05/00–05/03

HCL Technologies Ltd., India. (HQ: Sunnyvale, CA)
HCLT is a $ 600 million software services firm.

From May 2002: Supply chain management consultant

Till May 2002:     B2B ecommerce business consultant

Responsibilities:

·        Create and implement B2B business strategy.

·        Specifications and development of: RFQ, Auctions, and Catalogs.

·        Techno-commercial proposals, client presentations, client relationships.

I gained experience in developing web-based software components, while understanding B2B ecommerce market.

03/00 – 03/01

BPR consultant: Avasarala Automation, Bangalore, India.

Company: Avasarala Automation, is flagship of Avasarala, a Rs.1 Billion group, manufacturing various industrial equipments.

Pain: Severe problem of profitability.

Solution: Study business operations to locate root cause of performance failures. Realign business operations with strategic objectives and market imperatives.

Presented business analysis and recommendations to Avasarala.

It reinforced my BPR skills and my abilities to understand and satisfy top management.

10/99 - 03/00

Chauncey Group International Ltd, New Jersey.
Consultant, ATS certification program (Associate Technology Specialist).

Chauncey is subsidiary of Educational Testing Services (ETS).

ATS tests and certifies staff in IT industry.

Designed courses, formulated test papers for web-based ATS in: Web technology, enterprise systems, digital media, database and programming/ software engineering.

·        Earned 10% of contract value as bonus for high quality, on-time work.

It refreshed my technical knowledge and developed my skills to serve a demanding and quality conscious leader.

05/97 – 01/99

BPR consultant: Thermax Ltd, Pune, India.

Company: Rs 6 Billion company with interests in Energy and Environment.

Pain: Once a market leader, Thermax was relegated to low market shares by new entrants– multinationals and local competition. Many SBU's were in red.

Objective: Business transformation to make Thermax profitable in short term, and a leader in long term.

Work: Study of organisation-- strategy, processes, people, customers, suppliers, IS and IT architecture. Diagnostics– locate problem areas, root causes.

Present a range of recommendations.

·        Mr.Abhay Nalawade, CEO Thermax: "They have more than met our expectations and we are quite satisfied with their work."

      (Link to formal Letter of appreciation).

It developed my risk taking abilities, people skills, project management skills and organizational skills. It honed my skills in understanding requirements and priorities of Top management and implementing their objectives accordingly.

04/96 – 05/96

Ballarpur Industries Ltd, India. (Foods division)

Ecommerce consultant. Summer internship at IIM Bangalore.

Objective: Develop java-enabled ecommerce site as export channel and as an interface with abroad distributors/ agents. I divided the objective in 3 parts:

1.   Feasibility of ecommerce for the problem. In 1996 ecommerce was nascent.

2.   Develop strategy to design and develop the channel.

3.   Learn programming and implement strategy formulated.

After the recommendations were accepted, I implemented the site. My work was well appreciated and the channel used as a regular route for exports.

08/90 – 07/95

Thermax Ltd., Pune, India,

Aug 91 – June 95     Enviro Division, Associate executive [Applications]

Aug 90 – July 91      Senior engineer [Design] 

Enviro makes Industrial air pollution control devices, jointly with GE and others.

Responsibilities:

·        Design, technical backup, technical project proposals worth billions of rupees.

·        Computerization, rationalization of activities, streamlining processes, creating manuals, information-exchange formats, etc.

·        Deal with people issues of change in job content, authority, turf issues, etc.

As engineer, Design, I initiated computerization and process streamlining. Hence I was entrusted with such activities for Applications dept., the biggest bottleneck.

·        Performance improvements of 500% to 1000% in customer satisfaction, cycle time, accuracy, effectiveness and manpower requirements.

This helped me get the business reengineering assignment.

It was possible only through team effort at implementation and acceptance. This built my team abilities, earning respect of peers, seniors, and top management.