Nagesh Holla

Donned multiple hats during my tenure at Simeio.

India Leader - Professional Services BU/SL

• Managed and led multiple technical and functional squads to ensure effective delivery of services.
• Oversaw hiring, performance management, retention, and professional development of team members.
• Led conflict resolution initiatives and ensured smooth team operations.
• Fostered a high-performance culture, driving team engagement and productivity.
• Resource allocation based on technology and skill requirement of projects.
• Accountable for trainings & certifications for global Professional Services personnel.
• Developing & exercising Competency Management Framework (CMF).

Centre of Excellence (CoE) Leader (Dotted Line Reporting to Sr VP)

• The primary goal of CoE was to optimize essential processes and establish standardized systems with key business metrics of NPS, Gross Margin & EBITDA.
• Managed cross-functional teams to deliver high-quality products within scope and budget constraints.
• CoE served as a collaborative hub overseeing best practices, benchmarking performance, tackling problems, and fostering a culture of continuous improvement across service lines.
• Spearheaded process creation and standardization initiatives to improve operational efficiency Eg: Hiring, Vendor engagement Process, PS to MS project transition process, etc.
• Reviewed, updated, and amended Standard Operating Procedures (SOPs) and service descriptions to help reduce project delivery cycle and control scope creep as both negatively impacted the COGS and therefore the margins.
• Conducted cross-organization performance reviews and benchmarking to identify areas for improvement.
• Led defect reduction strategies to enhance service quality and minimize errors.
• Created detailed transition plans and RACI matrix to strengthen collaboration between Professional Services and Managed Services teams.
• Established a knowledge management framework to facilitate continuous learning and expertise sharing across the organization.
• Developed role-specific Objectives and Key Results (OKRs) aligned with organizational goals to drive accountability and performance within the Professional Services team.
• Established vendor engagement framework (Ticketing) to address FTR concerns and knowledge gap across L1 & L2 resources.
• Trained CoE teams on Lean & Six Sigma principles to accomplish set goals and benchmarks.

Functional Leader – Technical Business Analysts

The role entailed bridging the gap between business needs and technology solutions. Led global teams (US, India & Costa Rica) of technical analysts, ensuring that business requirements are translated into effective technical solutions.

• Optimized BA processes and team structure to enhance quality of BRD documentation and reduce BA engagement cycle time.
• Early identification of delayed sprints/projects and timely intervention to manage stakeholder expectations and profit margins.
• Resource and skill management of global BA team, spanning across IGA, AM & PAM areas of IAM delivery.
• Project Delivery & Communication.
• Compliance & Governance on all customer deliverable documents to ensure standards and continuous improvement of the content based on client’s custom requirements.

• Practice owner for Managed Applications DR offerings across technologies.
• Worked with presales on all DR opportunities.
• Leverage the team to keep developing ways of working towards dynamic organizational models, new offerings & platforms across multiple hyperscalers like Azure, AWS, IBM Cloud, etc.
• Customer advocacy & consultation on DR delivery, DR solutions and service enhancements.
• DR delivery transformation through multiple solutioning initiatives & technical POCs.
• From the different Ways of Working, establish clear RACIs to define internal operating procedures & ownership per organization objectives.
• Align on the communication plan according to the global roadmap.
• Lead the development of new technologies and automation tools and establish documented processes and RACIs at the program and individual account levels.
• Lead and manage the overall Roadmap for Global DR & BCM services.
• Managing a best-in-class Project Management Team consisting of highly qualified and experienced Project Managers by developing a culture of constant retrospection and continuous improvement of the Global DR processes and practices.
• Manage internal and external stakeholder engagement, collaboration of teams, and global PMO network.
• Manage end-to-end Business Operations for cross-functional segments (Professional Services, Offering, Solutioning & Managed Delivery services) within the scope of DR Program.
• Sustenance of High NPS scores for all projects managed.
• ISO22301 & SOC audit compliance on all processes, documents, and delivery artifacts, which laid foundation to new DR opportunities.
• Scheduling, Planning & executing Steady state DR validation of 127+ customers spread across multiple Cloud Platforms & Offerings.
• Was engaged to lead project escalation on one of the top financial/insurance companies by the then CEO, Ginni Rometty.
• In time recovery of client’s “under build” DR platform saved $ 2 million for the clients.
• Partnered with Distinguished Engineer to solution and implement “In Country DR solution” for Tata Steel.
• IBM repurposed a legacy DC to IBM cloud DR site to cater to Tata Steel’s data localization policy with customized Recovery time and recovery point agreement.
• This initiative led to many business opportunities for IBM from Tata Steel.
• Enhanced stakeholder communication by developing comprehensive reporting tools and dashboards.
• Collaborated with executive leadership to define strategic goals and align ongoing projects accordingly.
• Increased overall customer satisfaction by proactively addressing concerns and implementing improvements based on feedback.
• Facilitated change control processes to accommodate evolving project requirements while maintaining alignment with strategic objectives.
• Led cross-functional teams to achieve successful completion of complex projects within scope, timeline, and budget constraints (Tata Steel, American Airlines, Gulf State Toyota, etc.)
• Led cross-functional teams to achieve successful completion of complex projects within scope, timeline, and budget constraints.
• Established a PMO framework for increased efficiency in project execution and resource allocation.
• Promoted a culture of innovation within the PMO by encouraging experimentation with new approaches and technologies.
• Navigated stringent regulatory compliance requirements for successful implementation of key organizational initiatives.
• Championed the use of data-driven decision making to inform planning processes and improve outcomes across all projects.
• Facilitated workshops to collect project requirements and user feedback.
• Tracked project and team member performance closely to quickly intervene in mistakes or delays.
• Presented analytical documentation to clients, translating complex studies into universally comprehensible language.
• Improved the organization''s project management maturity level through continuous process improvement initiatives.

• Manage complex SAP & Oracle migration, DR build & deployment, Performance enhancement and Annual DR Projects.
• Adapted quickly to unexpected challenges or obstacles encountered during project execution, devising creative solutions without compromising objectives.
• Mentoring and guiding new PMs on the roles, responsibilities, process, documents and client infrastructure.
• Elected to represent and drive results for MSD Service Management, regarding the deployment of the Global Delivery Framework (GDF).
• Scope and Risk assessment on DR build projects managed by peers.
• Lead by example on cross-functional collaboration and ensure cross-functional implementation of agreed solutions.
• Conducted post-project evaluations to identify areas of improvement and implement corrective actions for future endeavors.
• Spearheaded process improvement initiatives that resulted in increased productivity and streamlined workflows across departments.
• Oversaw large portfolio of projects to support teams, report progress, and influence positive outcomes for key stakeholders.

• Incident, Problem, Resource & Queue Management.
• Handled escalated customer issues with diplomacy, ensuring satisfactory resolution while preserving long-term client relationships.
• Ownership of executive and long running escalation.
• Handle cross-site and cross cluster escalations.
• Review daily, weekly, and monthly reports on KPI’s (SLA/MTTR/Availability/Change Success/ RCA SLO) and team’s productivity.
• Lead the CRB (Change Review Board) and Problem Management Reviews (RCA’s and Retrospective).
• Implemented new procedures to optimize workflow efficiency within the front desk team.
• Managed staff scheduling for optimal coverage, ensuring efficient operations during peak hours.

• Business Operations Management (KPI, SLA, Vendor & Client Management).
• Led employee relations through effective communication, coaching, training, and development.
• Evaluated employee performance and coached and trained team members, increasing quality of work and employee motivation.
• Quality Leader within BU leading green & black belt quality projects.
• Resource & Technical Skill management.
• Interviewing, Hiring, Orientation, Technical Training.
• Retention Manager for BU.
• Manage Technical Escalations.
• Facilitated cross-functional team meetings to foster collaborative work environment, leading to innovative solutions.
• Trained personnel in equipment maintenance and enforced participation in exercises focused on developing key skills.