MSc. Computer Aided Engineering – Six Sigma Black Belt – DFSS and Lean Six Sigma – PMI – SAFe
Cary, NC 27519, USA
Global IT Leader with extensive full life cycle IT Solutions Delivery, Business Transformation, Digitization, and Change Management experience in international (37 countries; EMEA, LatAm, and North Americas etc.) financial, insurance and manufacturing industry. Expert in delivery of cost-effective, high performance strategic global IT programs in support of rapid international growth. Skilled in all phase of IT Program Management life cycle, from initial feasibility analysis and conceptual design through implementation and enhancement. Effective at building and managing culturally diverse and team centered PMO, with excellent business process and strategy development skills. Customer-centric with the ability to initiate profitable alliances with global vendors and suppliers.
Initiated and successfully completed enterprise wide global strategic business transformation programs pertained to infrastructure/platforms both on-perm & cloud, digitization, enterprise systems, process improvement & re-engineering, and AI/data analytics etc.
Developed a functional PMO reflecting best practices and standardized methodologies to deliver projects.
Developed and managed comprehensive program portfolio, budgets, resource allocations, change management, and costs with overall accountability for portfolio performance (key performance indicators and metrics).
Established and facilitated effective program/project management governance, oversight and prioritization.
Created integrated program roadmaps, ensure interdependencies are clearly identified, managed and assisted in timely resolution of interdependency conflicts.
Applied risk assessment in program planning/ongoing execution and resolved issues and conflicts associated with management of multiple complex high-priority projects/programs.
Prepared and delivered regular, effective communications to ensure that leadership and project sponsors are adequately apprised of project statuses, successes, risks and issues.
Established professional standards for business process and project management - using industry innovations, best practices, standards, methodologies, and key performance metrics to drive continuous improvement.
Led cross functional and matrixed program management team, established performance expectations and standards, served as a role-model and provided leadership direction to PMs throughout project lifecycle.
Provided weekly PMO Reports, Scorecards, and Dashboards to the senior management.
Created organizational credibility with respect to all program management deliverables and process efficiencies by instilling the culture of execution, operational excellence, and accountability for outcomes.
Built strong, trusted relationships with business partners and leadership.
Managed globally teams of Program Managers, Vendors, Consultants, and Tech Leads in a matrixed organization.
Led multiple distributed and matrixed managed teams and parallel work streams in delivery of technology solutions, working closely with technical teams to develop and track release milestones and schedules.
Global program/project management in matrixed organization
Waterfall & agile project management
Portfolio and release management
Technology & business linkage planning
Global technology solutions delivery of highly complexed and fully automated/integrated programs
NextGen Analytics/AI platforms build & operationalization using cloud technology
Global team build and management
IT security, controls, audit, and SOX
Program management of large business transformation and digitization initiatives of cost more than $400M
Global vendors, contracts, and SDLC management
Data analytics, Artificial Intelligence (AI), data management, and automation
Digital technologies & enterprise solution architectures
Process re-engineering & process Improvement
Multiple full life cycle global ERP/SAP & CRM roll outs
Global mergers and acquisitions
Cloud technologies; Azure (PaaS, IaaS, & CaaS) and AWS
Organization change management (OCM)
Regulatory and compliance programs
Global Program Management Excellence Lead – MetLife, Global Analytics COE – US, 2018 to Current
Overall global program management responsibility of delivering strategic business transformation programs in digital office.
Successfully completed Reimaging of Underwriting New Business (RUN) program using Azure Cloud (PaaS, IaaS, CaaS) and NextGen Analytics/AI technologies which eliminated the need for fluids in Life Underwriting, improved customers experience a material improvement from today’s ~33% same-day decision rate to a market-leading 80%+ decision made within one minute. Decisions reached by the new model are consistent with today’s underwriting standards and of equivalent quality. Total Spend ~$144M.
Worked with business, technology teams, data scientists, architects, and vendors (McKinsey, Microsoft, and Tiger Analytics) to design, build and roll out solution to multiple LOBs globally.
Implemented and operationalized Azure PaaS technology first time in MetLife.
Introduced first AI based risk assessment and real-time decisioning solution implemented in insurance industry.
Built NextGen Analytics research environment for Data Scientists to build and test analytics models.
Retired legacy analytics tools and migrated the projects to new NextGen analytics platform.
Reimagining Underwriting program will result in ~$12M projected earnings by 2022.
Developed and implemented IT Operating model to support Azure Cloud technology and NextGen platform.
Initiated and successfully completed US Consumer Data Protection (USCDP) program to comply with California Consumer Protection Act (Right to be forgotten). Total spend ~$110M.
Worked with business, architects, technology teams, and vendors (Ernst & Young, BigData, Cape Gemini etc.) to design, built, and operationalized end to end automated solution to process customer Data Scan Requests.
Managed multiple programs/work streams and POCs concurrently.
Established consolidated delivery plan and roadmap that align to business priorities.
Managed stakeholder expectations to align to realistic schedules, budgets and scope.
Developed best practices, techniques, and tools for project planning, execution, project management, ongoing milestone/deliverable tracking, communication, and key performance metrics.
Overall responsibility of program financials. Review budget proposals and recommend subsequent budget changes where necessary.
Conducted project post mortems and created recommendations reports to identify successful and unsuccessful project elements.
Coach, mentor, motivate, and supervise project team leads, team members, and contractors, and influence them to take positive action and accountability for their assigned work.
Manage external vendors and contractors (off shore & on shore) to deliver technology solutions, capabilities and support.
Global Program Manager/Director – MetLife, Model Office – US, 2015 to 2018
Successfully initiated and completed global programs;
Model Office US Group Health Claims program (Total IT spend ~121M) that included multiple global business transformation projects in multiple LOBs. The main goals of this program were to; build a world-class Claims professional organization, enhance customer experience, improve payout accuracy and Increase operational leverage.
Performed value chain analysis with business and technology teams to identify the short/long term goals.
Built fully integrated and automated claim processing system to process the claims same day.
Program delivered ~$16M of impact by first year ~35% above plan; ~$4M of operating expenses saves and ~$12M of underwriting impact.
Integrated new technologies BMP, BI, CRM, Robotics, Data Analytics Models, and ODM with legacy systems to build fully integrated claim processing system.
Integrated several analytical models, data pipelines, internal & external systems, and services in AI engine to facilitate real-time decision in claim processing.
Digitized manual process steps to build seamless automation and integration to adjudicate claims same day.
Implemented Cogito (Behavioral and Emotional Intelligence Analytics) in call centers.
Model Office Billing and Remittance (BnR) program (Total IT spend ~156M) that included multiple global Business Transformation projects in multiple LOBs;
Built and operationalized fully integrated and automated Artificial Intelligence (AI) engine to conserve policies before they get lapsed.
Conservation Analytics solution delivered $3.7M in earnings impact first year, ~$1.5M in benefits above plan, driven largely from US Retail Life conservation Analytics program.
Conserved ~5,300 customers equating to ~$12.5M in annualized premium, and ~$2.2M in margin (2.6 times plan) in first 6 months, through analytics-enabled customer conservation program.
Operationalized QuickPay mobile application capturing 9,000 payments and ~$20M in premium.
Partnered with IT leadership, business/operation leaders, external partners and suppliers to leverage Business Systems to enhance business operations.
Worked with resource managers to drive the identification of the skills, duration and effort required for successful project execution (e.g. resource demand planning).
Ensured the regular delivery of an aggregated and consistent high-level status reports that conveys KPIs, such as: actual to plan, utilization, financial burn against budget, and delivery velocity etc.
Aligned resource requests with available funding and forecasted headcount allocations, identifying gaps for escalated resolution.
Led the development of program/project management artifacts such as detailed program governance model, project plans, charter, risk assessments, phase gate reviews, and decision matrices etc.
Conducted steering committee meetings for executive status reporting.
Developed and managed program budgets and forecasts and obtained approvals from applicable stakeholders.
Monitored and analyzed actuals against established program plan and budget to identify variances and their causes and communicate to applicable stakeholders as appropriate.
Established strong working relationships with cross functional matrixed program teams.
AVP Enterprise Applications/EAI – BB&T Bank Inc. – US, 2012 to 2015
Led global Financial Systems Transformation program (Total IT spend ~$160M) including implementation of; ERP/SAP ECC (Data Analytics- BI/BO FICO, PP, MM, BPM, Project Management, BPC, and Bank Analyzer), SAP GRC, SAP SolMan, Informatica, and ServiceNow etc.
Built infrastructure and implemented SAP across the enterprise including corporate office, subsidiaries, and banking branch which resulted in replacing multiple financial and reporting systems and providing single integrated financial and reporting system.
Created, maintained, and delivered a comprehensive enterprise applications strategy, shared services/CoE model, security, roadmap and platform servicing all business functions to ensure application execution and implementation plans are aligned with both business and IT objectives and priorities.
Established goals, objectives and metrics for the Global Application Delivery Services organization.
Worked with business, technology teams, solution architects, and vendors (IBM, SAP etc.) to understand the current processes and develop to-be processes to eliminate business pain points and meet their goals.
Worked directly with business leaders to understand enterprise applications requirements and prioritize development work.
Forecast and managed budgets, staffing, execution, and success of the Global Application Delivery Services organization.
Managed the human resources of the department, i.e. staff selection, training, compensation, performance, and career planning for team of developers, application architects, and system analysts.
Managed vendors for software, services and consulting.
Overall responsibility for application security, controls, audit, compliance, and IT disaster recovery.
Performed team and staff performance evaluations, and managed personnel issues.
Senior Manager Corporate Business Transformation – Lenovo – US, 2011 to 2012
Led Business Transformation program to re-implement SAP (FiCO, SD, PP, MM, QM, WM, CRM, CRM Web, BPM, Analytics- BI/BO, SRM), Product Profitability etc.
Provided leadership, direction and coaching to Global IT Business Systems members. Managed a global team spread across multiple countries and time zones.
Managed department budgets and team of project managers, business analysts, and third-party consultants.
Overall responsibility for the management of programs/projects to ensure projects are completed on time, on budget, according to company standards and business requirements.
Identified resource requirements and resource availability considering factors of project-based initiatives and support requirements.
Worked directly with LOBs to identify the overall program objectives, systems requirements, and solution design.
Developed business transformation and change assurance strategies including communication plan, sponsor roadmap, coaching plan, training plan, risk mitigation plan, and resistance management plan.
Created and managed measurement systems to track adoption, utilization and proficiency of individual changes.
Worked with senior leaders to align and drive expectations and results.
Director International Systems – Leggett & Platt Inc. – MO, USA, 2003 to 2011
Led global ERP Implementation & Digitization program (Total IT spend ~$220M). Implemented and maintained integrated ERP system in 200 manufacturing plants/distribution centers in 37 countries including; EMEA, LatAm, and North Americas.
Initiated and completed other corporate wide strategic programs including; Data Analytics/BI, Hyperion, Data Management and Modeling, EDI, PLM, CRM, eCommerce, Bar-coding, and S&OP.
Global ERP implementation helped in centralizing the sales & operations, procurement, inventory management, financial management & reporting. Program delivered $120M cost savings in first 5 years.
Developed and implemented an effective business engagement model to establish outstanding business alignment on strategic technology roadmaps.
Managed new ERP modules, new features, and support activities across all phases of the software development life cycle.
Managed cross functional project teams from the business units, IT, and third-party contractors to support and deliver solutions relating to the projects.
Designed, implemented, and managed Help Desk system to ensure continuous systems support in 37 countries.
Overall responsibility for application security, controls, audit, SOX compliance, and IT disaster recovery.
Managed the human resources of the department, i.e. staff selection, training, compensation, performance, and career planning for the team.
Senior International Systems Manager – Leggett & Platt Inc. – MO, USA, 2000 to 2003
Established PMO to initiate, plan, execute, and control multiple parallel implementations of ERP, predictive Analytics/BI, and other strategic technology initiatives.
Developed and documented implementation and release management methodology and strategy that consequently helped to reduce overall implementation cost and delivery cycle time.
Led the cross-functional teams to design and establish regional shared service offices to establish consolidated and centrally managed financials, procurement, payroll, credit management, and treasury systems.
Directly supervised team of program and project managers, developers, system analysts.
Achieved significant cost savings and great success in ERP implementation projects due to effective planning, project management, and implementation methodology.
Established IT satellite offices and managed resources (developers, functional analysts, and solution architects), vendors and third party consultants in USA, Latin America, Europe, and Asia.
Consultant – Wichita State University – USA, Jan 2000 to August 2000: Participated in research study to improve and optimize supply chain management in Boeing.
Manufacturing Systems Manager – Stebon Ltd. – UK, 1995 to 2000: Overall Business Transformation responsibility of ERP program to convert multiple locations including; manufacturing plants, warehouses/distribution centers, and shared services office to SAP R/3.
Production Engineer – Allied Engineering. – Pakistan, 1995 to 1996
Industrial Engineer – Mian Engineering Ltd. – Pakistan, 1990 to 1991
ERP Systems: SAP (Analytics, CRM, BI/BO, BPC, SRM, Sol Man, FiCO, SD, PP, MM, QM, Project Management, GRC etc.), Epicor (iScala), and JD Edward, Oracle (EBS: Financials, Procurement and Transportation)
Other Applications & Tools: IBM SPSS, SAS Analytics, Oracle Demantra (S&OP), Hyperion suite including (HFM, Planning, BI, and DRM), EDI, Bar-coding, Demantra, MS 365, CAPS (Supply Chain Designer, TransPro, and RoutePro), Workday, Cognos, Autocad, Catia, PLM (Infor), Ariba, ServiceNow, TFS, ETL, DSS, Informatica, Robotics, BPM (Inflow), Cornerstone etc.
IT Security/Scanning Applications: Qualys, QRadar, Splunk, SafeNet (Middle Ware and Password Management), Veracode (Web Application Security Testing and Scanning), SIEM (Security Incidents & Event Management) tools, NetIQ (single sign-on, provisioning & de-provisioning) etc.
Program/Project Management: Microsoft Project, Prince, Share Point, Vision, JIRA, Clarity.
Technologies: Windows, UNIX, Azure Cloud; IaaS, CaaS, Azure PaaS services including; Azure Data Factory, Azure Functions, Azure Blob Storage, Azure Data Lake Storage, Azure Data Lake Analytics, Azur, SQL Data Warehouse, Azure SQL DB, and Databricks etc.
Master of Science
Multiple Graduate Courses
Wichita State University, USA
Master of Science
Computer Aided Engineering
Staffordshire University, UK
Bachelor of Science
UET Lahore, Pakistan
Six Sigma Black Belt
DFSS and Lean Six Sigma
Lenovo Executive Leadership
Lenovo Program Management
Leggett Team and Work Management
Leggett International Business
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