Application Rationalization

I led a project for rationalizing applications across Finance and enabling functions.

This Project involved the identification of key applications and their criticality for the stakeholders, creating a “Cant do without” list by use and then driving individual application kill drives to bring down “application per use”. This later led to reduced costs due to elimination of license use, server use and reduction of CPU and people use. Savings pegged at over 2 million USD YOY for the first 5 years – currently realized for the 1st year.

My specific contributions are:

• Identification of key applications using Stakeholder interviews and feedback – VOC
• Country level review of application need – Need study/”Needs Analysis”
• Conversion of costs to quantifiable value using agreed upon technique with IT and IS teams

Audit cost Rationalization

I led a project for rationalizing cost of Auditing.

This Project involved the understanding of current costing, identifying a method to bring down costs using a benchmarking study, and mobilizing a team to set-up and operationalising solution. Savings pegged at over 2 million USD. YOY savings of 300K USD post 1st year for 3 years.

My specific contributions are:

• Work with internal and external stakeholders for identifying key problem areas
• Identify a centralized plan for audits – All countries will be audited from a central place
• Implementation of new processes for the audit with Vendor and signoff

Increase throughput for medicine batch

I led a project for throughput improvement across 2 sites for a medical product.

The project involved problem identification and detailing, Identification of key factors and their criticality for the production process, creating a “best factors” list and then driving individual factor balancing drives to bring down production time. This led to more batches at 2 sites and 8% increase in production. Specific tool used that was key to this project was DOE.

My specific contributions are:

• Identification of key factors using process review, interviews and process stapling – VOC
• Review of existing factors and how we can optimise – Need study/”Needs Analysis”
• Use of factorial design to determine how best factors fit for best production time.

Sales force Optimization

I led a project for reducing sales team related cost of a certain country.

This Project involved the key Success factors for the sales force and deploying a T & M study to formalize gaps in process. Benchmarking was carried out to identify salesmen to doctor rations and key disciplines of focus were determined. Improved sales coverage of 13% with current workforce achieved. Savings pegged at over 30K USD. Model to be replicated worldwide!

Benefits of over 3 Million USD expected over 3 year period.

My specific contributions are:

• Work with sales team to identify key weakness areas – “Less Doctor mass”
• Study the Doctor Vs Returns equation for best results
• Mapping of new processes for the sales force, in conjunction with stakeholders

Redefine processes for Financial Operations

This Project involves development of processes to set up financial Operations of iGate Global, which is aimed at enabling the organization to effectively manage funds with its clients

I Directed a team of three financial consultants, one Project manager, one project Approver and 3 users. Also a special collections team of 3 members headed by the CFO were involved in the project for the Collections perspective. The specific contributions are:

• Created and set-up Financial governance and Administration process
• Analysis of the present practices followed by the Financial team
• Developed project plan in coordination with the core team
• Identification of the to-be processes
• Development of detailed procedures, methodologies and tools for the Financial Operations
• Reduced O2C turnaround time from 120+ days to 65 days in the first iteration.