Director Program & OCM Digital Transformation Leader

SYED AKMAL ALI, MBA, PMP, LSSBB, ITIL-*, Prosci OCM

Gainesville, VA 703-***-**** ****************@*****.***

Public Trust Clearance (Nov 2027)/ Tier 2 (Valid August 2032) PMP Certified (active)

PROFESSIONAL SUMMARY

Director-level Program, PMO, and Organizational Change Management (OCM), Agile Transformation, and Digital Modernization (DM) Leader with 25+ years of experience driving enterprise-wide technology, business process, and organizational transformation initiatives across federal, transportation, healthcare, defense, and commercial sectors. Proven success leading change impact assessments, stakeholder engagement, readiness evaluations, communications, training strategies, adoption measurement, and resistance management supporting large-scale ERP (Oracle based platform), EHR, and enterprise modernization programs. Experienced partnering with executive leadership, Agile Program Managers, Agile Coaches, PMOs, and cross-functional teams to accelerate adoption of Agile mindsets, improve organizational readiness, and deliver measurable business outcomes

Experienced leading enterprise digital transformation, cloud modernization, ERP, EHR, and technology adoption initiatives in highly regulated environments. Partnered with DevOps, Infrastructure, Engineering, and Cloud teams supporting Agile delivery, cloud-native platforms, CI/CD enablement, and enterprise modernization programs leveraging AWS, Azure, and hybrid cloud environments.

Expertise includes portfolio management and coordinating Technical environment; Cloud Platforms: AWS, Microsoft Azure, Google Cloud Platform, Operating Systems: Linux, Unix, Windows Server, Methodologies: Agile, DevOps, DevSecOps, CI/CD, Tools: Jira, Azure DevOps, ServiceNow, Power BI, Tableau, and Governance: ITIL, PMP, Prosci ADKAR, ISO 9001. Successfully established Change Control and Engineering Review Boards- governance oversight. Quality Management System (QMS) structuring the organizational change management (OCM), compliance and audit readiness (ISO 9001), Lean Six sigma (LSSBB) methodologies champion: process improvement, risk management, stakeholder engagement, performance measurement, waste optimization and continuous improvement, SOPs and process flow mapping.

Former military officer and trusted advisor with extensive experience building high-performing teams, establishing governance frameworks, driving operational resiliency, and leading complex transformation programs from strategy through implementation, adoption, and sustained business value realization.

CORE COMPETENCIES

Agile Transformation & OCM

●Prosci ADKAR Methodology

●Org. Change Management (OCM)

●Agile Transformation

●Agile Adoption & Culture Change

●Scrum, SAFe & Kanban Awareness

●Change Impact Assessments

●Change Champion Networks

●Training Development & Delivery

●Communication Strategy Development

●Executive Stakeholder Engagement

●User Adoption & Reinforcement

●Agile Coaching Support

●Organizational Adoption Metrics

●Benefits Realization

●Transformation Governance

Cloud & Technology Modernization

●Cloud Transformation Programs

(AWS, Azure, GCP)

●Cloud-Native Technologies & Digital Modernization

●DevOps Governance & Delivery Oversight

●Continuous: Integration CI/ Delivery or Deployment CD Process Enablement

●Infrastructure Modernization

●Agile & DevSecOps Collaboration

●Enterprise Platform Transformation

●Cloud Migration Program Management

●Technology Portfolio Management

●Digital Transformation Leadership

Standardization & Integration

●Prosci ADKAR Methodology

●Organizational readiness Assessments

●Change Impact Assessments

●Stakeholder Analysis

●Communication Planning

●Training Development & Delivery

●TPM/TQM - Kaizen Champion

●Resistance Management

●Executive Sponsor Engagement

●Business Transition Planning

●Go-Live Readiness

●Post-Implementation Support

●Organizational Adoption Metrics

●User Adoption Strategy

Healthcare Compliance & Performance Improvement

●HRSA Compliance Readiness

●Operational Site Visit Preparation

●Regulatory Compliance

●Quality Management Systems (QMS)

●Internal Auditing & compliance

●Continuous Quality Improvement (CQI)

●Corrective Action Planning (CAPs)

●Policy & Procedure Development

●Performance Measurement

●Compliance Documentation

●Governance Reviews

●Risk Assessments

CERTIFICATIONS & METHODOLOGIES

●PMI-PMP (Current -Nov 2027)

●Prosci-Change Practitioner (OCM -July 2024)

●ISO 9001:2015 QMS - Lead Auditor (Jun-2023)

●Lean Six Sigma Black Belt (LSSBB- Feb 2012)

●ITIL-4 Foundation - Champion

●Power BI/ Tableau

●Business Process Reengineering (BPR)

●Total Productive Maintenance (TPM)

●Total Quality Management (TQM)

PROFESSIONAL EXPERIENCE

WASHINGTON METROPOLITAN AREA TRANSIT AUTHORITY (WMATA)

Senior Programs Portfolio Manager – DM ERP March 2023 – July 2026

●Led enterprise Organizational Change Management (OCM) activities supporting Digital Modernization ERP transformation across 12+ business functions and 500+ stakeholders.

●Conducted organizational readiness assessments, stakeholder analyses, and change impact assessments to identify adoption risks and develop mitigation strategies.

●Partnered with business leaders, technology teams, implementation vendors, and program governance boards to drive successful adoption of modernized business processes and digital capabilities.

●Developed and executed communication, training, stakeholder engagement, and reinforcement strategies to support sustainable organizational change.

●Established adoption metrics, executive dashboards, and KPI reporting frameworks to measure business readiness, user adoption, and change effectiveness.

●Supported Agile delivery teams through structured governance, stakeholder alignment, dependency management, and continuous improvement initiatives.

●Manage portfolio governance activities (end-to-end project lifecycle management) including integrated master schedules, risk management, resource planning, change control, dependency management, executive reporting, and performance measurement.

●Translate executive priorities into structured project plans, defined scope, milestones, ownership models, dependencies, and measurable outcomes.

●Manage multiple concurrent projects through definition, planning, implementation, stabilization, and closeout phases.

●Maintain governance controls including RAID logs, risk assessments, action tracking, status reporting, change management, and executive decision support.

●Facilitate executive sponsorship, established governance boards, readiness assessments, stakeholder engagement activities, and strategic communications supporting successful business adoption and operational transition.

●Collaborated with Cloud, Infrastructure, DevOps, and application teams supporting enterprise ERP modernization initiatives utilizing cloud-native technologies, Agile delivery methodologies, and CI/CD deployment practices.

●Developed and delivered Quality Management System (QMS) training programs, compliance awareness initiatives, and continuous improvement activities supporting operational excellence, audit readiness, standardized process adherence, and stakeholder accountability

Key Achievements

●Oversaw DM ERP transformation initiatives across 12+ business modules and 500+ stakeholders.Managed a modernization portfolio exceeding $5 million.

●Supported Change Readiness, across more than 8 DM departments including Operations, Finance, Supply Chain, Procurement, Maintenance, HR, Technology, and Governance.

●Reduced manual reporting effort by 40–60% through automated KPI dashboards and standardized reporting processes.

●Maintained 100% audit compliance and zero major findings for four consecutive years.

BAYSTATE HEALTH (BSH)

Healthcare Operations, Compliance, Quality Improvement & Change OCM-Leader.

Nov 2021 – Dec 2022

●Led Organizational Change Management activities supporting managing the Health Resources and Services Administration (HRSA) Operational Site Visit (OSV) requirements and maintaining FQHC status.

●Conducted enterprise stakeholder assessments, organizational readiness reviews, and change impact analyses supporting healthcare systems modernization initiatives.

●Developed communication strategies, change champion networks, training programs, and stakeholder engagement plans to improve organizational adoption and business process transformation outcomes.

●Implemented Agile project delivery practices and continuous improvement methodologies supporting operational transformation initiatives across multiple healthcare facilities.

●Measured adoption effectiveness through performance indicators, organizational feedback mechanisms, and business transformation metrics.

●Collaborated with clinical, operational, and administrative leaders to identify process gaps, develop mitigation strategies, and support sustainable organizational performance improvements.

●Conducted stakeholder assessments and change impact analyses to identify operational, clinical, and administrative impacts resulting from business process transformation initiatives (Change Champion Network).

●Managed Care & Health Plans: advising Medicaid managed care organizations (MCOs) on community health strategy, social determinants of health (SDOH), value-based care.

●Partnered with executive leadership, department managers, HR teams, and operational stakeholders to drive organizational acceptance and sustain behavioral change.

●Developed and executed communication strategies, training plans, stakeholder engagement programs, and change readiness activities supporting enterprise-wide transformation efforts.

●Established performance metrics and adoption indicators used to monitor implementation effectiveness and organizational business process transformation acceptance.

●Facilitated workshops, leadership briefings, and change champion activities to improve stakeholder engagement and support continuous adoption efforts.

●Developed SOPs, governance models, performance metrics, and project documentation.

●Facilitated cross-functional collaboration among technical, operational, and leadership teams, post implementation support.

●Implemented Agile methodologies supporting efficient project delivery and continuous improvement.

COGNOSANTE / ERPI

Sr. Project Manager – Veterans Health Administration Modernization Programs Feb 2018 – Nov 2021

●Executive Governance Support healthcare modernization and technology transformation initiatives affecting 158 Veterans Affairs Medical Centers nationwide.

●Collaborated with Cloud, Infrastructure, DevOps, and application teams supporting enterprise ERP modernization initiatives utilizing cloud-native technologies, Agile delivery methodologies, and CI/CD deployment practices.

●Identified stakeholder concerns, organizational resistance, and operational impacts while developing mitigation and adoption strategies.

●Facilitated executive communications, leadership briefings, governance reviews, and organizational readiness activities supporting successful implementation and adoption of modernization initiatives.

●Applied Prosci ADKAR principles to improve stakeholder acceptance and sustain organizational change across geographically dispersed healthcare organizations.

●Established communication channels, Policy Review & Approval Processes governance, and executive reporting mechanisms. Successful implementation and adoption of modernization initiatives.

●Managed a 14-member cross-functional project team supporting end-to-end project delivery including scope definition, planning, scheduling, risk management, stakeholder engagement, implementation readiness, and executive reporting.

●Facilitated coordination, provided daily COVID-19 PPEs distribution and planning updates among senior government stakeholders, operational leaders, logistics partners, and deployment teams nationwide.

●Compliance Oversight; logistics teams, distribution partners, operations personnel, and executive stakeholders nationwide.

●Served as primary project contact for stakeholders and leadership teams. Led change management and communication activities to support successful deployment and user adoption during rapidly evolving operational conditions.

●Board Reporting: developed project schedules, implementation plans, RAID logs, dashboards, and executive reports.

●Managed project risks, dependencies, resource constraints, issue resolution, and change management activities, through daily tracking and cross functional team training to ensure total support for VHA stakeholders.

Key Achievements

●Led enterprise-wide COVID-19 logistics and supply chain operations supporting 158 VHA Medical Centers, ensuring 100% continuity of PPE distribution with zero deployment errors during a national public health emergency.

●Directed nationwide planning, standardization, integration, and distribution workstreams (process flow mapping) for the VHA COVID-19 response, aligning stakeholders across clinical, operational, logistics, procurement, and executive leadership functions.

●Played instrumental role for the Electronic Health Records (EHR) and EMR Transformation; established governance, risk mitigation, and stakeholder engagement processes that enabled timely decision-making, resource prioritization, and uninterrupted support for frontline healthcare operations.

●Earned recognition as the VHA's Top Project Manager for COVID-19 Response.

●Applied Prosci ADKAR principles to improve stakeholder acceptance and sustain organizational change across geographically dispersed healthcare organizations.

ATLAS GROUP LTD.

Project Manager – DoD Technology Modernization Programs Feb 2012– Dec 2017

●Managed Department of Defense- DoD SBIR-Small Business Innovation Research, and STTR- Small Business Technology Transfer programs, modernization and implementation, supporting 13 DoD organizations.

●Spearheaded enterprise-wide adoption of the DoD Direct-to-Phase II SBIR/STTR initiative across all 13 DoD organizations, standardizing implementation processes within the $2 billion SBIR/STTR portfolio and accelerating the delivery of innovative technologies from R&D to operational capability.

●Developed project charters, implementation plans, stakeholder engagement strategies, and governance documentation, standardizing implementation processes.

●Spearheaded multiple “ Working Groups”; through Executive Sponsorship (a DoD Project Management initiative) to streamline and revise systems efficiencies and update process documents and update Standard Operating Procedures (SOPs).

●Directed cross-functional teams of government leaders, technical SMEs, contractors, and industry partners to successfully execute strategic modernization and technology-transition programs.

●Produced executive briefings, governance reports, and performance dashboards supporting senior DoD leadership in evaluating program effectiveness, technology investments, and strategic priorities.

●Supported the transition of emerging technologies from research and development to operational capability, strengthening innovation adoption and mission readiness across DoD organizations.

Key Achievement

●Oversaw Atlas Group team initiative, the planning, execution, and oversight of the DoD SBIR/STTR Workshop—a three-day national event in San Antonio—successfully engaging 225 small businesses from across the country, coordinating multiple DoD organizations, and achieving seamless program delivery, stakeholder satisfaction, and mission objectives.

MICRON TECHNOLOGY

Program Manager – Supply Chain, Materials Management & Quality Systems

Jan 2010 – Jan 2012

●Integrated demand, supply, inventory, and business planning processes to deliver exceptional customer service while optimizing inventory, working capital, and supply chain performance.

●Directed multidisciplinary teams spanning engineering, operations, supply chain, quality, and vendor organizations to execute strategic transformation initiatives and drive operational excellence.

●Improved inventory accuracy from 92% to 99%+ through enhanced inventory controls, cycle counting processes, and material tracking systems.

●Led warehouse layout redesign and 5S implementation projects, resulting in a 25-35% reduction in material handling time and improved floor space utilization.

●Reduced inventory shortages by 30%+ through improved material planning, improved procurement cycle time, replenishment strategies (setting up MOQs -minimum order quantity), and vendor collaboration (inventory stocking and billing).

●Streamlined vendor management processes, improving supplier on-time delivery performance by 20% and reducing material lead-time variability.

●Designed and optimized kitting process workflows, reducing kit preparation time by 40% while improving production readiness and material availability.

●Conducted process flow mapping and value stream analysis initiatives that eliminated non-value-added activities, improving operational efficiency by 25%.

●Improved BOM material availability to support multiple stakeholders, achieving 98%+ material availability for production schedules and engineering requirements.

●Reduced excess and obsolete inventory by 15-20%, generating significant working capital savings.

●Established KPI-driven inventory and warehouse management processes that improved productivity, transaction accuracy, and service levels.

●Cross-functional alignment, enables data-driven decision-making, and ensures execution of a best-in-class SIOP process that supports profitable growth.

EARLY CAREER EXPERIENCE (2001 - 2010)

●Program Manager, Logistics & Infrastructure Operations – Komtek

●Materials Project Manager – Gemini Air Cargo

●Director of Operations & Warehouse Management – BCP

●Business Analyst & Resource Management – Broadlane

EDUCATION

MBA, Project Management Hamdard University

Bachelor of Science, Management Sciences Pakistan Naval Academy

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