Vaishali Vaid

Strategic Initiative - M&A; Lead Integration post merger/ demerger

Strategic Initiative in M&A space

Process Excellence Group Comprising of SEPG, Customer Management Group, Six Sigma and Productivity Management Group. Information Systems Group comprises of all internal systems being implemented at KPIT. Primarily SAP Systems such as SAP HRMS, Financial Modules, cProjects, etc.

Responsible for Process Excellence (Quality and Productivity) across organization. Comprising of various aspects of Productivity and Quality. To name a few SEPG areas of certifications, processes, governance frameworks, automation of frameworks/ processes and other initiatives; Customer Management Group entailing frameworks for customer satisfaction capture, measure and analysis; Six Sigma and Productivity Management Initiatives to drive productivity and profitability across. All being tightly aligned to Business Goals. Learning focus across through Certifications Programs; Leadership Development Programs - specially designed programs; Soft Skills, Behaviourial, Leadership and Technical Trainings; e-learning; Onboarding and Induction of new employees; etc.

Operations Controller for the Manufacturing Line of Business. Which was about 1800 people strength, touched 100M USD in good times and largest Line of Business (LOB) in the company. Responsible for Operational Excellence, performance and profitability of our Business Unit. Briefly the role entailed:- Financial Performance and P&L responsibility. This comprised of putting together the Annual Operating Plans every year for the LOB; tracking against the AOP on a regular basis for achieving financial performance of LOB; Financial Revenue/ Contribution forecasting, MIS and other processes around the same; ensuring new bids have the right minimum baseline contribution levels, etc. Ultimately ensuring financial health of the Line of Business especially from a bottomline perspective HR : People Management of/ for the LOB. People Connect and various forums management for the same with a LOB Business HR team; Performance Appraisal process management, Span of Control and People Pyramid Management, Succession Planning and Individual Development Plan management; Budding Leaders Program to build future leaders; etc. Quality and Productivity. Achieving good customer feedbacks (CSATs) as well as high coverage; Overall quality of deliveries to be ensured with delivery teams; Various Productivity and Quality Initiatives being run regularly as well as measurement of the same; Reuse and Tools Usage, etc. Resourcing: Resource Forecasting and Planning; Drive Internal Rotations; Utilisation management per targets; Keeping check on budgeted vs actual Non Billable Headcount, etc. Recruitment: Talent hunt and onboarding; Revenue maximization by ensuring minimum leakage due to non availability of people; M+3 process of forecasting for new ramp ups/ resource requirements; Tracking against recruitment budget, SLAs and other defined parameters Six Sigma: Driving Six Sigma initiatives in the LOB with the help of Black Belts and Green Belts

Delivery Head for two Fortune 100 Global Customers and others too. Delivery Management for large Offshore Development Centres for multiple large clients with combined revenue of 18M-20M USD and team sizes of 370+ people. Grew one customer from a 15 member team to a 150 member team. While another from 35 member team 5M USD Revenue to 220 plus team and 10M in revenue. Customer satisfaction scores always 4+ and sometime 4.5 or 5 as well on a scale of 1 to 5 (5 being highest). Strong People Management with good succession planning, cross skilling, etc. Attrition for one ODC was zero for a long period and only 3-5% for a year! Developed strong and successful processes and methods on Effective Offshoring. Conducted these workshops for multiple of our prospective and existing customers.

Managed multiple simultaneous projects in the ECOMM solutions space as well as web portals. Also alongwith Delivery responsibility also handled additional responsibilities of Pre-Sales, Resourcing, SEPG , Technical trainings for all in Delivery, etc. On Delivery front to name a few customers A Marketing concern partnering with Procter & Gamble, Microsoft, McKinsey, Samsung, Webrands (a dotcom startup), Zhaopin (a Chinese client) and others. The projects were across different eBiz platforms, be it Microsoft or Java, JSP, EJB, WebSphere/ Weblogic, Domino Server, Oracle, etc. Received the Annual Excellence award for the year 2000 at NetAcross Ltd.(now Intiqua Ltd.)

Played varied roles in my five year stay with Hero Corporate Services. It ranged from Business Process Re-engineering to Change Management to customised ERP Development and Deployment. Post BPR exercise firming up of the Business Solution for implementation, Implementation of the refined processes with the Business Solution at customer sites, Configuration Control, People Development, etc. The first end to end exercise was completed successfully for Hero Cycles Ltd as the first customer at Ludhiana. And then Majestic Auto Ltd. (manufactures exercise equipment etc), Munjal Showa Ltd. (manufactures shock absorbers) and Hero Honda followed. While at Hero Corporate Services I had been awarded and commended for Outstanding and exemplary performance.

Role entailed System Analysis, Software Development, Maintenance, Implementation and Customer Support for various plants and Corporate Office of Eicher Goodearth.