Sandipan Kar

• Handled multiple projects and staff augmentation projects over the last two and a half years in the organization.

Project 1:

Managed 3 Staff augmentation projects for a U.S. customer:

Revenue: $2,650,000 per year.

- Managed eight resources working as developers and testers in .Net technology for a U.S.-based customer.

I had daily meetings with the team members, and the customer, to deliver high-quality work and maintain a consistent level of productivity throughout the project.

- Checked that the timesheets were updated daily by the team members, and invoices were sent to the customer by the last working day of each month.

- Responsible for sourcing, screening, and interviewing potential candidates, creating purchase orders, and onboarding candidates.

- Provide weekly updates to the customer and Novulis leadership.

Project 2:

D365 F&O upgrade project for an Indian bank:

Revenue: $100,000

- I managed the only project in Novulis, which was an upgrade project from AX1012 to D365 FO.

I oversaw the successful delivery of the project, ensuring it was completed on time, within budget, and to the required quality standards.

- I managed the core responsibilities of the project, starting from project planning and governance, stakeholder management, team coordination, resource management, risk and issue management, data migration and system integration oversight, cutover and go-live readiness, and post-implementation support.

- Although it was a migration project, the customer came up with 18 additional customization requests. The time spent to complete the customizations was billed to the customer. Coordinated effectively with the customer to understand the new requests, and ensured the delivery was executed with utmost efficiency.

- Handled all the paperwork, starting from SOW creation, invoice creation after completion of each milestone, etc.

Provided weekly updates to the customer and Novulis leadership.

I had started my own IT business with a team of 10 members to manage and support a D365 FO and CE project for a U.S. customer.

Revenue: $150,000 per year.

- Completed the steps to register the company with the Ministry of Corporate Affairs, and followed the tax laws (GST).

I was solely responsible for talent acquisition and onboarding the team members for the project.

I managed to solely handle the process of acquiring office space and IT infrastructure.

- I was able to develop a professional website and leverage digital marketing strategies (SEO, social media, etc.) to reach the target audience.

I had to maintain accurate financial records, manage expenses, and track revenue.

I handled the necessary paperwork for the project, starting from creating the SOW, managing POs, delivering invoices on time, etc.

Managed multiple projects for large U.S.-based bank, ensuring timely delivery within budget constraints.

Secured full-time employment at TCS six months after joining as contract employee.

Project 1:

- Led a technology refresh project with 10 project managers and 10 business analysts.

- Directed the migration of all servers to virtual machines or the cloud, generating $2.4 million annually.

- Oversaw 1,500+ technology projects, including tech refreshes, new installations, and data center migrations.

- Ensured adherence to SDLC methodology and compliance standards for effective project execution.

- Successfully directed a team across diverse locations, ensuring zero attrition, and strong compliance.

- Conducted weekly meetings with customer stakeholders from various lines of business (LOBs) to clarify requirements and ensure seamless migration with zero errors.

- Established efficient processes for invoice generation and paperwork management.

- Delivered weekly updates to customers and TCS management, detailing RAG status for each project.

Project 2:

Revenue: 1.2. Million per year.

- Managed 10 developers, 7 business analysts, and a project manager to design a decommissioning tool for all IT-related products of the customer.

- Developed a centralized decommissioning tool to standardize product decommissioning across all LOBs. Facilitated alignment among LOBs to ensure consistent decommissioning practices. Streamlined communication between teams to enhance collaboration on product decommissioning.

- Facilitated discussions with stakeholders to outline the benefits of the tool in optimizing the decommissioning timeline.

- Orchestrated delivery operations, achieving flawless execution without attrition.

Project 3:

Revenue: $900,000 per year.

- Managed a global operations team of 15 associates supporting the SAS application for customers.
- Oversaw L1 and L2 support operations to ensure effective service delivery.
- Handled all P1 issues as a single point of contact until resolution.
- Collaborated with the AD team to address and resolve infrastructure issues.
- Conducted appraisals, training, and mentoring to enhance talent retention.
- Implemented automation strategies to reduce ticket flow for projects.
- Prepared weekly governance reports and metrics to track performance.

Project 4:

Revenue: $1.5 million per year.

Oversaw multiple small staff augmentation projects to deliver support for customers.

- Assisted customers with Java application development, database support, and Python programming.

- Managed the timely completion of tasks assigned to the team.

- Managed paperwork processes, ensuring timely completion from SOW creation to invoicing.

Key success areas:

- I have always had a CSAT score of more than 95% for all the projects that I have handled.

- Managed attrition at less than 5% for all the projects I handled.

Managed two large programs, generating $4.3 million and $1.3 million, respectively, in annual revenue.

Project 1:

• Managed technical team for router project, resolving enterprise support issues for Juniper customers with 24/7 assistance.
• Led team of 65 support executives and 4 team leads to enhance customer experience.
• Drove customer satisfaction by engaging with clients to resolve dissatisfaction promptly.
• Facilitated critical customer escalations, ensuring communication among stakeholders and timely resolutions.
• Advocated for customers by understanding their environments and business impacts of issues.
• Conducted performance appraisals, training, and mentoring to foster talent development.

Secured additional resources, resulting in increased project revenue from 1.3 million

Project 2:

Managed team of 34 engineers, including 3 Team Leads and 2 Quality Analysts for 24/7 Google helpdesk support.

• Conducted weekly client updates on process performance to ensure transparency.
• Facilitated weekly reviews with team leads and quality analysts to assess team member performance.
• Developed comprehensive training plans targeting low performers based on performance evaluations.
• Ensured monthly updates of KRA scores for all team members, implementing corrective measures for underperformers.
• Collaborated closely with the client to forecast future volume and plan human resource allocation accordingly.
• Monitored daily SLAs, formulating action plans to address any shortfalls in performance metrics.
• Identified customer satisfaction issues, proposing solutions and process enhancements that elevated internal quality scores from 77% to 85%.

Managed a team of 15 helpdesk associates, providing support to a large U.S.-based manufacturing company.

Expanded helpdesk process business by over 100%.
Transitioned process of 15 FTEs ahead of schedule.
Achieved all SLAs established by client.
Maintained overall utilization exceeding 85% across all processes.