Yash Nagpal

• Leading multiple Accounts having various projects with different SDLC like Agile, Waterfall, Iterative, etc. and financial models like T&M, Fixed Price, etc. with strong focus on key success factors like process adherence, quality, cost, people management, schedule & scope.
• Proficient in collaborating with key business stakeholders to understand the business strategy/roadmap, complex business models and working with cross-functional teams to develop, implement and maintain solutions.
• Worked closely with delivery, IT, Business & deployment teams in resolving dependencies, roadblocks for delivering & deploying solutions to realize business benefits.
• Ensured implementation of communication plan to provide program/project status to all stakeholders (Customer, Project Teams, Mid Mgmt. & Sr. Mgmt.) as per agreed frequency (daily, weekly, monthly, quarterly).
• Knowledge of project management tools and techniques, competence in business management concepts, customer relationship management, communication management, effective decision making, implementation and improvement of business processes.
• Ensures tracking and reporting risks and quality of deliverables, coupled with Technical response for Opportunities
• Significant experience of directly working with Customers, Leadership team- CEO/CFO/ Global Heads, Program/ Project Managers and Technical teams for securing & executing concurrent multi-technology projects.
• Seasoned professional in delivering high quality work within schedule/effort through innovation/investment in process and tools.
• Support delivery, technical teams in proposal development activities (solutioning, effort estimation, resource loading etc.) for developing competitive proposals.
• Identify, plan & implement proof of concepts (PoCs) to demonstrate & validate solutions based on various platform as per customer requirements.
• Develop, execute and track project plan for project engagements to ensure delivery as per schedule, cost & quality.
• Develop & track resource management plan to ensure availability of resources for existing engagements and new opportunities.
• Ensure quality of deliverables through adherence of defined processes, tools & templates as per customer expectation.
• Drive continuous improvement initiatives to improve overall productivity, quality and value creation to ensure customer delight.
• Identify & baseline key competencies for delivery team, plan & execute competency improvement for competency development.
• Plan & execute employee engagement initiatives to improve employee satisfaction & reduce overall attrition.
• Lead key Automation initiatives like BOT PoC (e.g., Automating Ticket creation in ServiceNow, activation of User on request, etc.), Knowledge Management Portal, ITSM tool Migration PoC(HEAT to ServiceNow/ JIRA) and DevOps implementation to pass-on improved operational efficiency to the customer.

HCL has a $100Mn+/ year PLM Business and pool of niche customers Globally. This PLM Business is managed by the Global Super Delivery Head (SDU) of PLM business. SDU Head has a Program Management Office to manage his day-to-day Business Operations, Financial Analysis, Business Growth and Strategic Planning.

This office was headed by Yash Nagpal as the Global Program Management Office Head for PLM Business.

Key Responsibilities included:

• Driving Key/ Strategic Initiatives for entire PLM Business
• Analyzing, Tracking and Reporting Planned v/s Actuals data
• Analyzing ROI for various investments and driving key decisions
• Budgeting (Revenue, Margin, ARC, Utilization, FTE’s, Realization, etc.) for entire financial year for Global PLM Business
• Mentoring various Project/ Program Managers for day-to-day Operations and activities
• Closely working with Shared Services, Central response Team and GBO Finance team for driving Corporate initiatives
• Managing and driving reviews with Senior President/ VP of HCL, Global Delivery Heads, Global Finance Heads, Global Operations Directors and Multiple stakeholders
• Managing key Operational, Financial, Legal and Vendor related issues for PLM Business by closely working with respective stakeholders
• Handling customer/ internal escalations and bringing to best possible solution
• Driving new initiatives like Value Creation for customer, PLM Offerings, Sapience implementation, Micro-vertical Strategy, Power reviews, etc.
• Updated operational methods, oversaw accounting procedures, tracked information and compiled data to improve efficiency.
• Developed executive presentations and reports to facilitate project evaluation and process improvement.
• Orchestrated projects within strict timeframes and budget constraints by solving complex problems and working closely with senior leaders.

Geometric (now acquired by HCL) had a $150Mn+/ year Business in PLM, Engg. Services and Embedded altogether. This PLM Business was managed by the then CEO and MD. He had his CEO Office to manage his day-to-day Business Operations, Financial Analysis, Business Growth, Strategic Planning and key decisioning.

Yash Nagpal was part of this office and directly reporting to the CEO having responsibility of below mentioned activities:

• Driving Business/ Financial reporting and analysis for Board meetings, CEO Open House, Global Leadership Council meetings
• Addressing integration challenges of Geometric acquisition
• Driving Key/ Strategic initiatives for entire Geometric Business
• Mentoring vertical/ horizontal EA’s for day-to-day Operations and activities like Dashboards preparation, MIS, reviews, etc.
• Closely working with Business Finance, Legal, HR, IT, Global Operations team for driving Global initiatives
• Managing and driving reviews with CFO, Executive committee, Vertical Business Heads, Global Delivery Heads, Global Operations/ HR/ recruitment Head and multiple stakeholders
• Analyzing, Tracking and Reporting Planned v/s Actuals data
• Performed competitor bench-marking analysis to identify areas of improvement
• Led cross-functional teams to analyze and understand enterprise-wide operational impacts and opportunities of technology changes.
• Drafted quarterly and yearly reports on company financial metrics to assess successes and account for deficiencies.
• Documented business processes and analyzed procedures to align with changing business needs.
• Researched competitors to build report of rising trends in PLM markets.

Handled multiple customers of different domains like Aero, Automotive, Shipping and Industrial.

Key responsibilities included:

• Maintaining quality of the project with various activities like GSDS tools implementation, regularly updating and monitoring MIS, Digite usage, coordinating with COE and implementing best practices, Audits, Governance calls, Defect Management, Risk Management and Lean implementation
• Following Agile best practices in Project – e.g. Sprints, Acceptance criteria, DOR, DOD, Burn-down charts, Hygiene Dashboards, Sprint dashboards, Estimation meetings(e.g. Poker Games), User stories, Managing Product and sprint backlogs, Change request management, CI environment setup, Prioritization, Handling psychological impact on team through buffer sprints, etc.
• Finance Management: Revenue tracking, RT update, Provisioning, SAP transactions, Invoicing, PO’s, etc.
• People Management: VP assessment, Productivity Improvement, Team trainings & leaves with project priorities
• Process Management: OST, JIRA, SAP, Admin, IT, TOS, GSDS, RM, Legal, Info-security, ODC procedures, etc.
• Review Management: Review with Practice Head and VH/ CP
• Legal Approvals: Proposals, SOW renewals, contract extensions
• PM reports: Budgeting, Vertical Dashboards, Sales MIS, RT, CM, customer update reports, RP/ CP/ Margins- Planned v/s actuals
• Negotiating and getting customer convinced for contract renewals, resource retention and new business avenues.
• External and Internal customer management through channels like daily stand-up, weekly update calls, retrospective meet and executive monthly governance calls.
• Creation, implementation, tracking and reporting of Project Plan, Resource Plan, Cost Plan and Revenue plan.
• Motivating Team and supporting them to maintain their work-life balance.
• Escalation Management: External and Internal stakeholders’ management and meeting their expectations.

PWC CAD Development project has multiple CAA-V5 applications which are migrated to CAA-V6 version. Similarly, there are other applications of VBScript, VB, and .Net supported languages which are developed/ migrated. In addition to Migration PWC has fresh development and small enhancements which are done in the new/ existing applications.

Key responsibilities included:

Application Development:

• CAA Development
• CATIA customization
• Migration from V5 to V6 version
• Helping other team members in various technical issues
• Testing and documentation
• Managing releases

Communication:

• Customer interaction
• Presentation to customer
• Mentoring new team members