Sarat Madala

Client: Suzlon Energy Limited

CAPEX Value: INR 2800 CR (for EPC Works)

Timeline: 18-24 Months

Capacity: 1.9 GW of Wind Farms

Roles and Responsibilities:

1) As Engagement Partner at Suzlon, I manage three
key renewable energy projects totaling 1.9 GW,
comprising the 1.2 GW NTPC project in Gujarat, the
369 MW ABREL project in Rajasthan, and the 300 MW
Torrent Power project in Karnataka.
2) Leading a team of seven experts, I oversee
contract evaluation, project scheduling, risk
analysis, and progress monitoring, ensuring
alignment with timelines and budgets.
3) I develop and execute the MIS framework,
generate daily exception reports, and optimize
resource allocation for turbine erection cranes,
foundation teams, and lattice tower assembly units,
maintaining industry-standard productivity levels.
4) This role has strengthened my expertise in project
controls, team leadership, risk management, and
reporting for large-scale infrastructure, and
renewable energy initiatives.
5) I ensure compliance with operational
benchmarks, enhancing overall project efficiency
and delivery

Client is JSW Future Energy Limited
1) Assess the current Digital architecture and
systems to create a recommended Digital Blueprint.
2) Draft the business requirements and develop the Request for Proposal (RFP) document to source a
service provider for implementing an "Integrated
Project Management System" which transforms their
business through agile project delivery.
3) Conducted over 25 client workshops in two
weeks to design the business requirements.
4) Held a pre-bid meeting to address queries from
more than 12 vendors.
5) Designed the technical evaluation criteria and
provided technical recommendations. The
technical evaluation is based on Proof of Concept
(POC), which is unique among Indian developer
organizations

Client: Larsen and Toubro, KSA
Project: 1.7 GW Wind Farm for Neom Green
Hydrogen Project (Cross country Project)
Project Duration: 4 Years
CAPEX: USD 2.7 Billion and Area is 168 SQ. KM

Roles and Responsibilities:
1) Established baselines and benchmarks for over 65
KPIs, conducted schedule health check analysis,
resulting in time savings of over 4 months.
2) Implemented leading practices to elevate
performance from current KPIs to industry
benchmarks, conducted process maturity
assessments, and developed process improvement
roadmaps for 12 processes.
3) Reviewed organogram to identify workload
hotspots, analyzed existing EPC contracts, and
recommended over 150 improvement opportunities.
4)Applied Lean principles (Last Planner System,
Value Stream Mapping, Crew Balancing, Takt
Planning) to enhance planning reliability and
outcomes by up to 75%.
5) Optimized resource deployment, preventing cost
overruns and reducing monthly expenses by up to
USD 0.25 million.
6) Developed a 3-tiered risk register identifying over
50 risks, designed a risk management framework,
and managed mitigation measures

Client: JSW Neo Energy Limited
Project: 1000 MW of Wind Energy Projects
Duration: 36 Months
CAPEX: USD 875 Million

Roles and Responsibilities:
1) Managed PMO for three renewable energy
plants: Sandur (600 MW, 206 WTGs), SECI XII (300
MW, 91 WTGs), and CPP Dolvi (29 WTGs).
Responsibilities included planning, scheduling,
monitoring, and control.
2) Developed Standard Operating Procedures
(SOPs) for 35 processes, supporting an annual
CAPEX exceeding USD 1.2 billion.
3) Created business requirements to digitize and
integrate functions and processes.
4) Implemented web-based dashboards using
Power BI for daily reviews by the Managing Director
and conducted weekly steering committee
meetings.

1. Setting up of Integrated Project Management System for Deepak Nitrite Limited (DNL) and finalise workflows, integration contours, conditions, checklists, stakeholders and MIS Templates for dashboarding, document management and workflow management systems.
2. Implemented 4D and 5D Building Information Modelling (BIM) for Wet IPA project and optimized project execution time by 1 month.
3. Assisted in the onboarding of the vendor for the implementing Integrated Project Management System (IPMS) and get this implemented in the client environment.
4. Establish Integrated Engineering Tracker and review engineering progress and ensuring that it is in line with schedule.
5. Develop integrated L-2 Schedule for project in MSP and conduct schedule analytics using Acumen Fuse. Assist in preparing micro schedules for respective packages on critical path.
6. Develop risk management framework and conduct risk workshops every quarter.
7. Review cost breakdown structure and monitor compliance with budget and cashflow projections.
8. Conduct pre-audit for purchase orders and support in contract administration for select contracts.
9. Perform time and cost optimization for selected activities on critical path.
10. Assist in compliance monitoring and take-over by operations team.

1. Managed and strengthened first of its kind airports transition program for privatization of six airports of Airports Authority of India (AAI) and managed the integrated program schedule.

2. Responsible for achieving the transition of Mangalore, Lucknow and Ahmadabad Airports in a record period of 3 months from Signing of the concession agreement.

3. Oversee the execution of the execution of the stakeholder management plan between Directorate General of Civil Aviation, Airports Authority of India and Adani Airports Limited

4. Developed MIS Format for Weekly Exception Reports, CEO Dashboard, Steering Committee review and Key Performance Indicators for the airport operations.

5. Developed an integrated master program schedule for different phases of each airport including work in progress across the functions.

6. Identify and facilitate resolution of issues through implementing a war room approach, involving all stakeholders from various work streams and resolve dependencies.

1. Project Management Consultancy services for Rs 450 Cr Smritivan Earthquake Memorial Museum at Bhujiyo Dunger, Kutch, Gujarat

2. Assisted Gujarat State Disaster Management Authority (GSDMA) in Project management and Quality monitoring, Engineering and Construction Supervision, Bid Management and Contract Administration, Financial Management and Services during Defect Liability Period (DLP)

3. Conducted pre-audit of all the invoices and coordinate with Roads and Buildings department for the release of payments to the vendors.

1. Performed end to end bid management support and advisory for the first of its kind procurement of 200 Nos DTH and Rotary rigs for Government amounting to Rs 300 Cr. This resulted in a savings of Rs 50 Cr per anum to the state.

2. Bundled scope and evolved first of its kind tender where supply of rigs is done along with operations and maintenance of DTH and Rotary rigs.

3. Obtain approval from judicial commission for tender document before it is issued as a Request for Proposal on the E-procurement portal.

1. Project Reviews for key infrastructure projects in various stages of the life cycle like Amaravati Anantapur Expressway, Polavaram Irrigation Project (50 Lakh Cusecs and 17000Cr Project), Manufacturing Plants like Kia Motors and Asian Paints, Machilipatnam and Ramayapatnam Ports, World Class Sports Hub and Industrial City in Amaravati etc.

2. Pre-grounding support for all the Greenfield port projects in the state namely Bhavanapadu, Kakinada, Machilipatnam and Ramayapatnam Ports.

3. Project & Portfolio planning including project governance, schedule management and other controls for monitoring framework for capital projects Schedule Management and Planning of Overall progress.

4. Process re engineering in various departments (Eg: Revenue, Registration, Municipal Corporation, Electricity etc) in the Government to Citizen (G2C) and Government to Business (G2B) services to enhance Ease of Doing Business in the State.

5. Benchmarking with the global best practices and advice potential policy initiatives for enhancement of state finances.

6. Part of the organizing committee for the Partnership Summits and Investment Promotion leading to program managing investments worth INR 15.64 Trillion.

1. Achieved successful execution by overseeing Project Management Office of Rs 5400 Cr Brownfield Thermal Power Project in a record time of 38 months

2. Team Lead for a delivery team working on identifying construction time and cost optimization and Analysis of project performance, monitoring and reporting on an ongoing basis.

3. Successfully achieved project milestone of “Boiler CG Jack UP” 10 days ahead of schedule resulting in accrual of success based variable fee for the firm which is 14% of total contractual fee.

4. Schedule Optimization to the tune of 60 days on Boiler pressure parts erection which is on the project critical path.

5. Cost Optimization potential to tune of 47 Lakh were identified and agreed upon with the client for implementation.

1. Conducting a detailed diagnostic study of the progress, bottlenecks and action plans for the troubled 600 MW Thermal Power Project.

2. Interacting with multiple stakeholders to assess the progress and reporting to the Chairman cum Managing Director.

3. Had been leading the business development initiatives of the firm with the Andhra Pradesh Power Generation Company (AP GENCO) and had developed the proposals and pitch packs for the consumption of board of directors.

4. Engagement Financial Planning and liasioning with various officials of AP GENCO for business development

1. Independent review and monitoring of Rs 10000 Cr and 1200 MW Greenfield Thermal Power project and presented the findings to the Chairman.

2. Led Project Monitoring Office (PMO) at the client’s location and responsible for Engagement Deliverables like Chairman Review Meeting (CRM), Management Exception Reports (MER), and Site Flash Reports, etc.

3. Managing multiple stakeholders for effective conflict resolution and monitoring the implementation of agreed upon solutions.

4. Complying with Global Quality and Risk Management Procedures and responsible for maintenance of Quality Process Review (QPR) documentation.

5. Assisting/Leading in Business Development initiatives like preparation of proposals, submission of bid documents against tenders, preparation of Case Studies, etc.

1. Oversee execution of Greenfield Thermal Power Project in worth Rs 1000 Cr for Tata Steel in Kalinganagar Industrial Complex

2. Led the procurement team and successfully procured 500KVA DG Set, 10KW(p) Solar Panels, Furniture for the Site Office, Drinking and Service Water Systems, Vehicles for Site Administration, Boundary Wall works etc

3. Engineering coordination between vendors, client engineering and technical consultant and keeping track of the engineering whereabouts.

4. Formalized and Invoice Review Process to mitigate risk of Lack of oversight in Cost Management

1. Assisted in execution of Rs 640 Cr worth 120 MW Thermal Power Project.

2. Construction Coordination done for Balance of Plant (BoP) Packages like Emergency Diesel Generator Set, Chemical Dosing System, Miscellaneous Cranes and Hoists, Miscellaneous Pumps, Cooling Water Pumps, Cooling Water Piping, LP Piping, Fire Detection and Protection System (FDAPS) and Heating, Ventilation and Air Conditioning (HVAC) Systems etc.

3. Led Mechanical Procurement for various packages and was responsible for raising purchase requisitions, purchase orders and making service entries in Material Management (MM) Module of SAP

4. Led the repair job coordination of 120 MW Steam Turbine at BHEL Hyderabad works for 6 months by close coordination with Commercial, Engineering, Procurement, Technology, Quality Control, Customer Dispatch Cell, Logistics and Security functions of BHEL Hyderabad.

5. Assisted Mechanical Maintenance Department (MMD) for completion of Annual Shut down (ASD) jobs in a 120 MW operational unit for Cooling Tower and ESP Area respectively.