Organizational Change Management executive with over 11 years of strategy and transformation experience with Fortune 500 companies leading change successfully by aligning strategy, structure, people, processes, and culture to achieve business goals. Extensive experience in C-level advisory roles, program management, change execution, and strategic communication. Influential leader with strong understanding of organizational political landscape, and currently leading the Change Management practice for a Fortune 100 firm. Strengths include:
Transformational Change Management
Change Strategy and Planning
Trusted Advisor to C-Suite
Business Process Excellence
Operating Model Design
Director and Practice Leader, Organizational Change Management
May 2013 to Present
Practice leader for Lowe’s IT Organizational Change Management reporting to one level down from the Chief Information Officer. Leads the overall change management strategy for the 5000 strong IT organization and plays a very critical advisory role to the IT Executive Leadership. Leads effective change throughout Lowe’s IT Organization and strategic initiatives resulting in increased speed of adoption and maximum realization of Lowe’s business and IT strategies.
Built a brand new Organizational Change Management practice - developed change methodology, defined business engagement model and governance framework, established demand intake, hired change practitioners, and conducted roadshows.
Led change management initiatives for a $1.1 Billion program portfolio covering all aspects of change management including strategy & planning, stakeholder analysis, leadership alignment, organization readiness assessment, change impact analysis, organization design, communication strategy, and employee engagement.
Led key CIO sponsored initiatives including reorganization of 8 IT functions impacting 1200 employees, expansion of Lowe’s IT capability in India, and roll out of IT Strategic Sourcing organization.
Provided leadership coaching and developed action plan for IT Senior Executives to drive employee engagement resulting in a 30% increase in Employee Opinion Survey scores.
Developed a Change Agent Network and Sponsorship Spine to cascade change at all levels.
IT Strategy and Change Engagement Lead
August 2012 to May 2013
Led large-scale transformation projects for Accenture’s strategic clients managing overall client experience, delivering consulting engagements, pursuing new business opportunities and leading project teams. Conducted client senior executive interviews, developed frameworks and change enablement solutions for complex organizational change challenges, and presented recommendations to the client leadership. Led practice development and recruitment effort for the firm.
Led transformation projects for a Fortune 100 pharmaceutical company to redefine the operating model of its IT Shared Services organization and roll out of a Project Portfolio Management tool.
Developed and executed customized organizational change management plans, coached executives and project sponsors on leadership alignment, conducted readiness assessments, and developed communications strategy.
Engagement manager/ senior manager strategy consulting
May 2006 to August 2012
Led CIO advisory engagements for Fortune 500 Financial, Retail, and Healthcare clients focusing in the areas of Global Sourcing, IT Cost Optimization, IT Organization Effectiveness and Organizational Change Management. Effectively partnered with client executives to identify and assess strategic change issues and potential solutions. Managed revenues, developed intellectual capital, and led practice development effort.
Managed projects worth $7 million in direct consulting revenues.
Led multiple strategic global sourcing transformation engagements for Fortune 500 clients resulting in average annual savings of 35%.
Coached leaders of impacted organizations and developed change management and transition plan for affected staff.
Provided strategic direction, developed offerings, defined standard processes, capabilities, tools and metrics to help expand the Cognizant Strategy Consulting team during its initial years.
June 2005 to May 2006
Managed key Asia Pacific accounts with major Chinese steel mills and trading companies for the iron ore export division. Key responsibilities included business-to-business selling, inventory and logistics management, marketing promotion, and new business development.
July 2002 to June 2003
Managed operations of a 16 member production team responsible for annual revenue of INR250 million and also had relationship accountabilities with key suppliers and vendors.
Prosci Change Management in Change Management
2014 to 2014
MBA in Finance and Operations
2003 to 2005
B.E. in Mechanical Engineering
1998 to 2002
Management consulting, international client handling, project management