, Illinois

Consultant, May 2001 to June 2002

Client: BP – Program One – Release 1 BP-AMOCO Merger

Worked as a consultant on the project to bring BP within the SAP footprint of AMOCO. The project went live successfully on June 1, 2002. The role required technical and business expertize. Responsibilities included working with the business to gather requirements and configure OTC accordingly that included pricing procedures, documents, payment terms, account determination, reporting, OTC interfaces such as TaxWare, EFT and designing and coding enhancements within OTC and Tax Engine

Resolved several critical issues related to order handling in closed accounting periods, Sales Tax basis and issues with customer pricing that threatened go-live.

MAN Roland, Westmont, Illinois

Senior Systems Analyst, March 1999 to May 2001

Part of an international effort to implement SAP into a multi-national conglomerate. MAN Roland is the second largest manufacturer of printing presses. Involved in implementation and Production Support.

Technical role entailed:

oConfiguration of OTC, FI (AP/AR, G/L, Credit etc.), CO, MM, Inventory

oEnhancements related to billing

oDesigning and developing RICEF components

Additionally, liaised between users and technical experts by gathering requirements and helping deliver projects and enhancements as well as helped optimized processes by automating activities like facilitating creation of purchase requisition automatically to handle drop shipments and replenishment orders, creating a utility for service personnel for entering time and passing values to FI/CO

National Credit Management Group, Fort Lee, New Jersey

Director of Finance, June 1996 to March 1999

Responsible for complete financial management of the company with over 350 employees. Managed a team of 15. Reported directly to the CFO.

Responsibilities included Planning, budgeting, cash flow projections, AP/AR, defining IT requirements from financial perspective, managing a call center handling 10K calls/day.

Education

Certified Scrum Master

ITIL Certified 2015

BP North America

Six-Sigma Green Belt Trained, 2007

Fairleigh Dickinson University, Teaneck, New Jersey

Master of Business Administration (MBA) in International Business, 1995

Bhilai Institute of Technology (BIT), India

Bachelor of Science in Civil Engineering, 1991

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