Srikanth Sivaraj

Client Engagement with focus for strategic global accounts in Asia region.

Countries covered:

• India Captive Centres
• Singapore, China, Japan, Malaysia, Indonesia, Thailand, Vietnam, Philippines

Major clients handled from APJ:

• A&F: VF Corp, Coach, Levi’s
• Agribusiness: Cargill, ADM
• Tobacco: Japan Tobacco, BAT, PMI
• F&B: PepsiCo, Nestle, AB InBev
• HPC: Mattel

Significant Engagements:

World’s largest commodity company:

• Several new engagements kick-started from APAC alignment:
• BPM project across APAC;
• Business Process Migration, Transition
• SFDC Roll out
• Triple Point Support
• Pricing Platform applications support
• Capability Building support for Captive Centre - CXL

For an Apparel & Footwear Major: BI Support from APAC

For a premium A&F Company: Applications Support from China & Chennai

For world’s largest Alcoholic Beverage company:

- SAP HCM Support from China

- Kronos Support from China

• Reported to the Vertical Head and responsible for growing the APAC Business, And Mergers & Acquisitions. Represented CPG Vertical in the acquisition of Promax in Australia.
• Alliances with some key solution vendors: ThinkVine for MMM, Triple Point, Just Commodity etc for CTRM solutions
• Published periodic issues of the Consumer Goods newsletter for internal circulation and sharing with client leaders
• For all Mega, Gama accounts, redesigned the dedicated ODCs in Brand Experience Centres. Clients have used these collateral in their own onsite centres too.
• Responsibility included working on Strat Plan and Ops Plans, identifying acquisition targets and qualifying them.

Manage the Demand Generation function for the Retail, Consumer PG, Transportation & Government (RCTG) business unit.

• Report to the Business Unit Head and manage the Demand Generation function for the Retail, Consumer PG, Transportation & Government (RCTG) business unit.
• ·Responsible for demand generation through client intelligence, client contact initiation and client engagement in the pre-sales phase.
• Brief senior management on client experience to enable effective client meetings and negotiations of new accounts.
• Coordinate with Strategic Marketing and service lines ensuring consistency of brand and theme.

Achievements

• Handled 100+ visits, both exiting clients and finalisation stages of new tenders. Created Differentiation through creative experience creation for the clients – this was the critical factor in creating relationships
• Achieved higher client appreciation scores vis a vis other Tier 1 vendors, in shared accounts.
• Won Spark, the Chief Technology Officer’s award for promoting innovative solutions, 2011.
• Received Instant Karma award from the CPG vertical for promoting solutions, 2011.

Headcount of Banking: ~ 8000 and S&CM: ~ 7000

• Managed the additional responsibility of managing operating parameters along with the staffing function for Banking.
• Achievement of targets on all critical parameters that impact the company’s efficiency & profitability – non billable resources, ratio of contractors, bulge mix, rookie ratio and average cost – across the Banking, Insurance and Securities & Capital Markets verticals.

Achievements

• Transitioned all investment banking accounts from Securities to Banking leading to significant quarterly growth.
• · Added 200 billable headcount (BHC) to the UBS account within 45 days, 2010.
• Won an award from the VP Talent Management for leading the Banking vertical in achieving the best performance in Operating Parameters.

Headed the talent supply chain for 2 of the 3 verticals in the Financial Services business unit.

• ·Tackled the issue of low utilization in the S&CM vertical and raised it to the levels of the other 2 verticals by periodic tracking of buffer resources in each account and following up non-billable resources at each employee record level.
• Improved MIS reporting in S&CM to match that of Banking on accuracy of data and ready availability.
• Achieved the highest ever utilization in the S&CM vertical in 2009 and the Banking vertical in 2008
• Ensured complete fulfillment for critical projects in S&CM despite low availability of bench resources.

Reported to the Head of Supply Chain Management FS and managed the talent supply chain for the Banking vertical.

• Developed a dashboard measuring the sensitivity of various pockets of resources. This enabled the banking vertical to be the first to reach and maintain consistently targeted utilization. Banking utilization has set a record across all verticals and service lines creating records and establishing benchmarks.
• Maintained fulfilment, cycle time and other operating management parameters at above targets.
• Maintained good relationships with account teams through periodic review process.
• Achieved highest ratings from Practice heads and Practice teams in a survey on the quality of coordination.

· Headed the Program Management Office for the MasterCard account acquired through the buy-out of mPower.

• ·Was responsible for optimizing utilization of human resources, managing the bulge mix – resources at various experience levels and on-time resourcing for all projects through internal/lateral sourcing and rotation.
• Maintained on time fulfilment at an average of 95% against >90% as per SLA agreement with MasterCard.
• Achieved 95% backfill for attrition cases.
• Established a dedicated lateral recruitment engine independent of the Central Staffing and Banking PMO. This assured meeting the numbers agreed with the client and maintaining attrition & retention at levels exceeding SLAs.
• Improved the CSAT scores substantially to reach the highest levels in the banking vertical.
• Won an award in recognition of ramping up the BHC of the account from 250 to 800 in two years.

• Reported to the CEO and worked on establishing a dedicated ODC for MasterCard in Chennai.
• Managed operations & financial control, commercial dealings & contracts, legal matters and communication.
• Coordinated with banks and the company’s US parent for raising and repayment of ECBs.
• Assisted in recruitment of associates through mass media advertising.
• Coordination with architects for all build outs for expansion.
• Rolled out internal communication for employee engagement and controlling attrition.
• Coordinated all personnel and legal statutory compliances and adherence to RBI regulations for raising ECBs, payment of dividends and movement of funds from and to the parent company in the USA.
• The organization grew from 80 persons to 250 in 2 years. Facilitated the start up in demanding conditions through tight management of working capital funds.
• Participated in the transition of the company to Wipro Technologies.