Dhiraj Negi

Senior Manager with expertise in cross-functional collaboration and process optimization. Proven track record of enhancing communication and driving measurable results. Committed to ongoing professional development and operational excellence through the application of advanced skills.

• Valid Work Visa (Temporary Resident Permit) for South Africa until April 2030

'Platinum Award': the biggest and most prestigious yearly award for outstanding business results, with recipients from the last four years receiving it back-to-back

'Stakeholder's Award': in Jun 2018 for outstanding contribution to client delivery

‘Gold Award for Innovation’ in May 2017 for contributing towards saving 30 full-time employees' worth of work and the overall success of the business process

Certified Lean Black Belt from Advance Innovation Group (AIG)

Certified Lean Green Belt from Advance Innovation Group (AIG)

ITIL foundation V4 certified

Certified Lean professional

Certified ISO 27001 Implementer's Program

Certified ISO 9001 Implementer's Program

Title: DSO (Days Sales Outstanding) Reduction Initiative for OTC (Order to Cash)

Scope: To optimize the cash flow cycle by streamlining processes, enhancing efficiencies, and minimizing delays in the order fulfillment to cash collection process, the project encompasses a thorough analysis of existing OTC workflows, identification of bottlenecks, implementation of targeted improvements, and ongoing monitoring to ensure sustained results

Process Analysis and Optimization: Conducted a comprehensive review of the end-to-end OTC process to identify areas of inefficiency and delay, and utilized data-driven insights to pinpoint root causes contributing to extended DSO

Streamlined order processing: Implemented streamlined order processing procedures to accelerate order fulfillment and reduce lead times. This involved optimizing order entry, validation, and fulfillment processes to minimize errors and delays

Enhanced invoicing and billing procedures: revamped invoicing and billing procedures to expedite the generation and delivery of invoices to customers. This included automating invoice generation, improving billing accuracy, and implementing proactive follow-up mechanisms

Customer communication and engagement: Established proactive communication channels with customers to address any billing inquiries or discrepancies promptly, and enhanced customer engagement strategies to ensure timely resolution of payment issues, and foster positive relationships

Performance monitoring and KPI tracking: Implemented robust monitoring mechanisms to track key performance indicators (KPIs) related to DSO reduction, regularly analyzed metrics to assess progress, identify areas for further improvement, and make data-driven decisions. Liaised with the Infrastructure admin and BCP team for seat mapping, allocation, and planning for the business

Highlights: Through the concerted efforts of the DSO Reduction Initiative, we have successfully reduced the Days Sales Outstanding (DSO) metric by 3 days, with an approximate $2.5 million impact This reduction translates to improved cash flow, enhanced liquidity, and greater financial stability for the organization Additionally, the streamlined OTC processes have resulted in increased operational efficiency, reduced overhead costs, and improved customer satisfaction.

Title: Time and Motion Study on Processing Time

Scope: evaluating the time spent on a transactional level to determine the variance in the process, team to team

This project required a cross-functional approach (taking help from client delivery groups, tech support, and batch functioning teams), domain expertise, and regular interactions with all stakeholders to receive inputs on process practices followed by all teams

Recording time and action from multiple users to identify the mean, and set the baseline for transactional accuracy

Highlight: Successfully reduced processing time for the project for health and welfare, as well as shared service teams

Attained productivity enhancement by engaging, training, monitoring, measuring, and eliminating waste

Miscellaneous (other contributions toward Continuous Improvement)

Consistently improved processes and operational metrics by initiating special projects and driving best practices, such as Six Sigma, Lean, RCA, and 5 Whys

Led the service request (workflows reduction) program for 92 clients, and achieved a 30% reduction in overall volume