Experience

Flextronics Technologies (India) Pvt Ltd

For over 55 years, Flex has been the manufacturing partner of choice for leading brands, enabling them to bring critical technologies to market. The focus has been on enhancing core manufacturing and supply chain capabilities while expanding portfolio of proprietary products and value-added services, going above and beyond to simplify customer’s product lifecycle development and production.

September, 2018

Senior Manager – Software Asset Management

Strategic Leadership: Led global SAM and engineering license management programs with an annual spend of $9M.
Cost Optimization: Drove license optimization, compliance, and audit preparedness across multiple engineering tool vendors, resulting in the implementation of a continuous license optimization framework that reduced underutilization and saved costs.
Vendor Management: Managed global vendors and led contract negotiations, renewals, and cost-reduction initiatives.
Governance: Led a diverse team across time zones, ensuring governance, process maturity, and SLA adherence.
Stakeholder Satisfaction: Enhanced stakeholder satisfaction through improved communication, reporting, and service delivery.

September, 2018

April, 2015

Manager – Project & Delivery Management

PMP Leadership: Led PMO initiatives promoting project management standards across the organization.
Project Delivery: Acted as primary customer interface for global IT services, ensuring SLA and delivery excellence.
System Implementation: Implemented Planview across the organization, significantly improving timeline accuracy.
Executive Reporting: Delivered executive committee risk and budget summaries with improved forecasting accuracy.
Cross-Functional Collaboration: Worked with business analysts and developers to build Tableau-based portfolio reporting.

April, 2015

July, 2010

Assistant Manager – Business Analysis & Delivery

Global ERP Implementation: Delivered a large ERP (BaaN V) implementation for a major global acquisition across procurement, order management, production, warehousing, and finance.
Liaison: Acted as liaison between business users and technical teams for engineering and ERP systems.
Process Management: Gathered requirements, defined processes, facilitated workshops, and managed UAT cycles.
Development Management: Managed development and delivery using in-house tools (similar to JIRA).

July, 2010

April, 2007

Consultant / Associate Consultant – Business Analysis

Functional Specifications: Analyzed business requirements and created functional specifications for multi-site engineering and ERP deployments.
Technical Support: Supported custom engineering tool integrations and enhancements.
Global Coordination: Coordinated UAT and system readiness across global stakeholders.

April, 2007

netGuru Limited

Initially joined at Research Engineers Limited but later was transferred to netGuru Limited (parent company for Research Engineers Limited) as Research Engineers Limited was acquired by Bentley Systems.

May, 2005

Executive – Marketing & Business Development

Pre-Sales & Compliance: Managed pre-sales for STAAD engineering software, including anti-piracy campaigns and license compliance.
Service Delivery: Led service delivery for an e-Governance portal for the Government of Jharkhand.
Customer Satisfaction: Increased customer satisfaction by 20% through training and awareness initiatives.

May, 2005

Case Studies

Strategic governance delivered millions in cost avoidance and compliance.

Strategic License Optimization Framework

Driving Cost Avoidance Through Continuous License Optimization

This project demonstrates the application of strategic SAM principles to a high-value engineering software portfolio. By moving beyond reactive license management, we established a proactive framework that delivered immediate and sustainable financial returns while mitigating significant audit risk.

The Challenge

A global engineering firm faced escalating costs and high risk exposure due to a decentralized approach to managing its high-value design and engineering software portfolio. The annual spend of $9M was plagued by significant license underutilization and a lack of clear visibility into true Effective License Position (ELP).

The Strategy

Leveraging PMP principles, a multi-phase project was initiated to implement a continuous license optimization framework. This involved deploying a usage monitoring tool, establishing a centralized governance model, and leading strategic contract negotiations with key vendors (e.g., Autodesk, Dassault). The solution focused on proactive license harvesting and a ‘right-sizing’ strategy.

The Impact

Cost Avoidance: Achieved a 15% reduction in annual software spend through the identification and harvesting of underutilized licenses. Compliance: Minimized audit exposure, resulting in a zero-finding result in the subsequent vendor audit. Efficiency: Enhanced stakeholder satisfaction by improving the speed and accuracy of license provisioning.

Key Takeaway

This project underscores that SAM is a strategic financial function, not just an IT task. By implementing a PMP-driven, continuous optimization framework, organizations can transform their high-value software spend from a liability into a reliable source of cost avoidance and competitive advantage.

PMP-Led Global System Implementation

Enhancing Project Governance and Forecasting Accuracy

This case study highlights the critical role of PMP-certified leadership in delivering complex IT projects. The initiative focused on standardizing project management practices across the organization to improve executive visibility, resource allocation, and the reliability of financial forecasting.

The Challenge

A large enterprise lacked standardized project management practices, leading to inconsistent project delivery, poor timeline accuracy, and unreliable financial forecasting for IT initiatives at the executive level.

The Strategy

As the IT Project Manager, I led the implementation of Planview across the organization, establishing a centralized Project Management Office (PMO) governance structure. The project included standardizing reporting templates, integrating risk management protocols, and training cross-functional teams on PMP best practices.

The Impact

Forecasting Accuracy: Improved executive committee risk and budget summaries, leading to a 25% increase in forecasting accuracy for IT project budgets. Governance: Successfully deployed the new system on time and within budget, establishing a single source of truth for project portfolio management and dramatically improving project visibility.

Key Takeaway

The success of any major system deployment hinges on structured project governance. This case demonstrates the power of applying PMP principles to IT initiatives, resulting in improved executive confidence, reliable forecasting, and a sustainable model for future project delivery.

ERP & Engineering Process Alignment

Seamless Post-Acquisition Integration via ERP Deployment

This project showcases expertise in large-scale system delivery and business analysis, specifically within the context of a major corporate acquisition. The goal was to ensure the rapid and complete functional alignment of the newly acquired entity’s processes with the existing global ERP platform.

The Challenge

Following a major global acquisition, the organization required the rapid and seamless integration of the acquired entity’s business processes into the existing BaaN V ERP system. This required aligning critical functions, including engineering, procurement, and finance.

The Strategy

I served as the lead Business Analyst and Delivery Manager, driving the full ERP implementation lifecycle. This involved acting as the primary liaison between technical developers and business users, creating functional specifications, and managing the UAT cycles to ensure 100% functional alignment across all departments.

The Impact

Integration Success: Achieved 100% functional alignment across all critical departments, ensuring a smooth transition for the newly acquired entity. Operational Efficiency: The successful deployment standardized processes across the global footprint, eliminating redundant systems and improving overall operational efficiency.

Key Takeaway

Effective business analysis is the bridge between technical implementation and business success. This integration project highlights the necessity of expert liaison and process definition to ensure that large-scale system deployments fully support the operational needs of a complex, multi-site organization.

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