Pyush Maheswari

A business enabler uses business and tech acumen to facilitate the business in achieving its key strategic and operational goals by simulating resources, technology, and processes. Ensuring best-in-class security and data security.
Key achievements.

• Developed an IT strategy and roadmap that is well-aligned with the organization's strategic goals.
• Rapidly adopt the latest technologies, including generative AI, for ease of doing business and operational efficiency.
• Leading contact center automation with a target to reduce operational costs by 25%.
• Initiated the rollout of the SD-WAN solution for network resilience.
• Successfully implemented SIEM/SOC solutions, achieving the best security score across the Schneider Electric group.
• Created a website that significantly increased Luminous's online revenue.
• Digitalized solutions for the solar initiative, becoming the first in the solar industry to unify manufacturers, installers, channel partners, and electricians on a single platform.
• Launched a new mobile app for channel partners, enhancing user experience, and achieving a 90%+ customer satisfaction (CSAT) score.
• Promoted a 'SAP-first' mindset for new process initiatives, reducing the number of customized solutions from 90+ to 65+.
• Optimized IT operational expenditures, reducing costs by 15%.
• Rebuilt the team from scratch, following a period of resource challenges.
• Enhanced IT support for a new solar plant within a record time of three months, implementing SAP for tracking—a significant shift from custom solutions used in other plants.
• Spearheaded the creation of a new 'Brand' website. Initiated the journey of implementing the Digital Personal Data Protection Act.

Build an IT roadmap that is aligned with the company’s vision statement, and bring together the resources and people to drive enterprise-wide business transformation that modernizes the legacy system landscape to support the organization’s growth target to quadruple revenue by 2025 and ten times by 2030. Influence and guide the business team in the areas of leadership development, IT infrastructure, IT operations, digital strategy, enterprise architecture, data architecture, data engineering, and security engineering to bring about standardization and scalability.
Key achievements:

• Company Overview: A Dalmia flagship 1000 Cr+ company involved in the manufacturing of heat-resistant material—refractory—having five plants in India and two abroad: Germany and China.
• Build an IT roadmap that is aligned with the company's vision statement, and bring together the resources and people to drive enterprise-wide business transformation that modernizes the legacy system landscape to support the organization's growth target to quadruple revenue by 2025 and ten times by 2030.
• Influence and guide the business team in the areas of leadership development, IT infrastructure, IT operations, digital strategy, enterprise architecture, data architecture, data engineering, and security engineering to bring about standardization and scalability.
• Introduced for the first time is a low-code platform tool, 'ZOHO,' for doing project costing and tracking real-time sales order profitability throughout the project life cycle, right from the sales inquiry stage to final delivery, and also taking care of after-sales performance bonuses and penalties.
• Mobile-based access gives easy access to the leadership team, enabling the latest data status on the go for decision-making.
• ERP product, implementation partner, infrastructure evaluation, and selection - Evaluated the current ERP, RAMCO, against SAP, D365, Oracle Fusion, and selected SAP S/4 HANA as the best suitable option for business operations.
• Negotiated the deal with SAP at a rate 20% lower than the group level, despite the lower volume.
• Currently steering the project for go-live.
• Implementation of IoT - 'Syntact' software in the Katni plant, and its integration with Ramco ERP, has fully automated the manufacturing line.
• Introduced Data Loss Prevention (DLP) to safeguard the important data of the company.
• Developed an intranet site for the company and refractory group level.
• Introduced 'Zoom' as the official collaborating platform for the company.
• Automation of the 'Reporting Process' by the respective business leaders to the CEO.
• Implementation of the onsite tracking tool, 'TrackerPal', for attendance management and tracking onsite activities of employees.
• Spearheaded the transformation to a 'cloud-first' mindset and directed all new initiatives to the cloud.
• Evaluation of the current IT infrastructure and recommended the right changes across networks, information security, and end-user computing, enabling smooth operation.
• Reduced present ERP costs by 40% by refocusing use, negotiating the contract, and rationalizing licenses.
• A Dalmia flagship 1000 Cr+ company involved in the manufacturing of heat-resistant material—refractory—has 5 plants in India and 2 abroad: Germany and China.

Responsible for introducing new technologies as per business requirements, analytics and business intelligence (BI) initiatives, in-house transition, and data migration.

• First-time company-wide implementation of the ‘Watson Chatbot’: conversation and transactional chatbot. I built the whole team from scratch, trained them, and led them to delivery, and I achieved a proven return on investment (ROI)—a saving of 20% in support costs.
• First-time implementation of Robotics Process Automation (RPA) from scratch: Automation Edge. I built the whole team from scratch, trained them, and led them to delivery. Currently, more than 50 processes are running on it.
  Delivered Watson Analytics: Prediction for a possible win for Sales.
• Lead the transition from Wipro to the in-house team, which includes building a team of 80+ associates, knowledge transfer, and a smooth transition for more than 20 different systems, including Oracle Financials.
  Lead data migration for the Oracle Financial initiative for the company across the globe, consisting of 110+ entities and all streams (O2C, P2P, R2R), which were completed on time, along with the successful completion of the audit. Initiated from conceptualization, to design, to delivery.

• Responsible for SAP implementation in the record for 3 months. This was an important step toward harmonizing the workflow, leading to streamlined decision-making, and effective business control and governance. Modules covered were FI, MM, SD, PM, PS, and fund management. Team size: 30+.
• Lead an unprecedented integrated billing system for a telecom infrastructure company, the first of its kind across the world, using the Re-Fx module of SAP and its integration with Tarantula (a business system tool for telecom infrastructure operations), energy management systems, and document management systems. Team size: 45.
• Lead the master data management cell.
• Involved in commercials, statements of work, product/vendor evaluation and finalization, and vendor management.
• Brought down support costs by 60% through negotiation and resource optimisation.
• Introduced a turn-key project concept, which leads to better pricing, quality, and minimizes post-implementation risk.

Responsible for projects in Business Intelligence (OBIEE), Hyperion, and Oracle Financial for Middle East/India-based companies: Aspire, Qatar, Fast Telco, Kuwait, Saudi Telecom, Bahrain, and Videocon Telecom, India.

• Project Manager for OBIEE-based dashboards, reports, and performance scorecards, data warehousing development, operation planning, and tracking for telecom using the Oracle suite of applications.
• Assessment of the BI-Hyperion business application implementation, its configuration, processes, integration through ODI, and adequacy of infrastructure to support the Hyperion application.
• Project Manager cum Oracle Financial Account Receivable module lead for ERP E-Business Suite R12, leading a team of ERP consultants for offshore/on-site delivery, responsible for the delivery of end-to-end Oracle Financial implementation, having tight integration with CRM, data warehousing, and Oracle BRM.
• Functional consultant for Hyperion Planning and Budgeting implementation, responsible for business requirement gathering.

Company Overview: Aricent is a global design and engineering services company, acquired by the French-based company Altran in 2018 and renamed 'Altran'.

• It is the successor to Hughes Software Systems, which was established in 1991 as a subsidiary of Hughes Electronics and Sequoia Capital.
• Responsible for the implementation of the Finance Consolidation tool, Hyperion; the MIS Reporting tool, Hyperion Essbase; Analytical Dashboards; and the rollout of SAP ECC 6.0 at the acquired companies.
• Represented IT for the product evaluation of ERP and the implementation of SAP ECC 6.0.
• Post-implementation support of SAP-FICO.
• Lead the internal team to roll out SAP to newly acquired business entities.
• Responsible for supporting the financial modules of Oracle Financial.
• Aricent is a global design and engineering services company acquired by the French-based company Altran in 2018 and renamed 'Altran.'
• It is the successor to Hughes Software Systems, which was established in 1991 as a subsidiary of Hughes Electronics and Sequoia Capital.

• Team lead for end-to-end implementation of Oracle Financial 11.5.5 of financial modules in all five circles of Bharti for financial and purchasing modules.
• It includes preparing a business blueprint, configuration, data upload, and post-implementation support.
• Supported Oracle financial sites by implementing enhancements and bug fixes identified by the sites, and supported more than 60 end users for all the above modules.