Sunil P Kerudi

• Promoted to a unit leader to drive vendor platform transition from a collection of regional teams to a cohesive portfolio under Global Business Operations including in-house services to a vendor managed services.
• Complex platform affecting multiple countries (4+ legacy vendor apps), acted as a catalyst in bringing market, competitive insights to influence complex planning process at all levels of the organization to implement Workday application, simplify the time and attendance processes, amplify what employees truly value in the future, risk impact assessments,
  investments in tools, and tie to global roadmaps.
• Part of the senior leadership team driving innovations/ideas/transparency with unit head impacting multi-year investments, execution plan for change management (tech, org, biz)
• Evangelist driving corporate values, internal awareness, and strategic partnerships/industry engagements.
  Balanced execution: (1) Maintain current portfolio of Payrolls payments $740M+, Built a high-performance cross located team to support new offering (Workday implementations, configuration, integrations, Benefits Admin Centralization: 70% employee payrolls centralized|; Awards (2022 Blue Label Award | 2023 HR Heroes Award ; (2) Met long-term strategic targets (vendor migrations for Europe | Strategic partnerships | Service integrators)

• Revamped operational KPI's to facilitate implementation of Oracle Fusion HCM solution, introducing Service definitions and catalogues, Governance models, Interaction models (QBR's), Escalation matrix, Key performance metrics overseeing the readiness for training and implementation of the new solution
• Direct/manage multi-year initiatives, planning, and execution of integrated solutions portfolio that crosses multiple business units with monthly updates the GBS CEO, Collaborating with Global Process Owners (Commercial, Finance, Procurement, Property Services, HR) and teams across all regions as part of Service Model Program through which we managed change to achieve customer focus, applied expertise and simplification, location optimization of roles (recommendations for Shared Services hub to be setup in Budapest, Hungary)
• Revamped KPIs, to facilitate rapid iterative changes.
• First NPS survey published to improve Stakeholder advocacy for GBS , while partnering with Digital transformation.

Key Result Areas:

Spearheading product design, roll-out, costing, rendering product support, hosting, maintenance and development

Liaising with business teams from different regions/industries to research the technology landscape and assessing possibility of best in class self-service options to increase colleague engagement

Leading RFI, RFP process for a Global HR, T&A, Payroll and Talent Management solution; evaluating responses and product capabilities Recruitment, Core HR, Time & Labor, Absence, Payroll, BI, Learning, Talent, Benefits Portal Providers, Discount Providers and other products within HCM configuration

Steering Oracle HCM implementation for over 300K colleagues in the United Kingdom

Collaborating with technology in designing, testing & deploying a single sign-on solution; enabling a digital identity for all colleagues with self-service registration/password reset feature for new/existing applications (SAML, OAUTH)

Managing Social Organisation Programme to achieve our vision to connect over half a million valued colleagues

Providing Yammer analytics which involves tracking trends and using various tools for analysis of colleague engagement of about 55-60%, member adoption, sentiment analysis, messages traffic, word cloud

Significant Accomplishments:

Collaborated with Retailers (Coles, Walmart, T J Max), Service Companies (Accenture, Deloitte, KPMG), Fast Food Chain (McDonald)

Assessed options for effectively engaging colleagues & deployed a self-service site with a simple UI for 300K colleagues

Setup and monitored user behavior on the Self-service product through Google Analytics @65% (returning users) and User Adoption >75% (300K UK colleagues) within a year of roll out

Deployed Yammer for 300K+ colleagues in the UK & ROI

Supported in-country Project Managers in deploying the PeopleSoft 9.2 for Thailand and Turkey businesses

Highlights:

• Deployed PeopleSoft 9.1 core HR (Group single instance - single source of truth for our people data globally) for the UK and ROI
• Pivotal role in £18m investment change program to implement new people & payroll processes, systems for the organisation globally and HR Shared Services Setup
• Played a key role as part of the solution design & implementation planning in line with the new end-to-end people & payroll platform for Tesco employees (350K+ Employees)
• Collaborated with the HR Personnel Managers, Northgate Arinso & PeopleSoft Consultants in the UK to understand processes and system functionalities (People soft 9.1, Unipay, Uni2000 CICS)
• Created solution design documents, As-Is & To-Be model structures & communication pitches for governance & stakeholders
• Completed due diligence activities for the HR Shared Services and Payroll operations in the Central European countries
• Recommended standardization of systems + processes and re-engineering opportunities for Central Eastern European operations

Highlights:

• Steered payroll operations for one of the world’s largest retailer for a total population of 350,000 employees in a complex environment involving elementary mainframe platform & strong compliance requirements
• Led a team of 150 Payroll Officers, 8 Team Leaders & 2 Asst. Managers to achieve operational results
• Liaised with the 2200 TESCO stores in UK for ensuring successful delivery of Payroll operations
• Maintained excellent scores on Employee Satisfaction Survey (Viewpoint - Best score with team strength >100)
• Pioneered the Online Recruitment Team Setup and process migration to the Bangalore centre for all store staff recruitment in the UK which includes over 1.2million applicants/year; attained savings of £540K
• Implemented solution design initiatives as part of the Paper Project for the Tesco; liaised with IT and business to implement the Tuxedo Money Solution (Tuxedo Prepaid Cards), Zero Cheque Payments, Dispatch Solution (Paper forms replaced by Electronic forms) and Electronic Payslips; achieved total cost reduction / savings YoY of £700,000
• Led the ‘zero’ capital upstream change of ‘Simplified Host Forms’ resulting in £ 113,000 savings for Tesco
• Setup a team to monitor and stop overpayments; stopped £540,000 overpayments within 8 months
• Process Migrations / Transitions:
• Steered solution design and implementation of 5+ projects as an integral member of the Natural Work Team for the Paper project (Prepaid Card, Electronic Forms, BACS through Oracle, Online Pay Slips, Zero Cheques)
• Implemented electronic forms as part of ‘The Workplan’ (dot net based tool) rollout which was the communication channel between the Payroll Department and 2200 Stores in the UK
• Developed the Central Quality and Productivity KPI reporting for the entire department
• Established RSLA’s on payroll performance of 2200 stores in the UK (Operations/Stores) and reported to Store Directors
• Effectuated quality at source model (lean principle) coupled with effective reporting thus increasing the accuracy of the payrolls as part of the Lean Implementation for processes

Highlights:

• Improved the Payroll Model to a more efficient solution of activity based processing which resulted in a significant increase in accuracy of delivery to 98% & £400,000 savings for the organization deploying principles of Lean
• Managed audits (internal & external) for Payroll department (green audits for 2 consecutive years)
• Enhanced credibility of Ops Teams with stakeholders by setting up of an Escalation Management Process/Team and managed stakeholder expectations; recognized by the CEO (Mrs. Meena Ganesh) for this effort
• Simplified Payroll Operations, enhanced controls, reporting by helping with the design of a Work Flow Management Tool (BOND, Business on-Demand)
• Established the MIS team to improve work allocation, reported and automated non-value add processes along with savings of GBP £40,000

• As part of the setup of the Tesco Bengaluru Global Business Services, I led the reverse transition of Payroll services from a third party WNS in Pune to Bengaluru
• Lead a Team of 23 people as the pilot batch for setup the operations in Bengaluru
• Lead initiatives for secure data transmission all activities for Tesco employee data from thiry party team into the inhouse operations team
• Collaborated with the Technology team to build automation of work allocation from mainframe reports to simplify and gain efficiencies
• Designed and deployed a inhouse tool for call tracking and ticket alocation with in-built workflows and simplified the operations
• Coordinated on change management, stakeholder communicatons, communications to all the UK colleagues as part of the transition and setup of operations from Bengaluru

• Proud to be part of the pilot batch managing customer queries on the Clubcard
• Process documentation, SOP's
• Trained new batches on the Clubcard processes
• Performed quality checks and provided feedback to team members as part of the Quality Assurance for the Clubcard Operations

• Supported on technical queries
• Supported in preparation of the knowledge materials on technical support for Internet Service provider services
• Recognised during the training and got n opportunity to explain to the team members of about being emphathetic to the customers

• Managing billing and technical queries for one of the world biggest television broadcast company
• Upselling the Seasonal tickets for Sports channels
• Maintained excellent CSAT scores