Global IT Program Manager - GenAI, Oracle, SAP Expert - 16+ Years

Profile Summary

Project Manager with ** years of IT industry experience, including 16 years of B2B and B2C client management and approximately 15 years in project/program management. Specialized in multi-platform delivery across GenAI, Oracle (SCM, Procurement, Inventory, Order Management, Manufacturing), SAP (ERP, SCM, PP, MM, SD), SharePoint, .NET Core.

Successfully led 50+ global IT and digital transformation projects valued at over $15M, achieving 95–98% on-time delivery and consistently high client satisfaction. Directed 24+ cross-functional programs with budgets ranging from $100K to $2M, delivering measurable business value through cost optimization, compliance assurance, and operational excellence.

Expertise in stakeholder engagement, project planning and delivery, project cost and cost control, resource management, resource allocation and resource cost management and risk mitigation, with proven ability to enhance delivery efficiency by 35% through Agile and DevOps practices. Adept at bridging legacy systems with modern platforms, ensuring scalable, compliant, and future-ready solutions for enterprise global clients

(US,UK,Europe,Australia,Middle East,Asia).

Strategic Contributions:

Delivered a GenAI-powered knowledge platform that improved internal search efficiency by 40%

Oracle Fusion SCM Cloud Implementation – Directed rollout of Procurement, Inventory, Order Management, Manufacturing, and Cost Management modules; project value $2.5M. Delivered 30% faster procurement cycles, reduced inventory holding costs by 20%, and improved order fulfilment accuracy to 98%.

Oracle Fusion ERP Cloud Transformation – Migrated finance operations to General Ledger, Accounts Payable, Accounts Receivable, and Fixed Assets modules; project value $1.8M. Reduced manual reconciliation effort by 40%, cut reporting timelines by 25%, and improved compliance audit readiness by 100%.

Global Supply Chain Optimization (Oracle Cloud SCM) – Implemented Supply Chain Planning, Logistics, and Warehouse Management modules; project value $3M. Enhanced demand forecasting accuracy by 25%, reduced logistics costs by 15%, and improved warehouse throughput by 35%.

Directed the strategic implementation and optimization of Oracle NetSuite across Finance, Procurement, and Inventory modules, integrating operations across 4 global regions and 7 business units. Delivered a 35% reduction in manual reporting, ensured compliance with multi-country financial regulations, and improved procurement cycle efficiency by 28% through automated workflows and seamless cross-functional collaboration.

Name : Indrajyoti Das

Email id : **********.***@*****.*** //

*************.****@*****.*** // **************@*****.*** Linkedin Profile : https://www.linkedin.com/in/indrajyoti-das- 160632186/

Mobile : 965-***-**** // 983*******

Led Oracle Fusion Cloud implementation across Finance and SCM modules, improving process automation by 40% and reducing reporting cycle time by 35% through optimized configuration and data migration.

Spearheaded ERP migration to Oracle Fusion Cloud, enhancing cross-functional integration and reducing manual processes by 45%, while enabling real-time financial visibility and scalable operations across finance, HR, and supply chain.

Consolidated and reduced multiple legacy applications across HR, Sales, Procurement, Logistics, Operations, and Finance into a unified SAP S/4HANA platform. Approx. $2M program value, executed in phased rollout across global business units.

Implemented key S/4HANA modules including SAP SD (Sales & Distribution), MM (Materials Management), HR, FI/CO (Finance & Controlling), and Logistics Execution.

Reduced system redundancies by 60%, lowering IT maintenance costs by 25% annually.

Improved end-to-end process efficiency by 35%, with faster order-to-cash and procure-to-pay cycles.

Enhanced reporting accuracy and compliance, cutting manual reconciliation efforts by 40%.

Increased customer satisfaction scores by 20%, driven by streamlined sales and logistics operations.

Managed SAP project: Managed a project budget of $800K, delivering the solution 2 weeks ahead of schedule and within budget. Improved order processing efficiency by 40% through automation of sales order and billing workflows. Reduced manual errors in invoicing by 60% via integration with SAP FICO and real-time validation rules.

Increased project delivery efficiency by 30% through optimized sprint planning and resource allocation.

Generated over $500K in new business through strategic client engagement and solution consulting.

Streamlined invoice processing and timesheet tracking, reducing administrative overhead by 2.

Directed enterprise-wide change initiatives for ERP and telecom rollouts across 5 countries, achieving 95% user adoption within 3 months and reducing transition downtime by 30%.

Formulated and executed change management strategies aligned with organizational objectives, resulting in 20% faster adoption rates and a 15% improvement in operational efficiency.

Established structured communication frameworks that engaged over 1,000 stakeholders, fostering transparency and trust, which led to a 40% increase in stakeholder satisfaction scores. Skills

Project management and delivery

Stakeholder engagement and coordination

Resource allocation and planning

Cost estimation and analysis

Vendor and invoice oversight

Scrum methodology and JIRA tracking

Data modelling and management

Requirement gathering and analysis

Timesheet management and utilization

Portfolio oversight and risk management

Process improvement strategies

Strategic planning and contract negotiation

Cross-functional collaboration techniques

Milestone tracking and compliance monitoring

Logistics management and project scope oversight Professional Experience

Advatix (From 23

rd

June’25-22

nd

December,2025)

Project Manager

i) Project & Program Management

Captured and documented customer requirements and integration points to ensure alignment with business objectives.

Delivered project scope with high quality, adhering to approved timelines and budget constraints.

Led enterprise-wide change initiatives ensuring smooth adoption of ERP and telecom systems across multi-country rollouts.

Developed and executed change management strategies aligned with organizational goals, minimizing resistance and accelerating adoption.

Designed communication frameworks to engage stakeholders at all levels, fostering transparency and trust during transitions.

Conducted impact assessments and readiness evaluations to identify risks, gaps, and training needs before implementation.

Supported project estimation by collaborating with key contributors to define scope, tasks, deliverables, milestones, resources, and cost projections.

Managed end-to-end project administration including timesheet reviews and variance analysis between planned and actuals.

Ensured accurate submission of forecasts, resource utilization metrics, and achievement of targeted project profitability.

Complied with organizational standards for quality, metric reporting, and automation in project delivery.

Delivered Project

Duration: 6 months, executed in phased rollout across global business units.

Resource Count: 25 cross-functional team members (consultants, developers, business analysts, and SMEs).

Project Budget: Approx. $3.5M.

Scope: Consolidated and reduced legacy applications across HR, Procurement, Sales, Finance, and Operations into a unified SAP S/4HANA platform.

Modules Implemented:

SAP HR (Human Resources) – streamlined payroll, workforce management, and compliance.

SAP MM (Materials Management) – optimized procurement and supplier collaboration.

SAP SD (Sales & Distribution) – improved order-to-cash cycle and customer engagement.

SAP FI/CO (Finance & Controlling) – enhanced financial reporting, reconciliation, and cost control.

SAP Logistics Execution – modernized operations and reduced delivery lead times. Business Value Delivered

Reduced legacy systems by 65%, lowering IT maintenance costs by 30% annually.

Improved end-to-end process efficiency by 35% across HR, procurement, and sales.

Increased customer satisfaction scores by 20% through faster order fulfilment and accurate reporting.

Achieved on-time delivery within budget, ensuring smooth adoption and scalability. Stakeholder & Communication Management

Maintained consistent communication with customers and internal teams through weekly/monthly reports and escalation handling.

Acted as central point of contact throughout the project lifecycle, facilitating post-mortem reviews and knowledge sharing.

Worked with third-party contractors and technology sub-contractors and technology partners to ensure seamless integration and delivery

Strategic Delivery & Continuous Improvement

Identified and implemented delivery best practices to enhance project outcomes and team performance.

Achieved high customer satisfaction through successful deployment of new solutions and proactive issue resolution.

Compiled customer feedback and deployment challenges to inform product enhancements and roadmap decisions.

Led and participated in strategic initiatives beyond core project delivery, contributing to organizational growth and innovation.

Managed weekly resources planning and financial forecasting to maintain operational efficiency and budget adherence.

Publicis Resources (From March’23- June’25)

Project Manager : -

Company Overview: We operate as a global cost centre, delivering comprehensive IT support and business management services across the Publicis Groupe.

Responsibilities:-

I lead three cross-functional teams, comprising over 40 developers, 10 QA specialists, and 3 solution architects, providing end-to-end support for Oracle,SAP, SharePoint, GenAI initiatives.Our responsibilities span system revamps, feature enhancements, and ongoing maintenance. My role encompasses client relationship management, requirement gathering, resource and sprint planning, profitability analysis, project lifecycle tracking, timely delivery of deliverables, and contract oversight.

Planning: Accumulate all the business requirements, plan them accordingly, and determine the project delivery timelines, risks, and costs.

Sprint Planning: Understanding the bandwidth of each resource allows us to determine delivery timelines. Simultaneously, we prioritize deliveries based on commitments and manage bandwidth accordingly.

Change Management : Strategic Project and Program Management Leader with 16+ years of experience driving enterprise-wide change, governance, and value delivery across ERP, software development, and telecom initiatives. Proven success in leading multi-country rollouts, embedding cultural transformation, and achieving measurable outcomes such as accelerated adoption, improved efficiency, and enhanced ROI. Skilled in contract and SOW management, securing favourable vendor terms, streamlining processes, and delivering cost efficiencies with strengthened stakeholder trust and accountability. This version is crisp, high-impact, and ideal for the top of your resume to immediately position you as a transformation and governance leader.

Contract/SOW Management : I have consistently driven governance excellence and value delivery through strategic contract and Statement of Work (SOW) management. By negotiating and managing multi-million-dollar vendor contracts, I secured favourable terms aligned with organizational objectives while establishing governance frameworks that strengthened compliance, mitigated risks, and enforced accountability. I streamlined contract lifecycle processes, reducing cycle times by 20% and achieving 95% SLA compliance, while collaborating with legal and procurement teams to resolve disputes and safeguard organizational interests.

In parallel, I ensured SOWs were fully aligned with business objectives, delivering measurable outcomes such as accelerated timelines and cost savings of up to 15%. Through stakeholder workshops and requirement refinement, I minimized scope creep and enhanced delivery accountability. By embedding value-tracking metrics within SOWs, I enabled transparent ROI measurement and optimized vendor engagement, reducing disputes and improving stakeholder satisfaction. Together, these efforts reinforced organizational confidence in project execution and consistently delivered measurable business impact.

Stakeholder Engagement: Conduct weekly status reports, daily scrums, and timely meeting notes, while building strong client relationships, ensuring accountability in delivery, and working with leadership on improvement plans.

Project Delivery: Led the successful delivery of enterprise-grade solutions leveraging SharePoint for collaboration and document governance, Generative AI for intelligent automation and content generation, and .NET Core for scalable, cross-platform application development. Enabled seamless integration across business systems, improved operational efficiency by 30%, and accelerated decision-making through AI-driven insights and custom-built dashboards. Collaborated with cross- functional teams and stakeholders to ensure alignment, performance optimization, and measurable business outcomes.

Resource Management: Experienced professional with a strong background in resource management, specializing in optimizing the allocation of human, financial, and physical resources to improve operational efficiency, reduce costs, and support project delivery. Proven ability to forecast needs, balance workloads, and streamline processes across cross-functional teams.

Risk Management: Define and maintain RAID logs, proactively communicate risks, develop mitigation plans, and manage escalations as needed.

Quality Management: Ensure deliverables meet defined standards, track and update client feedback per timeline requirements, engage architects on design, and consult with delivery teams to uphold quality measures. Financial Management: Collaborate with teams to define budget requirements, and align financial planning with program objectives.

Vendor Management: Selecting vendors, negotiating contracts, managing vendor relationships' performance, and ensuring that the vendors deliver quality services on time and within budget. The goal of vendor management is to maximize value, reduce risks, and create mutually beneficial partnerships that align with the organization's strategic objectives.

Contract Management: From drafting to end-to-end workflow management, obtaining HCP signatures on regulatory documents, and final internal approvals—ensures that all contracts are accurate, compliant, and executed on time.

Contract Management: From drafting to end-to-end workflow management, obtaining HCP signatures on regulatory documents, and final internal approvals—ensures that all contracts are accurate, compliant, and executed on time. By leveraging digital tools and clearly defined procedures.

Strategic Thinking and Problem-Solving: Focus on working with senior leadership on business development activities, and tracking project backlogs, which can enable us to track and manage timelines better.

Delivery Discipline: Ensure that the aligned project methodology is adhered to, irrespective of any resistance from workstreams.

Creating a P&L report for every sprint, invoice management, release planning, schedules, and communications.

Manage onboarding.

Managing three teams.

Resource planning according to the current and pipeline projects. Incedo (From September’22- Feb’23)

PMO Manager : -

Company Overview: We are managing the Verizon account, which is one of the leading telecom companies in the USA, having more than 450 consultants and 150 stakeholders

(internal/external) in the project, which includes offshore, onshore, and contractual developers, architects, and delivery heads.

Managing approximately. 20 large and mid-size projects, ensure that projects are being delivered on time, and manage the cost.

Successfully led end-to-end implementations of Oracle ERP and Microsoft Dynamics within telecom environments, aligning enterprise systems with operational and regulatory demands across Finance, Procurement, Inventory, and Customer Service functions. Delivered measurable outcomes including:

35% reduction in manual reporting and enhanced real-time financial visibility through Oracle ERP’s integrated dashboards and compliance frameworks.

40% improvement in operational efficiency via Microsoft Dynamics, leveraging automation and seamless integration with existing Microsoft ecosystems.

Enabled cross-functional collaboration across global teams and vendors, ensuring timely delivery, system scalability, and alignment with telecom-specific workflows such as asset tracking, service provisioning, and billing reconciliation.

Tracking all the docs (SOW, CR form, UT sign-off, QC sign-off, UAT sign-off).

Managing the finance part of the business and determining the gross margin.

Profit and Loss management.

Auditing and tracking all the projects, and taking updates during Scrum meetings.

Managing stakeholders according to all the projects.

Managing all the contracts, whether they're fixed time material or time and material.

Managing the milestone dates and the respective payments.

Managing the SOWs.

Resource Management / Managing the RMG pool.

Creating projects, milestones, and invoices in Microsoft Dynamics, and managing them.

Auditing and managing the timesheet of the resources.

Creating a revenue report for every project, including the Global SOW.

Managing billable and non-billable resources, and checking the RMG pool.

Project allocation.

Onboarding and offboarding.

Creating an SOP to improve business/customer experience and increase the gross margin.

Working closely with the delivery heads to understand the project challenges, and make decisions to reduce revenue leakage.

We are managing the Verizon account, which is one of the leading telecom companies in the USA, having more than 450 consultants and 150 stakeholders (internal/external) in the project, which includes offshore, onshore, and contractual developers, architects, and delivery heads.

Cambridge Technologies Enterprises Ltd (From August’20- August’22) Project Coordinator:

Led the full-cycle implementation and optimization of Microsoft Dynamics Navision across Finance, Inventory, and Procurement modules, spanning 5 business units and 3 countries.

Established standardized processes and governance frameworks, improving reporting accuracy by 30% and reducing manual reconciliation time by 40%.

Maintained seamless communication with internal stakeholders and external vendors, ensuring alignment on deliverables, timelines, and system objectives.

Collaborated with business users to gather feedback and drive iterative enhancements, resulting in a 25% improvement in user adoption and operational efficiency.

Partnered with technical teams to resolve integration and performance challenges, enabling stable system rollout and long-term scalability.

Directed the strategic implementation of Oracle NetSuite across 7 business units and 4 global regions, covering Finance, Procurement, Inventory, and Sales functions.

Delivered a 35% reduction in manual reporting efforts and a 28% improvement in procurement cycle efficiency through automation and process redesign.

Facilitated cross-functional collaboration and vendor coordination, ensuring compliance with multi-country financial regulations and timely delivery of project milestones.

Led iterative system enhancements based on user feedback, boosting functional alignment and stakeholder satisfaction across departments.

Resolved customization and integration challenges in partnership with technical teams, enhancing system performance and enabling real-time data visibility. Netsmartz InfoTech (From October’19- April’20)

PMO : -

Successfully managed 60 projects across USA, Singapore, UK, and Australia, ensuring 24 delivered on time.

Led Gurgaon Site operations for PMO team, overseeing contract management and vendor relations.

Managed 18 developers and eight vendors to achieve project objectives efficiently.

Conducted audits of projects and Project Managers to ensure compliance and quality.

Facilitated invoicing and collection processes, improving billing efficiency and outstanding payment recovery.

Generated monthly profit and loss reports to track financial performance.

Coordinated Scrum meetings and training sessions to enhance team productivity.

Collaborated with sales team on existing and new client initiatives. British Telecom (From December’15- May’19)

QA : -

Coordinated stakeholder engagement to align project goals and expectations.

Conducted comprehensive audits of project documentation and timesheets.

Managed vendor relationships to ensure compliance and performance standards.

Facilitated SEPG team coordination to enhance project efficiency.

Participated in call calibration sessions to improve communication quality.

Oversaw contract management processes to maintain regulatory compliance.

Achieved quarterfinalist status for Challenge Cup in 2016.

Successfully completed Challenge Cup project in 2017. Olygex Solutions Pvt Ltd (from October,2010 till Nov,2015) Project Coordinator

Managed 12 developers and 4 vendors to ensure project alignment and efficiency.

Coordinated project management activities, resources, and information flow.

Broke projects into actionable tasks with defined timelines.

Liaised with clients to clarify requirements, scope, and objectives.

Assigned tasks to internal teams while assisting with schedule management.

Ensured client needs were met throughout project evolution.

Prepared budgets and monitored expenditures using project management tools.

Analysed risks and opportunities to enhance project outcomes. IBM (From 9th January - 2008 till 30th May, 2009)

Senior-Ops

Key Result Area in IBM, I have worked as a Senior Ops for 18 months.

As a Senior Ops, I had to maintain the floor, take escalation calls, and if someone had any problem regarding performance in the team, then I had to resolve it.

Barging calls and giving feedback to the team member was also a responsibility. Pagelink Pvt LTD (From July 2007 – December 2007)

CSA

I have worked as CSA in Pagelink for an Inbound process. EDUCATION

Completed B.Com with 55 % from Indira Gandhi National Open University in 2011

Completed Higher Secondary from W.B.B.H.S.E. WITH 48% in 2007

Completed Madhyamik from W.B.B.S.E with 63.5% in 2005. PERSONNEL DETAILS

DOB : 22ND September, 1989

FATHER’S : MR.Narayan Chnadra Das

MATRIMONIAL STATUS : Married

RELIGION : Hindu

NATIONALITY : Indian

PERMANENT ADDRESS : Sodepur Panihati,Kolkata 700113

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