chaitali shah

Accelerated 2 year roadmap to deploy S&OP process, defined multi-year scope with phased quarterly milestones, mapped schedules, designed budget plan, risk and mitigation planning, defined steering committee engagements, staff training and supervision, designed content & communicated with stakeholders, and Executive management functions. Engaged 20+ key executives in the implementation and adoption of robust S&OP process/IBP program releases. Implemented new business strategies that led to 5% to 15% improvements in flexibility planning, demand shaping, ship targets, reduced inventory levels and improved lead- time, market share, margins, and core business processes. Designed and launched a scalable annual boot-camp training program for 45 product managers on monthly process, RACI, SIPOC, and calendar cadences. Authored demand-supply process playbook and governance model for 40% time gain on new employee onboarding

* Brought on board to lead full life cycle of multiple business-critical projects. Evaluated supplier performance in areas of procurement, sourcing, and cost models. Partnered with engineers, analysts, and developers to establish IBM employee education database tracking $12M in funds. * Streamlined procurement processes through supplier visits and business needs monitoring. * Eliminated 240 man-hours ($60K annually) by creating database to track global cost savings. * Executed budget to launch fulfillment centers in China, resulting in $15M savings in 2 years.

Leading the pre and post deployment process and support model on the Agile Product Life Cycle Management application across 8000 users for multiple program releases. Migrating internal users, Cisco Mfg Partners from 28 legacy applications to Agile PC and PG&C modules, including on-boarding Cisco Acquisitions to integrate into Agile. Leading the cross-functional groups of Product Operations, Global Supply Planning, Component Quality & Technology and the Compliance teams on defining business metrics and creating test plans, simulated cycles for phased deployment of metric reports for Executive Management review of trends analysis.

* Directed e2e operations, developed project plan with key milestones, supervised functional specifications, designed and communicated implementation plan, conducted cost/benefit analysis, recommended solution approach to deploy releases. * Led multi-year $60m operation on quarterly release plan, supporting IT, Finance, Marketing, Supply-Demand planning. * Collaborated with IT to implement Demantra CG1 Technical Migration; regression tests led to 25% performance gains. * Launched new functionality of Bundle Plan based on BOM relationships that led to 30% efficiency gain for 45 planners.

Directed all project phases for 16+ Oracle Demantra technical enhancements, to include managing milestones, development, testing, validation, deployment, launch, and ongoing post-implementation support. Served as key business-IT liaison for local and offshore marketing, demand and supply planning, and IT teams. Maintained communications with 200+ users and executives on Demantra tool issues, demand signal, and EDI impacts. Maximized tool performance and stability by performing Demantra upgrades and patch releases. Identified, prioritized, and resolved tool errors, batch job failures, data discrepancies, and timing issues. Managed end to end transfer for San Jose to Texas server migration and supported 200+ users. Enhanced executive reporting by synthesizing data in units, cost$, and revenue$ at all levels of architecture by region. Defined 12+ BRDs on technical enhancements and logic to support business needs of attach rates model, statistical analysis usage, mid-cycle bookings series, data elements of preliminary vs. final bookings, and book to ship offset logic.

Orchestrated full life cycle of key projects as cross-functional project manager. Led Cisco Customers 3.0 project to support prioritized product supply for strategic customers like AT&T, Verizon, IBM, Sprint, Time Warner, and Deutch Telecom. Presented project status in executive and steering committee forums. Authored 10+ BRD/PRD documents. Designed fiscal demand planning calendar. Generated 15+ reports to analyze variations of supply/demand data for BOXI and Kinaxis Tools by customer and region. Enabled easy access to documents, program updates, milestone gates, deliverables, tool links, and team information by coding and launching demand planning wiki and S&OP web pages. Facilitated weekly forums for 70+ users; topics included tool and process training, product upgrades, material flexibility, supply commit, dashboards, SAS analysis, and business strategies. Supported accurate demand/supply balance by implementing new corrective action process with contract manufacturers.

* NIIT, India (National Institute of Information Technology)-Business Development, Bombay, India * Implemented business strategies for expansion to two new locations resulting in 60% annual revenue growth. * Planned and co-coordinated mergers and acquisitions resulting in acquiring two competitor franchises in Bombay. * Acquisitions led to an added value of $40,000 annually via ongoing computer courses to additional students. * Analyzed operations, evaluated staff performance leading to cost reduction and improved IT program offering.

* Pradip Doshi & Co. (CPA Firm in India) – Financial Management, * Designed and implemented automation of financial records resulting in annual savings of $40,000. * Conducted need analysis to diversify client’s investment portfolio resulting in 20% growth over next 5 years. * Developed a process for estimating quoting costs to new clients that was adapted by entire division. * Supported management with financial/cost analysis and problem solving. * Tracked, analyzed and projected expenditures for a $2 Million budget.

* Chief of Staff to Executive Management on Strategic Initiatives and Mapping Interim and Long term Roadmap on Process and System refinements and implementation with VP/CEO staff updates. * Business Operations Manager leading strategy planning & implementation of IBP (S&OP) Process via core competency tracks identified across cross-functional business groups (Marketing, Sales, Finance, Planning groups of: Demand - Supply - Dist -Customer Co -Planning & Pilots on Top Revenue SKU's for the Co.) * Responsible for executing platform/application selections, business process re-engineering for Demand Planning, Supply Planning, IBP requirements. * Lead liaison for IT, Procurement, services on vendor selection, system analysis to support applications and process deployment. * Designed KPI/ Metric Dashboard of L1, L2, L3 scorecard on trends & projections to targets.

MBA: Double Major in CIS & Marketing (GPA 3.7), 1999 – CALIFORNIA STATE UNIVERSITY, Hayward, CA, USA

Annual Class Play Sport Events- Relay