Furthered the mission to up skill 10 million students globally by 2030.

Why: 

• Wadhwani Foundation's mission is "accelerating job growth and enabling millions to earn a family-sustaining wage and lead a dignified life." In addition to its operations in Asia and Latin America, the Foundation wanted to expand its footprint in the United States. Also, the Foundation wanted to personalize its education and entrepreneurship product offering to meet the demands of the market.

What: 

• The Foundation hired me to identify market opportunities in the United States for their education product. I was also tasked with refining their entrepreneurship products and services.

Wow: In less than a year: 

• I led a team of 6 through business strategy planning, research, and SWOT analysis of the US education market. 

• Also, I partnered with teams in India to tailor products and services for entrepreneurs at varying stages of their entrepreneurship journey by leading research and focus groups. 

• To ensure effectiveness in execution of the Foundation's mission, I partnered with subject matter experts to develop impact-focused KPI's that would measure, not just the output, but the outcome and impact. 

Improved mean time to resolution (MTTR) by 50% over 4 quarters resulting in $2M in savings.

Why: 

• Waters Corporation, a leading provider of lab equipment, supplies, and software for scientists across the world, was embarking on a digital transformation journey. The company wanted to modernize how it provides service to its customers and transition from a legacy CRM to Salesforce Service Cloud.

What: 

• My team and I were brought on board to perform an operational assessment of the existing regional workflows and align them to the future global workflow. We were also tasked with identifying impacts of the transformation on stakeholder groups and operationalizing an engagement strategy which included just-in-time and point-of-need personalized learning experience, power user community, and a robust communication plan.

Wow: Within a year, my team of 5 and I:

• Enabled the client to successfully transition 550+ global employees to Salesforce 

Increased prospective customer engagement by 40%.

Why: 

• Salesforce desired to introduce a new global selling methodology across all regions, operating units, and segments to optimize sales performance and drive customer value realization. The vision was to create one global common framework, inclusive of language, skills, tools, and resources to truly transform the way they engage with customers. This change enabled a shift in the go to market strategy through a focus on customer success, time to value, operational consistency and predictability, and sales productivity and performance.

What: 

• My team and I provided strategic advisory on the value proposition of certain internal processes. We conducted process mapping exercise for the various regions and operating units. To ensure a smooth shift to the new go to market strategy, we created a communication plan socializing the new processes, resulting impacts, and change mitigations. For alignment on how the Sales team engages customers, we created synchronous and asynchronous learning content.

Wow: I lead a team of 5 to:

• Aligned 8 regions and 20+ operating units improving prospective customer engagement by 40% in less than 2 quarters.

 Secured buy-in for the new IT branding and value proposition.

Why: Workday was embarking on a journey to transform the internal brand of its IT organization. As part of this journey, a set of global technology enhancement initiatives targeted at changing the perception of the CIO’s office were launched. These initiatives ran independently with separate objectives, teams and project management. For successful implementation and adoption of these global initiatives by the internal teams, Workday wanted to leverage various elements of Organizational Change Management. 

What: I provided change management consulting services to Workday’s IT OCM Lead.  Utilizing Change Management best practices, I provided a repeatable set of IT OCM tools and templates and facilitated technology adoption through a Change Agent Network. 

Wow: In under 6 weeks, I successfully:

• Conducted Organizational Analysis identifying 150+ Change Agents best positioned to support the global initiatives

• Partnered with experts to create adoption reports 

• Defined a strategy to incentivize employees through the adoption curve

Increased performance in cross-selling and up-selling.

Why: 

• Palo Alto Networks, a global cybersecurity leader, who continually delivers innovation to enable secure digital transformations, identified that their productivity loss and inconsistent performance in upselling and cross-selling of their products was resulting from learning experience that was not personalized to fit the needs of the individuals. My team and I were hired to assess the current state of learning experience and deliver an actionable roadmap.

What: 

• The scope of our work included creating brand awareness for the program, conducting an assessment of existing roles and content, defining and documenting key personas, designing learning journeys, and delivering a roadmap for the Learning Management System (LMS).

Wow: Within 5 weeks, my team of 5 and I:

• Conducted in-depth assessment of existing learning experience and interviewed 10+ stakeholders to identify key roles, relevant existing training content, pain points in existing learning experience, related parallel projects, etc.

• Defined 3 key personas critical to the Sales organization including learning needs and preferred learning methods

• Designed learning journeys for these personas including competency areas, proficiency levels, relevant training content, etc.

• Delivered a roadmap for the LMS including potential user experience changes, content recommendations, and performance measurement suggestions

Positioned the company to achieve its NPS objectives.

Why: 

• Our client wanted to have a clear picture of their current Software Development Lifecycle (SDLC). The ask was to analyze and map the entire customer journey that would give Design, Delivery, and Operations leadership insights into pain points, opportunities, and stakeholder involvement.  The resulting process mapping will enable their product and cross-functional teams to work as One Team towards the company’s customer-centric mission.

What: 

• We conducted Value Steam Mapping sessions with senior leadership from 10+ workstreams to align on the end-to-end current state.  These sessions identified and surfaced the “why” a process delivers value to its customers.  Following the session, we facilitated process design workshops with each workstream to deep dive into activities that feed into the Customer Value Stream and documented process maps, associated pain points and opportunities for improvement.  

Wow: 

• My team and I created a Journey Map infographic providing leaders a story of the challenges they will embark in the One Team transformation.  Additionally, we provided a list of recommendations and prioritized them based on number of workstreams impacted and frequency of pain points. 

Guided enterprise-wide GDPR compliance.

Why: 

• Europe implemented General Data Protection Regulation (GDPR) on May 25, 2018 providing fundamental rights to EU Citizens around their data privacy. One of the largest independent wealth management firms, Fisher Investments, engaged my team and I to implement a program management office which would organize enterprise wide compliance efforts for GDPR. 

What: 

• We partnered with the client to develop and implement a program governance structure for enterprise alignment and leadership visibility into progress. Our team composed a detailed program plan that not only laid out all the recommended activities given the client’s current organizational structure but also provided a prioritized approach to address the most pressing compliance needs.

Wow: 

• With a new depth of understanding around the enterprise activities required to drive compliance; senior leadership was able to make key business decisions for quicker compliance and optimized business processing. The implemented program spurred a new level of engagement and collaboration across the organization helping team members identify and initiate new efforts to set the organization up for continuous growth.

Transitioned 59% of the pharmaceutical products to secure supply chain.

Why: 

• An increasing global trend and threat to patients is counterfeit drugs entering the supply chain. In response to this threat, countries around the world are now implementing new regulations across supply chain. In order to comply with these new global regulations, Gilead Sciences was required to update its operational processes, IT systems, and packaging line equipment. I was hired to design the Organizational Change Management strategy that would ensure successful adoption of these new processes and IT systems.

What: 

• My team and I stepped in as trusted partners to support the Program Management Office of this multi-million dollars, multi-year engagement. The scope of my work included creating brand awareness for the program, implementing communication channels to generate excitement about the new processes and IT systems, engaging multiple business functions through new and existing forums to bring them along the journey, designing a training strategy. Throughout the engagement, my team and I were key players of the leadership team and worked cross-functionally with engineering teams, business analysts, business process owners, etc. We were also responsible for producing deliverables that secured additional funding required to keep the program on track.

Wow: Within 9 months, the my team  of 3 and I:

• Designed program logo, mission statement, templates to set the program apart from other projects

• Established communication channels like intranet site, newsletter, common area digital signage, posters

• Created a Stakeholder Map that included names of over 200 key players whose sponsorship would be critical

• Setup new forums and rolled out Change Agent Network for engaging these key players

• Crafted a training strategy focused on the principles of Lean Learning and Scenario Based Learning