Sarat Madala

Client is JSW Neo Energy Limited

1) Supporting the client in implementing an Integrated Project Management System to digitize project operations across over 20 functions and more than 50 projects.

2) This involves creating a digital blueprint, conducting a proof of concept, advising on vendor onboarding, providing implementation oversight, identifying integration points, and managing training, UAT, and help desk setup.

Client is Larsen & Toubro KSA

1) Established baselines and benchmarks for over 64 KPIs, conducted schedule health check analysis, resulting in time savings of over 4 months for the world largest Green Hydrogen Plants Feeder Plant which is a 1.7 GW Wind Power Plant BOP Works.

2) Implement leading practices to evmlevate performance from current KPIs to industry benchmarks, conduct process maturity assessments, and developed process improvement roadmaps for 12 processes.

3) Reviewed Organogram to identidy workload hotspots, analysed existing EPC Contracts, and recommended over 150 improvement opportunities.

4) Applied lean principles such as Last Planner System, Value Stream Mapping, Crew Balancing, Takt Planning etc., to enhance planning reliability, and outcomes by upto 75%

5) Optimized resource deployment (Man Power and Plant and Machinery), preventing cost over runs, and reducing monthly expenses by upto USD 0.25 Million.

6) Develop a 3 tiered risk register identifying over 50 risks, developed a risk management framework, and managed mitigation measures.

7) Designed a Project Execution Nethodlogy Blueprint for overseeing this project.

Developed 35 Standard Operating Procedures for JSW Neo Energy Projects in the wind energy sector, applying to a significant capital expenditure (CAPEX) of INR 20,000 Cr. Additionally, effectively managed the Project Management Office (PMO) for 1,000 MW of Wind Energy Projects across Sandur (Karnataka), SECI-XII, and Dolvi Wind Farms in Maharashtra.

• Efficiently deployed an Integrated Project Management System (IPMS) in just 10 weeks for chemical manufacturing projects worth INR 1,000 Cr.
• Developed 32 comprehensive Standard Operating Procedures to guide their future project execution.
• Implemented advanced 4D and 5D Building Information Models for a chemical manufacturing plant that serves as a major supplier of sanitizer raw materials, covering approximately 25% of India's organized markets.
• Achieved a significant improvement in planning reliability, increasing it from 20% to 90%, through the implementation of the Last Planner System and Pull planning approach. Oversaw the operations of the Project Management Office (PMO) for a CAPEX Program worth INR 1,500 Cr at Dahej.

Led the development of a monumental transition and transformation plan for Adani Airports, which involved the takeover of six operational airports, establishing it as the largest plan of its kind in Asia.

• Provided valuable advisory services to a state government body on the procurement of 200 DTH cum rotary rigs, setting a pioneering precedent in India.
• Managed and facilitated investments exceeding INR 17 trillion in various sectors including aviation, ports, roads, smart cities, industries, information technology, urban development, irrigation, and energy, while working with office of the chief minister, Government of Andhra Pradesh (2016-19). Additionally, supervised the Program Management Office for Capital Projects in Andhra Pradesh.

Strategically planned and monitored thermal power sector projects with a total capacity of nearly 2,520 MW and a value of INR 20,000 Cr, resulting in impressive cost savings of INR 200 Cr.

1. Led the entire lifecycle of a highly complex brownfield project, a 120 MW Thermal Power Plant, from inception to commissioning. This challenging endeavor involved a substantial investment of INR 640 crore.

2. Utilized the Tata Business Excel Model to effectively establish and manage key aspects such as procurement, engineering, statutory compliance, and more, ensuring seamless operations and project success.

3. Successfully established the complete infrastructure for a greenfield project, laying the foundation for its efficient and smooth implementation.

4. Played a pivotal role in coordinating and closely monitoring the original equipment manufacturer during the troubleshooting and overhaul of a 120 MW turbine. Through proactive efforts, managed to significantly accelerate the schedule, reducing the downtime by 45 days.