Key Result Areas:

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• Cost Savings

• Operational Excellence (Process Improvements – Lean Sigma)

• People Management – Nil Attrition, Coaching, Hiring

• 100% Stakeholder (Client) Satisfaction

• 100% customer Satisfaction

• Business Metrics – 100% deliverable on target

• Employee Engagement > 90% deliverable

• Budget Management

• Transition Management e2e responsibility

• P&L Accountability

• Change Management

• Project Management

Leadership Awards:

• Holds the distinction of being rewarded from Hewlett Packard

• Gary M. Budzinski -SVP & General Manager, Technology Services - Nominated for Wall of Humanity recognition (Jan 2011)

• Nominated for Most Valuable Player in Global Centre (TS- GPSC – Shanghai & Chennai Nov 2010)

• Neelam Dhawan – M.D, HP India - Selected as “Pride Builder India” (Apr’13) one of 184 selected for this pride position in India (Selection on Team feedback about Manager which owned this “Pride position”)

• Richard Bailey - SVP PPS CSS - Leading the Way Award winner of “PPS CSS - Great Manager” (July 2013)

• Received 100% score from the team in the category “My Manager” & “Leadership” in 2012 & 2014 & 96% in 2013 Voice of Workforce survey which is conducted in HP every year

• Received the Best scores averaged more than 93% on different category in 2013 & 2014 in Voice of Workforce survey

Key Achievement’s in HP:

• Handling Cost Optimization Projects in the Pricing, Freight, Repairs & Virtual Credit lead to huge saving of        $ 1.4 million

• Operational excellence through automation & continuous improvement projects leads to savings in Capacity Utilization – Saved 12 HC with added 102 new process

• Established Supplier Cost Savings Project in discussion with key customers, defined process, explained to customer & arrived at savings nos by defining methodology which resulted in $2M yearly savings.

• Key to supplier cost savings project is defining the methodology, collecting savings data & developing database, discussing with customers(around 10 virtual meetings), agreeing to cost saving methodology, finally publishing cost savings every month

• Skillfully carried out the review team utilization of all the team members monthly & keep them challenged at any time with making use of Maximum talent utilization – Team Utilization maintained 90%

• Nil Attrition in the team for 3 years & average span of completion of employees service in the team is 6 Years

• Transition from FLEX Singapore & SMS China & from USA/UK Customer of around 234 process to Chennai

• All Transitions happened with 100% on time delivery

• 100% on time & achieved “GREEN- 100%” in stakeholders metrics & Customer Metrics

• Parts Valuations system fallout between SAP & iCost system reduced to 0.01% from 6.2% which is huge variance in inventory valuation after reduction it resulted in accurate inventory valuation

• Setting up Parts Valuation team who are stellar in costing of each parts every month

• Setting up whole team of from scratch to setup in Chennai from 2006 to 2009

• Setting up Automation team in Chennai to leverage expertise for APJ operations & also for whole PPS CSS GSSC teams

• Set-up of TCE Bench repair metrics & improvements in Metrics Improved CSAT (Customer satisfaction) & reduction of DSAT (Customer dissatisfaction)

• Establishment of Channel Partner Team in Chennai started with handling Australia credit disputes

• Voice of Workforce feedback results over all average 95% in 2013 & 2014

• Hiring E2E responsibility as Operations head – Hired more than 400 Head counts at different levels

• Voice of Workforce (Feedback from Direct Report) Scored 100% in Leadership in 2012 & 2014, 96% in 2013

• Chennai Lead for Employee Engagement & L&D & also act as Chennai Site lead for all Chennai site related issues & implementations

• Implemented ONE CSS culture in Chennai site