PAROMITA DASGUPTA

• Successful and seamless transition of processes from the client account and other Genpact locations.
• Efficient management and leadership of different teams within OTC (Process Control - UKI, Order Fulfillment - UKI, Price & Logistics Claims & Proactive Price Control - Global Europe markets, Trade Deductions - North America).
• Implementation and maintenance of well-structured and up-to-date dashboards, checklists, and issue logs during transitions and post-transitions.
• Implementation and maintenance of live trackers to track, plan, and prioritize open items and productivity.
• Continuous focus on maintaining all RCAs and second-level RCAs to have a better grip on the controllable factors.
• All contingency situations were effectively and efficiently managed, resulting in minimal or no impact on customer experience and customer deliveries.
• Identification of process improvement opportunities, and process streamlining, to achieve overall process improvement and efficiency.
• Preparing and conducting well-formatted governance calls and other calls with stakeholders.
• Collaboration with interdependent teams to ensure process efficiency and achievement of targets (CPI, KPI, GPI).
• Planning and implementation of cross-training across processes and regions to reduce dependency.
• Timely fulfillment of financial control/audit requirements.
• Collaboration and coordination with performance delivery teams for market alignment and other requirements.
• Mentoring and supporting GB/Lean projects for teams across OTC.
• Participation in Recruitment Drives.

Key achievements within Genpact -

• Noiseless operations and zero or minimum escalations.
• Operating the O2D real-time process with 50% of billable resources and zero impact on business deliverables and targets - the 'Delivery Note Creation' metric (CPI) improved from 97.46% (May '22) to 99.72% (Nov '22) against the target of 98%.
• Delivery note late releases by the OM team reduced from 43.27% (Jun '22) to 2.59% (Jan '23).
• Planning and providing client support for the successful implementation of an automated process.
• Implementation of the E2E PBI dashboard provides a complete view into the day-to-day operations and areas of improvement. Continuous brainstorming on the improvement of the dashboard and the inclusion of more parameters will provide a better view to all stakeholders.
• Identification of the process improvement opportunity by the implementation of an automated tool, which enables the automated categorization of emails, resulting in process efficiency (~450 emails/day).
• Streamlining with other teams that reduced the overall TAT, and resulted in a more efficient process.
• Achieving metric targets consistently for all months for O2D processes.
• Steady reduction of backlogs and 'Open Claims Value' post-transition across European regions - Open Claims Value (CPI) of 31M (Sep '23) reduced to 18.6M (Jun '24) for markets in scope - UKI (10.2M in Sep '23 vs. 4.6M in Jun '24); BENE (7.6M in Sep '23 vs. 5.2M in Jun '24); DACH (13.3M in Sep '23 vs. 8.8M in Jun '24).
• TAT ageing (KPI) of 99.71 (Sep '23) reduced to 21.66 (Jun '24).
• Standardization and stabilization of processes across teams and regions.
• Creation of reports that enabled the team to manage open claims efficiently.
• Clear and proactive communications with all stakeholders.
• Detailed investigation of existing dashboards to ensure accuracy, and highlight issues/gaps with relevant teams to improve accuracy and improved reporting.
• Achieving and maintaining a portfolio in good condition with the lowest number for open deduction value for the North America region consistently.

• Led high-impact process improvement projects from inception to completion.
• Coached and mentored project teams to ensure successful outcomes at key tollgate reviews.
• Collaborated with stakeholders to identify strategically significant projects, estimating timelines and resource requirements.
• Resolved project team conflicts while fostering collaborative relationships with stakeholders.
• Introduced and revamped metrics to align with client needs, ensuring timely delivery of team outputs.
• Analyzed data and presented findings to stakeholders to facilitate informed decision-making.
• Ensured timely production of dashboards and scorecards, conducting quality workshops with stakeholders.
• Established service and quality targets for relevant business units.

• Identified and led process improvement projects utilizing Six Sigma methodologies.
• Coached and mentored teams to achieve project objectives and enhance performance.
• Resolved client issues as primary point of escalation for inquiries.
• Developed innovative methods that prioritized cost-effectiveness and resource efficiency.
• Participated in recruitment initiatives and managed internship programs for business unit.

• Guided team through performance management, fostering staff development and effective coaching.
• Responded promptly to client queries, ensuring accuracy in escalations.
• Maintained operational stability by clarifying team roles and prioritizing tasks.
• Executed capability assessments to identify training needs and conduct talent reviews.

• Ensured data quality, accuracy, timeliness, and completeness through strict adherence to procedures.
• Conducted root cause analysis of issues in collaboration with quality teams.
• Oversaw processes and implemented continuous improvement initiatives.
• Supervised team operations while providing training for new staff members.
• Supported relevant projects as necessary to achieve organizational goals.

• Identified and delivered successful Six Sigma Green Belt projects within established deadlines.
• Took ownership of specific client requirements to ensure project alignment.
• Managed stakeholder communications to maintain clarity throughout project phases.