Wadhwani Foundation (Industry: Philanthropy)

My Focus: 

Why: Wadhwani Foundation's mission is "accelerating job growth and enabling millions to earn a family-sustaining wage and lead a dignified life." In addition to its operations in Asia and Latin America, the Foundation wanted to expand its footprint in the United States. Also, the Foundation wanted to personalize its education and entrepreneurship product offering to meet the demands of the market.

What: The Foundation hired me to identify market opportunities in the United States for their education product. I was also tasked with refining their entrepreneurship products and services.

Wow: In less than a year: 

These efforts furthered the mission of the Foundation to up skill 10 million students globally by 2030.

Gilead Sciences (Industry: Life Sciences)

My Focus: 

Why: An increasing global trend and threat to patients is counterfeit drugs entering the supply chain. In response to this threat, countries around the world are now implementing new regulations across supply chain. In order to comply with these new global regulations, Gilead Sciences was required to update its operational processes, IT systems, and packaging line equipment. I was hired to design the Organizational Change Management strategy that would ensure successful adoption of these new processes and IT systems.

What: My team and I stepped in as trusted partners to support the Program Management Office of this multi-million dollars, multi-year engagement. The scope of my work included creating brand awareness for the program, implementing communication channels to generate excitement about the new processes and IT systems, engaging multiple business functions through new and existing forums to bring them along the journey, designing a training strategy. Throughout the engagement, my team and I were key players of the leadership team and worked cross-functionally with engineering teams, business analysts, business process owners, etc. We were also responsible for producing deliverables that secured additional funding required to keep the program on track.

Wow: Within 9 months, the my team  of 3 and I:

These efforts led to successful transition of 59% of the company's pharmaceutical products to secure supply chain.

Waters Corporation (Industry: Life Sciences)

My Focus: 

Why: Waters Corporation, a leading provider of lab equipment, supplies, and software for scientists across the world, was embarking on a digital transformation journey. The company wanted to modernize how it provides service to its customers and transition from a legacy CRM to Salesforce Service Cloud.

What: My team and I were brought on board to perform an operational assessment of the existing regional workflows and align them to the future global workflow. We were also tasked with identifying impacts of the transformation on stakeholder groups and operationalizing an engagement strategy which included just-in-time and point-of-need personalized learning experience, power user community, and a robust communication plan.

Wow: Within a year, my team of 5 and I:

These efforts improved mean time to resolution (MTTR) by 50% over 4 quarters resulting in $2M in decreased costs and increased revenue

Salesforce (Industry: Technology)

My Focus: 

Why: Salesforce desired to introduce a new global selling methodology across all regions, operating units, and segments to optimize sales performance and drive customer value realization. The vision was to create one global common framework, inclusive of language, skills, tools, and resources to truly transform the way they engage with customers. This change enabled a shift in the go to market strategy through a focus on customer success, time to value, operational consistency and predictability, and sales productivity and performance.

What: My team and I provided strategic advisory on the value proposition of certain internal processes. We conducted process mapping exercise for the various regions and operating units. To ensure a smooth shift to the new go to market strategy, we created a communication plan socializing the new processes, resulting impacts, and change mitigations. For alignment on how the Sales team engages customers, we created synchronous and asynchronous learning content.

Wow: I lead a team of 5 to:

We meet and exceed regional and global needs.

Workday (Industry: Technology)

My Focus: 

Why: Workday was embarking on a journey to transform the internal brand of its IT organization. As part of this journey, a set of global technology enhancement initiatives targeted at changing the perception of the CIO’s office were launched. These initiatives ran independently with separate objectives, teams and project management. For successful implementation and adoption of these global initiatives by the internal teams, Workday wanted to leverage various elements of Organizational Change Management. 

What: I provided change management consulting services to Workday’s IT OCM Lead.  Utilizing Change Management best practices, I provided a repeatable set of IT OCM tools and templates and facilitated technology adoption through a Change Agent Network. 

Wow: In under 6 weeks, I successfully:

Through my work, my client was able to secure buy-in of the new IT brand and value proposition.

Palo Alto Networks (Industry: Cybersecurity)

My Focus: 

Why: Palo Alto Networks, a global cybersecurity leader, who continually delivers innovation to enable secure digital transformations, identified that their productivity loss and inconsistent performance in upselling and cross-selling of their products was resulting from learning experience that was not personalized to fit the needs of the individuals. My team and I were hired to assess the current state of learning experience and deliver an actionable roadmap.

What: The scope of our work included creating brand awareness for the program, conducting an assessment of existing roles and content, defining and documenting key personas, designing learning journeys, and delivering a roadmap for the Learning Management System (LMS).

Wow: Within 5 weeks, my team of 5 and I:

Throughout the engagement, we were trusted partners to the Employee Experience leadership team and worked cross-functionally. We were also responsible for producing deliverables that will secure additional funding required to keep the initiative on track.

PayPal (Industry: Financial Technology)

My Focus: 

Why: Our client wanted to have a clear picture of their current Software Development Lifecycle (SDLC). The ask was to analyze and map the entire customer journey that would give Design, Delivery, and Operations leadership insights into pain points, opportunities, and stakeholder involvement.  The resulting process mapping will enable their product and cross-functional teams to work as One Team towards the company’s customer-centric mission.

What: We conducted Value Steam Mapping sessions with senior leadership from 10+ workstreams to align on the end-to-end current state.  These sessions identified and surfaced the “why” a process delivers value to its customers.  Following the session, we facilitated process design workshops with each workstream to deep dive into activities that feed into the Customer Value Stream and documented process maps, associated pain points and opportunities for improvement.  

Wow: My team and I created a Journey Map infographic providing leaders a story of the challenges they will embark in the One Team transformation.  Additionally, we provided a list of recommendations and prioritized them based on number of workstreams impacted and frequency of pain points. 

This foundation positioned the company to achieve its NPS objectives.

Fisher Investments (Industry: Wealth Management)

My Focus: 

Why: Europe implemented General Data Protection Regulation (GDPR) on May 25, 2018 providing fundamental rights to EU Citizens around their data privacy. One of the largest independent wealth management firms, Fisher Investments, engaged my team and I to implement a program management office which would organize enterprise wide compliance efforts for GDPR. 

What: We partnered with the client to develop and implement a program governance structure for enterprise alignment and leadership visibility into progress. Our team composed a detailed program plan that not only laid out all the recommended activities given the client’s current organizational structure but also provided a prioritized approach to address the most pressing compliance needs.

Wow: With a new depth of understanding around the enterprise activities required to drive compliance; senior leadership was able to make key business decisions for quicker compliance and optimized business processing. The implemented program spurred a new level of engagement and collaboration across the organization helping team members identify and initiate new efforts to set the organization up for continuous growth.

Through our engagement we enabled the client to adopt program management best practices for their continued future success.