ANKIT JHINGAN

• Drive year-over-year business growth while providing strategic vision, setting up of and leading Service Delivery Excellence, and long-range planning with full responsibility for top line growth, bottom-line improvement, global transformation projects and partner relationships

• Led Shared Services centers for India, Malaysia, Taiwan, China, Singapore, US while expanding the resource base from inception to 125+ HC over the course of 4+ years from inception.

• Established the vision for HR technology and collaborates with business and technology partners to continually improve digital technological tools by implementing Workday and ServiceNow/, and effectively adopting Artificial Intelligence & NLP (In Chatbot), 24X7 capable Helpdesk Support using Global Call Center Solution, RPA through UiPath resulting in further cost reduction of 16%

• Lights Out HR Services (With Micron) being implemented by integrating the systems and platforms to enhance the First Time Response/Resolution rate using AI based Chatbot, Workday and ServiceNow/ with core team focusing upon Tier 2 & 3 level of activities and problem resolution

• Met the challenge of turning around the culture of Kaizen to culture of brilliance using Business Process Management & Process Transformation model by establishing the Service Delivery model based on Elimination, Standardization, Optimization, Automation across the HR Services organization by adopting the time tested and digital transformation practices of Lean, Six Sigma and Operational Excellence

• Established the Foundational Workstreams of Capabilities Development to ensure the identification of training and development needs by analyzing current state, future state, operational performance, job requirements, operational challenges, plans, forecasts and current training programs

• Robust Due Diligence and Solution Design practices ensuringtimely and within cost migration of processes using structured transition (5D Model) to stabilization to optimization methodology from high cost to low-cost geographies

• Establishing the standardizing model of Metrics & Reporting Framework and further adding value through descriptive, diagnostic, predictive and prescriptive models of data analytics to analyse the scenarios in multi-viewpoint to create wining solutions focusing on proficiency and systematic innovation

• Maintained RBA (Responsible Business Appliance), COSO and SOX compliances by improving and aligning processes, controls and process specifications with established limits (No critical audit deviation reported in past 4 years)

• Led the Process Lifecycle stages for Finance Shared Services (Procurement to Pay, Order To Cash, Record To Report) with 200+ FTEs and 100+ FTEs for HR Shared Services (Hiring/Recruitment, Master Data, Compensation & Benefits, Learning & Development, Performance Management, Reports Management)

• Led re-engineering process for National Vendor Register (P2P) ensuring compliances, renegotiation of vendor contracts and analysis of vendor base which resulted in the benefits of $8.5 Million in 3 years

• Led the marquee project on Self Service and case management modules (Chatbot implementation) for HR and Finance for customers and Stakeholders using NLP and NLG practices cutting bringing in vendor and customer satisfaction

• HR Transformation Project to leverage upon the opportunities pertaining to standardization, optimisation and automation of Entry to Exit process lifecycle with 15% savings on FTEs deployed

• Deduction Management and Dispute Resolution processes focused upon in O2C stream by using unified collections model bringing in the benefits through recovery of $500,000 in a year, median resolution time from 48 days to 12 days. 110% improvement in collection of invalid deductions

• Transitioned processes of HR and Finance Lifecycle Management from across APAC, US and EMEA using LSAT and Re-Engineering model at the source

• Transitioned work processes for VAS & CCT revenue streams in a seamless manner leading to “NIL” SUD/ SAD in 3 consecutive audit cycles by external auditors

• Project on timely payments from 18% to 82% within 9 months by spearheading Vendors Payment On Time (VPOT) Project using DMAIC approach of Six Sigma

• Completed Six Sigma Project on Vendor Reconciliations and achieved the target of completing reconciliations once in a quarter with less than 5% of outstanding or disputed items to be in the ageing of > 90 Days

• Facilitated Transaction Processing COE through conceptualisation, designing & implementation of project on Case Management (Workflow Management Tool) and Query Management Tool which led to tracking & monitoring of inputs leading to efficiencies in Service Delivery

• Driving transformation initiatives, defining Target Operating Models to ensure cost effective environment and limited risk exposure

• Setting up of Metrics & Reporting Framework for existing and new HR and P2P deals using the elements of Operational Excellence and data analytics

• Pre and Post transition management of operational processes while delivering upon contractual SLAs and KPIs in 3rd party and captive environment.

• Analyzed data from various sources to identify areas of improvement in the department's operations.

• Successfully transitioned and stabilised 15 HRO clients overall to Onshore Team & Clients by effectively marketing the team’s skill set

• Merit of achieving & meeting the target of Productivity Savingsin FY’06 by automation of repetitive process steps using Macros in 7 FTEs (USD 75K Annually) against the target of 5 FTEs

• Track record of savings of USD 25K for Call Quality Monitoring Project within the first quarter of implementation of the Six Sigma Methodology at one of operating locations (Project: Call Quality Monitoring)