Pravin Shinde

· As a Service Manager, represented customers by leading various transformation programs and orchestrating seamless End User Service (EUS) delivery across multiple suppliers, while consistently prioritizing end user and business satisfaction.

· Adept in crafting, evaluating, and executing Requests for Proposals (RFPs) across various domains such as oil and gas, manufacturing, and telecommunications, while ensuring adherence to client needs and industry best practices.

· Navigated complex service transitions amidst mergers and de-mergers, adeptly managing mid to large-scale customer ecosystems with precision and finesse.

· Led Service Integration and Management (SIAM) teams with a visionary approach, fostering end-to-end accountability for IT service performance and delivery to meet contractual obligations and improve customer satisfaction across domains such as oil and gas, manufacturing, and telecommunications.

· Designed and executed robust governance frameworks and service integration models, ensuring precise alignment with business objectives and adherence to stringent industry standards.

· Cultivated and nurtured relationships with pivotal stakeholders and service providers, fostering seamless communication, effective negotiation, and adept conflict resolution.

· Excelled as a Business Analyst in Lead to Cash and Order Management for Telecom Enterprise Service Providers across global markets, including the UK, US, and APAC regions.

· Utilized proficiency with IT Service Management (ITSM) tools such as ServiceNow, HPSM, and BMC Remedy to streamline operations and improve service delivery, while also effectively employing project management tools like Trello, Microsoft Project, and Jira.

As a speaker:

· Delivered a paper titled "Shift Left using SIAM - Business Perspective" at the 2022 SIAM conference, hosted by ATO in collaboration with EXIN.

· Presented on "SIAM - The Future" at the 2017 ITSM Forum, organized by ATO in partnership with EXIN.

· Shared insights on "Why SIAM is Important?" at the 2016 SIAM Conference, hosted by ATO in collaboration with EXIN.

Awards:

· Received the Best Initiate Award at Tietoevry Unit Level for spearheading the SIAM Academy in Q1 2023.

· Acknowledged with a Pat on Back for presenting SIAM as a Service Solution at the E&Y Business level in Q1 2021.

· Recognized with the 2016 AMCF Spotlight Award for the BG SIAM Case Study in the Information Technology Category.

· Received a Pat on Back Award at Tech Mahindra Ltd in Q3 2012.

· Honoured with the Asia-Pacific Q2 Awards 2007/08 from BT, Director SEA Customer Operations.

· Recognized with Infosys RNR Awards in 2006 for outstanding contributions in sharing technical knowledge.

Transformation Programs – User Experience   (UX) Boost

Cargotec (End   Point device management): Led the initiative to enhance endpoint device   management and improve end-user experience, I spearheaded a program to  transition from the on-premises SCCM (System Center Configuration Manager) to   a cloud-based solution, Intune. The transition to Intune improved   accessibility, security, and efficiency in managing endpoint devices,   empowering organizations to adapt to evolving business needs and   technological advancements effectively.

Cargotec (Setting   up Happy Signal): Established various configurations within the Happy   Signal tool to capture direct feedback on IT experiences from end users.  Leveraging this data, identified key service improvement areas and developed   23 knowledge base articles within 3 months to effectively address user   concerns.

Shell (User   Experience): Implemented a comprehensive process and reporting mechanism   covering both Direct and Indirect service delivery areas, significantly   enhancing End User Satisfaction. The initiative led to a notable surge in End   User satisfaction, soaring from 12% to 53% within just 4 months.

Shell (Swivel   Chair Program): Addressed challenges to the Shell support model posed by   the DC migration program through the implementation of the Swivel Chair   approach. This approach facilitated better comprehension of the impact among   support suppliers and contributed to the smooth execution of the DC migration   program. Proactively adopting this method significantly minimized the impact   on the support model, including issues like incorrect assignments, orphan   tickets, support delays, and miscommunications, managed by six different   suppliers.

BG and Shell   IT (ServiceNow Implementation): Played a pivotal role in implementing   Service Management processes and the SIAM governance model during the rollout   of ServiceNow across the BG portfolio and the entire Shell IT landscape.   Leveraging collective team expertise, successfully mitigated risks and   ensured timely delivery of ServiceNow, meeting all rollout deadlines.

BG (Toolkit):   Implemented a Toolkit template in tool to streamline portfolio management and   simplify service support processes. Empowered BG suppliers to effortlessly   update the Service Catalogue and support model, providing an efficient   methodology for managing the BG Service Portfolio.

Cargotec (Tool   Integrations): Spearheaded the program to design, develop, and test   integrations between ServiceNow and suppliers' Order Management tools.   Developed various test cases and provided guidance to ensure alignment with   business requirements. These integrations saved 3 man-hours per FTE daily for   a team of 6 FTE.

Cargotec (Chatbot (Amelia)   Implementation): Led the MVP bot implementation initiative, overseeing   user interface design, test case validations, and final signoffs. The rollout   of the bot assisted end users in quicker query resolution, resulting in a 14%   monthly reduction in ticket count.

Transformation -Operational

Shell (CSI   Forum): Developed an intuitive SharePoint portal dedicated to capturing   Continuous Service Improvement (CSI) initiatives across suppliers. Automated   reminders and progress updates streamlined the improvement process, ensuring   accessibility and efficiency for users and stakeholders. Successfully   implemented 48 cross-supplier improvements within a span of 2 years.

Shell (SLA   Assurance Back to Green Plan): Introduced a comprehensive template for   tracking SLA breaches and corresponding corrective actions, enabling BG   suppliers to consistently meet SLA expectations. Notably, this implementation   resulted in the prevention of recurring SLA breaches for the same reasons.   The SLA assurance framework significantly enhanced Service Level Management   (SLM) processes and monitoring, contributing to an impressive SLA success   rate of 96%.

BG (Shift   Left): Spearheaded an initiative to identify and implement shift left   opportunities within Service Request and Incident Management processes. The   successful implementation of shift left strategies led to an 11% reduction in   ticket workload, enhancing operational efficiency and optimizing service   delivery.

Shell (Feedback   Management): Orchestrated the establishment of a robust Business   Perceptions Report (BPR) framework, empowering Business stakeholders to   provide insights and feedback on IT services for end users and business users   alike. Through this initiative, identified 3 critical service areas for   improvement from a business perspective.

Transitions

Cargotec: Led the End User   Service (EUS) division throughout a client's demerger, overseeing the   seamless transition of roughly 11,000 end users into two distinct entities.   Aligned meticulously with the timeline to segregate critical services,   including Device Management, Lifecycle Management, Application Packaging, and   Digital Experience Management (leveraging Nexthink Infinity, Happy Signal,   and ITSM). Orchestrated the integration of tools seamlessly to bolster the   transition process.

Shell: Led the team that facilitated a seamless   transition of SIAM processes to the Shell LOI team, offering valuable   insights gleaned from our experience within the BG. Shared best practices to   enhance process effectiveness and supported the transition through the   successful implementation of the Interim Mode of Operation (IMO) model. These   efforts culminated in achieving a steady state within 7 months post-takeover.

Contracts and RFPs

End User   Service (EUS):

Led the   development and implementation of End User Services (EUS) Requests for   Proposals (RFPs) for various clients with end user populations ranging from   10,000 to 50,000. Oversaw key areas such as Service Desk, Device Management,   Application Package Management, Mobile Device Management (MDM), Hosted   Workspace, and Remote Desktop Support (RDS).

Service   Integration and ITSM: Contributed to the creation, review, and implementation of Requests   for Proposals (RFPs) pertaining to service integration and IT Service   Management (ITSM) offerings for diverse clientele.