Bharath Kumar

Client: Baker Hughes.

India Engineering Operations Management:

• KPI management for India's leadership to accomplish the business goals
• Providing visibility for driving action to align with the global initiative
• Generated reports and obtained data to develop analytics on key performance and operational metrics.

Global Engineering Operations Management:

• Leading the IET gas business resource management process by handling 8,000 assignments per month while maintaining the SLA.
• Responsible for cost center management and functional manager for engineering teams in Primavera tool, having the accurate cost reflection against the projects and discipline.
• Lead the standards-maintained process through the Unifier application by providing accurate information to the design team.
• Led and managed the process improvement projects from conception through execution and sustainment.
• Subject matter expert on system tools and data sources used by engineering teams, helping design engineering for critical decisions.

Digital Tool Initiative:

• Successfully migrated 8 global applications from the legacy platform to the power platform as part of GE Oil & Gas exit strategy.
• Gained knowledge on Power applications and implemented 15 apps and 25 Power BI dashboards, which enabled the engineering and leadership teams to make quicker decisions.
• Set up the sustenance and governance process for all the power platforms by working closely with multiple stakeholders and functional owners as part of BH policy and procedure (compliant).
• Co-leading the implementation of the Operation Module of the Integrated Engineering Platform (IEP) by collaborating with the product team to implement operation KPIs, such as OTD, productivity, and workload, to derive quick decisions.

Engineering, supplier outsourcing management:

• Developed and implemented the process to track and monitor the capacity of engineering suppliers to address the demands and capacity gaps.
• Enabled the Engineering team to provide trends and improve the utilization of engineering suppliers.
• Reengineered the work assignment process by creating a new tool and procedure that enable the continuity of the work assignment between DE and the supplier focal as part of the India local PO strategy.
• Created work instruction and awareness session between the tech coordinator and BH DE to adopt the new process to be compliant and aligned with India tax regulations.
• As part of the company's Do vs. Buy strategy and local regulations, we quickly scoped and implemented processes and tools for seamless work execution.
• Set up an internal governance process to monitor the adoption of DO vs. buy contracts, and support the adoption within the engineering team.
• To monitor the KPI, I worked closely to implement the FTY/OTD process and sustain it.
• As part of the quarterly and annual finance closure activity, I provided insights to sourcing, finance, and engineering suppliers to recognize revenue on time to make healthier decisions.
• Mentor for the team for the implementation of the English outsourcing job assignment tool for enabling the continuation of the job assignment process.