Vijayalakshmi Arcot Sampathkumar

• Achieved 45%-65% overall savings in translation costs through strategic process enhancements.
• Reduced 9,000 FTE bandwidth spent on content management across Dell, driving efficiencies and optimizing $200M in non-HC spend.
• Led Content Modernization initiatives, unlocking the potential for nearly $500M in savings through streamlined workflows and improved content utilization.
• Orchestrated the development and launch of an innovative Content Management product, leveraging AI technology, enhancing user engagement by 40% within six months.
• Pioneered the adoption of agile development methodologies, shortening product release cycles by 3 weeks and bolstering team productivity by 18%.
• Championed a cross-functional team of engineers and designers, driving subsequent enhancements to an AI-powered content management application as part of MVP deliverables, optimizing automation, improving content workflows, and increasing efficiency with each release
• Incorporated customer feedback loops into the product development cycle, significantly improving product-market fit and boosting customer satisfaction scores by 35%.

● Handled Scrum based project management cross functional teams from multiple vendors with a team size of 14

● Worked with the project owner and business partners for the implementation of Agile / Scrum techniques from HP Quality Center to Jira and from Jira to Rally

● Business Requirements understanding, finalizing sprint backlogs, working with project owner for release planning

● Conducting daily standup, sprint planning and retrospectives

● Enabled improvement in team delivery commitments and capacity planning for sprints by identifying & capturing hidden tasks that increased customer satisfaction

● Removed obstacle for the business users by introducing pre-season checklist to capture activities from the beginning till end of the season with the timeline which resulted in early delivery of project and reduced process waste caused by lack of understanding between the teams

● Making business case and process flows for new initiatives

● Worked on Data Archival initiative due to sizing issue in the TM1 server

● Initiated POC for audit trail tracking for the business users

● Handled transition of Core Client Data Services process from UBS (Stamford) to Wipro Offshore. Implemented and enabled process stabilization within the given time frame

● Managed team of 24 at offshore

● Onboarding new and existing clients into the applications after due diligence (KYC) and manage their Standard Settlement instructions

● Setting quality standards for operational areas and ensuring adherence to quality standards & designing modifications for improvements in quality

● Trigger innovation and process improvements, completed Lean project delivering 0.94 FTE

o Streamlining of SSIs for Non Alert Clients – A business process-reengineering project concerned with removal duplication of efforts by 2 different regions and removal of non-value adds within the process

o Extensively gathered requirements from all users, experts, and key personnel to understand the current functionality of the existing system

o Performed in-depth Gap analysis with different teams to ensure that the system initiatives are met

o Assisted in modeling and documenting the end-user’s AS-IS workflow and TO-BE business process

o Rolled over the changed process to the impacted team, yielded tangible benefit of 0.98 FTE saving