Operations, Transformation, Solutioning & Delivery Leader at Genpact (2004-10 – Present)
Working primarily for the Global Clinical Systems business of GE Healthcare (headquartered in the US). Led execution of 100+ successful projects and programs across technologies, managing multi-site global teams using Agile, Waterfall, and iterative methodologies.
- Drive Lean/Six Sigma-based productivity initiatives that convert directly into delivery outcomes — reduced cycle time, improved throughput, and stronger cost-to-serve across the portfolio
- Apply a technology-agnostic solutioning approach to process reengineering and business transformation for medical devices and pharma clients; develop process and operating model roadmaps, conduct portfolio and process assessments, and advise on transformation strategy
- Lead solutioning end-to-end from presales through implementation and transition to steady-state operations
- Understand client business drivers to ensure benefits realization, owning end-to-end client and stakeholder management for a $60M account spanning presales support through post-implementation delivery
- Drove unplanned organic growth of 25–30% over 4 years by proactively identifying transformation opportunities
- Contributed to 40–50% growth across the broader practice through regular business reviews and senior stakeholder management
- Extended engagements by consistently demonstrating delivery value and benefits realization
- Ran competitive bidding processes to select vendors and partners, then managed relationships end-to-end — from contract negotiation through delivery execution — ensuring accountability against SLAs, timelines, and budget
- Established and standardized offshore delivery capability, support models, and governance frameworks
- Built cross-functional, geographically distributed teams to improve predictability and consistency across a large, varied project portfolio
- Lead presales and solutioning for new business pursuits — shaping win strategy, crafting client-ready solutions, and responding to RFP/RFI/RFQs
- Partner closely with Sales to convert growth opportunities into operating capacity and actionable delivery plans
- Led the Orchestration group for UK & Europe, spanning custom application development, reporting analytics, and data analytics
- Built the Appian, Pega, Camunda, and Esker operations from scratch in an onshore/offshore delivery model and grew to $20M+
- Scaled the ServiceNow-managed operations team from 24 to 356 members
- Owned the overall relationship, growth strategy, and P&L for a $60M account — acting as the primary point of accountability between the client and delivery organization
- Led contract renewals to sustain long-term account value
- Applied deep knowledge of data, databases, and systems to cross-sell and up-sell engagements across IT and business projects for clients including Avon, Siemens, FLIR, GE Imaging, GE Energy, Pfizer, GSK, and J&J
Program Manager, Digital Transformation at Santander
Led end-to-end discovery and solutioning for Personal Banking and Business Banking use cases — spanning account opening and change-of-customer-details processes — ahead of migrating delivery from onshore to offshore.
- Mined and analyzed customer journeys across account opening and change-of-customer-details processes to identify standardization and redesign opportunities
- Drove standardization across Personal and Business Banking units, establishing unified SOPs and checklists for a consistent way of working
- Redesigned upfront forms/portals to enable "first-time-right" information capture, reducing downstream errors and rework
- Re-sequenced activities across the end-to-end value chain to define one best way of working across both business units
- Identified automation potential and eliminated rework, duplication, and non-value-added tasks to shape a leaner target operating model
- Facilitated solution reviews across Business, Risk & Compliance, Product, and Technology teams, and authored BRD/SDD documentation to secure endorsement and define the way forward
Transformation Leader at Westpac
- Led process prioritization assessment to validate the shortlisted pipeline of processes for Appian migration and identified additional candidate processes suited for automation
- Designed and applied a proprietary 7-factor scoring framework (customer impact, size, handovers, performance, systems involved, human judgement, and regulatory/compliance) to objectively score processes across impact and complexity
- Ran a structured 6-stage orchestration assessment — covering planning, data capture, stakeholder interviews, and opportunity scoring — delivering a prioritized roadmap across ~120–130 processes
- Delivered future-state process views and impact analysis as key outcomes of the prioritization phase
- Led process preparedness workstream using a transformation-led approach across Process, Data, and Domain, applying Lean principles and process/task mining to diagnose bottlenecks and eliminate waste
- Facilitated cross-functional workshops to co-design the future-state process and secure business requirements sign-off, enabling execution of lean redesign ahead of implementation
Transformation Leader at HSBC
Led HSBC's Supplier Onboarding & Qualification transformation, re-engineering the end-to-end process across Procurement, Finance, Legal, Risk and Compliance. Simplified and standardised workflows, introduced risk-based qualification, and strengthened ownership and governance. Translated the future-state process into detailed requirements, process flows and business rules, led delivery and coordinated cross-functional execution to ensure successful implementation of the transformed process.
Operations Transformation Leader at Insurance Company
Partnered with Operations to redesign the claims triaging strategy, shifting straight-through and standard claims offshore while retaining complex claims with the London, UK office to preserve service quality.
- Designed and implemented a rule-based segmentation model using risk and complexity indicators to automatically triage and route claims between onshore and offshore teams, achieving 90–95% routing accuracy
- Enabled workforce optimization from 100 onshore roles (avg. £70K p.a.) to 50 offshore roles (avg. £16K p.a.) through automated triaging — delivering £6.2M in annual savings (£18.6M over 3 years)
Transformation Leader at Manufacturing Major
Led a Kaizen-based simplification of Manufacturing Major's legacy systems, consolidating 95 fragmented processes into 8 standardized "golden processes." Prioritized value streams by impact, effort, and risk; ran cross-functional workshops to map current-state workflows and expose inefficiencies; then harmonized variations into unified processes and translated the 8 golden processes into a scalable digital workflow on ServiceNow — driving standardization and operational efficiency at scale.
Transformation Leader at Becton Dickinson
Led order entry automation for Life Sciences business.
- Conducted a process assessment and workshop, including a time-and-motion study of manual order entry operations (500K orders/year), reducing average processing time from 5 minutes to 1 minute per order through automation
- Designed and implemented a touchless order entry solution
