Bhargav Raghavendra

In my current role as Director for India operations, I head application delivery teams across SAP, eCommerce, HCM, Infrastructure, and information security providing strategic vision for the company's growth plans in India. Partnering with vendors in a Built, Operate, Transfer (BOT) model of operations and driving the leadership's vision of establishing a captive digital technology team. Scaled up the team to 70 employees in 5 months with the targeted vision of ramping up to 200+ in 2 years horizon.

• Working closely with global HR teams to define Career Paths, establish Rewards and Recognition, Performance Management, Continued Recruitment Drives, and Capability planning for India teams.
• Serving as liaison between Business teams and Global IT to identify and drive implementation of solutions and resolve issues surrounding complex deployments of platforms.
• Strategic partner to enterprise architecture teams to provide regular updates on required business solutions and technology transformation.
• Driving initiative of moving away from consulting-based approach to developing in-house technology capabilities to retain intellectual property and reduce $20M in contractor funding.

Reporting to the Global CIO, embraced the opportunity to own Digital transformation roadmap and evolve IT function with 200+ employees delivering state-of-the-art projects across corporate functions of HR, Finance, Operations, and Delivery, transforming into modern functions. Effectively communicated and influenced others toward future state solutions, often engaging with C-Level executives to secure buy-in. Accountable for a yearly budget of $5M and staff of 14 members.

• Headed the functional transformation project of transitioning the IT organization from captive teams to Managed services model for Application Maintenance Services, Application Development, Service Desk & Service Management with the organizational objective of a Digital delivery mindset.
• Spearheaded multiple initiatives of digital transformation Initiatives for CEOs office on automation, process improvements, and eradicating inefficient manual processes.
• Built modernized IT software development teams across technologies like Microsoft, Workday, SAP, and Salesforce along with setting up PMO to align teams to work as per project management guidelines.
• Served as critical member of technology strategy team that defined business processes, application, and technology requirements, driving alignment between business and technology groups.

• As Site lead for India operations, am responsible for heading team of 300+ associates that included both contractors and associates spread across multiple IT functions of solution delivery, project management, portfolio management, Quality assurance, infrastructure services teams providing support to Global IT teams. In role worked closely with business CIOs to evolve India IT strategy ramping up India operations from scratch.
• Lead activities from point of scouting for office working with real estate teams to establishing and hiring support teams like HR, Payroll and Operations including managing yearly budget for entire site operations.
• Involved in Strategic partnership with over 10+ Tier1 and Tier2 vendors managing contractors in staff augmented and managed delivery models.
• Driven major strategic initiative of Application rationalization bringing reduction of 30% in application stack through landscape consolidation and ERP solutioning.

Set up AMS (Application Maintenance Support) teams for Global Operations by partnering with Tier-1 vendor. Scaled it up into 90 members strong global team across US, Europe and Asia.

Lead numerous strategic initiatives and projects on supply chain management, building custom applications on Oracle technologies. Led global project teams to deliver high-cost projects resulting in millions of dollars in savings.

I was responsible for

· Delivered major programs like Dell factory migration, decommissioning legacy DBs, upgrade of server operating systems, and retiring legacy factory applications by ensuring seamless delivery and production deployment.

· Responsible for interlock testing of more than 20 application interlocks across multiple segments.

· Coordinating testing with ODMs, 3PLs, and LSPs by supporting them as part of VIT (Vendor Integration Testing).

· Working with vendors to ensure consistency of message specs through B2B channels by performing XSD validations.

· As lead for applications under Custom Factory Integration (CFI) domain, ensuring production stability for these applications.

Was responsible for leading automation team for End To End test automation and designing standard frameworks for automating business processes that could be regression testing for multiple releases.

Key Capabilities:

• Implemented Business Driven Framework as part of standard automation model for all Web based testing being performed across business units.
• Managed team of automation testers with different testing tools and ensured proper skill development for these resources.
• Created non-functional testing strategy for projects to include performance testing requirements in BRDs.

As a process lead had the responsibility of Business Analysis and work closely with the business relationship managers to gather requirements and connect with development teams to get the applications implemented on Oracle technologies.

Was responsible for overseeing training and development of support organization. Developed instructional design material for training needs of support resources. Also worked in development area and developed Container Analytics solution to measure container throughput of various terminals operated by PSA corporation. This system extracts data from disparate data sources and persists in Ops Analytic model after cleansing and transforming. ETL jobs were developed using PL/SQL, Shell scripts, and front-end reports using Informatica.