de
Keywords
Skills
Professional Summary
Lalit is a talented and professional Program Manager, with over 25 years of experience of successfully managing the delivery of significant initiatives to a varied international client base.
Lalit comes from Engineering and Software Development background having worked on variety of Technical Software development projects. Since last 20 years he has been active in ICT field Project managing diverse range of customer implementations in field of WAN, LAN networks, IP Telephony, IP Contact Centers, Security and integrating into Business solutions. The work spanned across the entire spectrum from bidding, contractual negotiations, implementation and close out
Lalit is highly focused, having the ability to review and capture business requirements at a senior level, ensuring targets and stakeholder expectations are delivered on time and to budget in demanding, commercially focused environments.
Extensive experience of managing both internal and external resources in distributed environments, process re-engineering and organizational change. This also included setting up of PMO including onsite training.
Practical, demonstrable experience of successfully designing and deploying structured processes and systems that increase management visibility, leading to sustainable growth and increasing profitability to business.
Lalit is a member of IET London and is a registered chartered engineer as well member of PMI with PMP certification. Lalit is also a PRINCE 2 practitioner.
Key Skills
Lalit is a talented and professional Program Manager, with over 25 years of experience of successfully managing the delivery of significant initiatives to a varied international client base.
Lalit comes from Engineering and Software Development background having worked on variety of Technical Software development projects. Since last 20 years he has been active in ICT field Project managing diverse range of customer implementations in field of WAN, LAN networks, IP Telephony, IP Contact Centers, Security and integrating into Business solutions. The work spanned across the entire spectrum from bidding, contractual negotiations, implementation and close out
Lalit is highly focused, having the ability to review and capture business requirements at a senior level, ensuring targets and stakeholder expectations are delivered on time and to budget in demanding, commercially focused environments.
Extensive experience of managing both internal and external resources in distributed environments, process re-engineering and organizational change. This also included setting up of PMO including onsite training.
Practical, demonstrable experience of successfully designing and deploying structured processes and systems that increase management visibility, leading to sustainable growth and increasing profitability to business.
Lalit is a member of IET London and is a registered chartered engineer as well member of PMI with PMP certification. Lalit is also a PRINCE 2 practitioner.
Key Skills
- Professional yet approachable management style, having an influential, persuasive manner, comfortable communicating with senior management and operational personnel at all organizational levels.
- Excellent Client facing skills, building lasting relationships and developing new business opportunities with both suppliers and end users.
- Global exposure, having managed programs throughout EMEA, SE Asia and the Indian Sub-Continent.
- Business focused and commercially aware, yet retaining extensive technical knowledge of current and emerging technologies.
- In depth knowledge of project management methodologies and managing operational change, being Prince2 and PMI qualified.
- Ability to review and implement effective strategies and operational procedures that significantly improve project delivery, workflows and business support.
- Proactive manager, mentoring and coaching Project Manager’s, developing skills and establishing structured PMO environments.
Project history
Key Projects
Archroma Management LLC – HQ in Switzerland
Programme Manager - Archroma Global network Transition and Transformation
March 2014 – Current
Lalit lead the BT part of contract of separating Archroma from Clariant Network and setting up new WAN and LAN and Security Infrastructure. The challenge was the tight deadline of completing this separation for 32 countries and 56 sites by End of December 2014. Leading the team across Functional towers and across regional boundaries this challenge was met with Customer praising the achievement. Lalit is now working on Phase 2 of ensuring that Archroma has fully managed Network Infrastructure as agreed in the contracts.
Main Skills used: Stakeholder management, Communications, Project management, Risk Management
Clariant International _ HQ in Switzerland
Oct 2013 – February 2014
As PM lead for this account, Lalit ensured that the delivery of services ordered were planned and delivered in time and ensuring the business perspective of the customer was always taken into account. Delivering complex One Voice GSIP solution was a huge challenge as most Telco suppliers have different processes for enabling this service through their network. Working globally for all regions this was a real challenge across language and cultural differences. Lalit played a major role in bringing the customer satisfaction on the delivery side to a high level.
Mars HQ in US
OMAHA WAN/WLAN/LAN transformation in EMEA
October 2011 – June 2012
Lalit joined Mars OMAHA program as Program Manager for Mars Wrigley sites in EMEA in October 2011. EMEA was the largest region and still way behind in the transformation schedule.
Coordinating a Team of 3 PM’s Lalit managed to bring the already delayed delivery back into a newly agreed schedule by beginning of 2012. The challenge was getting the different entities working together to ensure a smooth customer experience in Transformation. Lot of changes took place on Mars contract and an accelerated LAN transformation plan was pushed through by Global team. This was a big challenge faced by the EMEA delivery Team but with support of the Global PMO and the management it was possible to start delivering as per agreed accelerated schedule. Lalit left the program due to changes in the Team structure having successfully run the whole EMEA region for over six month.
Proctor & Gamble HQ in US
Critical Voice Transformation EMEA
September 2011 – May 2012
As program manager of EMEA countries where BT was replacing the current Voice technology with Damovo and Avaya technology, Lalit took over the role when the program in EMEA was suffering from lack of progress and Customer confidence in BT’s ability to deliver per agreed schedule was at low ebb. Lalit took over this uphill task and managed to boost the confidence of customer in the BT delivery ability. Over period of 8 months 12 sites were successfully transformed to customer satisfaction together with 3 DPM’s. Coordinating the supplier activity across the region was a big challenge as well as the normal challenges of getting the equipment into the CEEMA countries.
Proctor & Gamble HQ in US
Transformation to BT Managed Services
May 2009 – July 2011
As Regional Program Manager for CEEMEA Countries Lalit lead a Team of remote PM’s, Engineers and a consortium of partners (Intact, CompuCom, HP, CISCO, JLL, Getronics) to transform 42 sites in 23 countries as per agreed contract with P&G. This was by far the most challenging and enriching experience considering the geographic spread of the region where P&G operated. The challenges were posed by local political situation, local regulations, local work mentality and languages. The natural catastrophe also made working to plan extremely difficult. The customer praised Lalit’s engagement and professionalism on this program and achieving what was considered almost impossible. Towards the end of program, Lalit also took over WEUR sites to complete these too as per agreed schedule (End of June 2011)
Main Skills used: Stakeholder management, Program management skills, Communications, Project management,
Novartis HQ in Switzerland
BT Program Barracuda (Novartis Best Structure)
Introducing Managed Cabling Service for customer Novartis: 06/08 till 01/08
As part of the Best structure outsourcing BT had agreed to provide Global Managed cabling service to Novartis. This initiative was to understand the master Service agreement and establishing a common understanding with customer based on a service description for the Managed cabling service. Interfacing to suppliers, the NOC and the transition and transformation team globally was a challenge to ensure that the ongoing work could profit from this service. The initial work on agreeing and releasing the Service description with Novartis was completed successfully.
Main Skills used: Stakeholder management, Communications , Contractual negotiation, Project management.
Document Management Harmonisation initiative 10/08 – 03/09
This initiative was to ensure that common documentation standards and tools are used. Initial gap analysis was carried out on the current practice and recommendations were made to harmonise the documentation standard and the tools. This resulted in project to carry out the recommended steps and handing it over to PMO for continued management and support.
Main Skills used: PMO set up and Documentation management strategy. Stakeholder management, Project management
Prior to BT
Getronics AG (Dec 2001 - April 2008) Senior Project / Program manager)
Swisscom AG (Nov 1997- Nov 2001) Senior Project Manager
Hasler AG / Ascom Autelca AG / Secheron AG (Oct 1979 – Oct 1997)
1995 – 1997(Project manager)
1991 – 1994 (Software Product Manager)
1988 – 1990 (Head of Software Development)
1979 – 1987 (Senior Software Consultant)
Archroma Management LLC – HQ in Switzerland
Programme Manager - Archroma Global network Transition and Transformation
March 2014 – Current
Lalit lead the BT part of contract of separating Archroma from Clariant Network and setting up new WAN and LAN and Security Infrastructure. The challenge was the tight deadline of completing this separation for 32 countries and 56 sites by End of December 2014. Leading the team across Functional towers and across regional boundaries this challenge was met with Customer praising the achievement. Lalit is now working on Phase 2 of ensuring that Archroma has fully managed Network Infrastructure as agreed in the contracts.
Main Skills used: Stakeholder management, Communications, Project management, Risk Management
Clariant International _ HQ in Switzerland
Oct 2013 – February 2014
As PM lead for this account, Lalit ensured that the delivery of services ordered were planned and delivered in time and ensuring the business perspective of the customer was always taken into account. Delivering complex One Voice GSIP solution was a huge challenge as most Telco suppliers have different processes for enabling this service through their network. Working globally for all regions this was a real challenge across language and cultural differences. Lalit played a major role in bringing the customer satisfaction on the delivery side to a high level.
Mars HQ in US
OMAHA WAN/WLAN/LAN transformation in EMEA
October 2011 – June 2012
Lalit joined Mars OMAHA program as Program Manager for Mars Wrigley sites in EMEA in October 2011. EMEA was the largest region and still way behind in the transformation schedule.
Coordinating a Team of 3 PM’s Lalit managed to bring the already delayed delivery back into a newly agreed schedule by beginning of 2012. The challenge was getting the different entities working together to ensure a smooth customer experience in Transformation. Lot of changes took place on Mars contract and an accelerated LAN transformation plan was pushed through by Global team. This was a big challenge faced by the EMEA delivery Team but with support of the Global PMO and the management it was possible to start delivering as per agreed accelerated schedule. Lalit left the program due to changes in the Team structure having successfully run the whole EMEA region for over six month.
Proctor & Gamble HQ in US
Critical Voice Transformation EMEA
September 2011 – May 2012
As program manager of EMEA countries where BT was replacing the current Voice technology with Damovo and Avaya technology, Lalit took over the role when the program in EMEA was suffering from lack of progress and Customer confidence in BT’s ability to deliver per agreed schedule was at low ebb. Lalit took over this uphill task and managed to boost the confidence of customer in the BT delivery ability. Over period of 8 months 12 sites were successfully transformed to customer satisfaction together with 3 DPM’s. Coordinating the supplier activity across the region was a big challenge as well as the normal challenges of getting the equipment into the CEEMA countries.
Proctor & Gamble HQ in US
Transformation to BT Managed Services
May 2009 – July 2011
As Regional Program Manager for CEEMEA Countries Lalit lead a Team of remote PM’s, Engineers and a consortium of partners (Intact, CompuCom, HP, CISCO, JLL, Getronics) to transform 42 sites in 23 countries as per agreed contract with P&G. This was by far the most challenging and enriching experience considering the geographic spread of the region where P&G operated. The challenges were posed by local political situation, local regulations, local work mentality and languages. The natural catastrophe also made working to plan extremely difficult. The customer praised Lalit’s engagement and professionalism on this program and achieving what was considered almost impossible. Towards the end of program, Lalit also took over WEUR sites to complete these too as per agreed schedule (End of June 2011)
Main Skills used: Stakeholder management, Program management skills, Communications, Project management,
Novartis HQ in Switzerland
BT Program Barracuda (Novartis Best Structure)
Introducing Managed Cabling Service for customer Novartis: 06/08 till 01/08
As part of the Best structure outsourcing BT had agreed to provide Global Managed cabling service to Novartis. This initiative was to understand the master Service agreement and establishing a common understanding with customer based on a service description for the Managed cabling service. Interfacing to suppliers, the NOC and the transition and transformation team globally was a challenge to ensure that the ongoing work could profit from this service. The initial work on agreeing and releasing the Service description with Novartis was completed successfully.
Main Skills used: Stakeholder management, Communications , Contractual negotiation, Project management.
Document Management Harmonisation initiative 10/08 – 03/09
This initiative was to ensure that common documentation standards and tools are used. Initial gap analysis was carried out on the current practice and recommendations were made to harmonise the documentation standard and the tools. This resulted in project to carry out the recommended steps and handing it over to PMO for continued management and support.
Main Skills used: PMO set up and Documentation management strategy. Stakeholder management, Project management
Prior to BT
Getronics AG (Dec 2001 - April 2008) Senior Project / Program manager)
- Programme Management of strategic initiative to implement formal (Prince2) management processes and controls for project based work throughout the organisation, training and mentoring Project Managers and Business Consultants.
- Managed business process re-engineering and operational improvements.
- Senior management responsibility for delivering multiple high value projects to Client base.
Swisscom AG (Nov 1997- Nov 2001) Senior Project Manager
- Management of WAN link initiatives on a global basis, managing contract negotiations, development and final handover of functioning infrastructure to international client base.
- Member of European AUCS committee, responsible for the optimisation of roll out processes between service providers in the EU.
- Implemented standardized Operating Documentation for all services and customer management functions.
Hasler AG / Ascom Autelca AG / Secheron AG (Oct 1979 – Oct 1997)
1995 – 1997(Project manager)
- Project Management of major projects for international clients based throughout Europe and SE Asia.
- Recovery of stalled projects, implementation of ISO quality controls and successful delivery to Client expectations and business requirements.
1991 – 1994 (Software Product Manager)
- Overall responsibility for software development and all product marketing activities.
1988 – 1990 (Head of Software Development)
- Management responsibility and team lead on multiple development projects.
- Project Management to embedded software development initiatives.
- Introduction of software development environment based on Modula-2 and UNIX.
1979 – 1987 (Senior Software Consultant)
- Responsible for the development of graphical analysis software for data recorders, portable across a range of platforms.
- Initial market analysis, concept design, specification and product development. Customer training and international marketing of end product.
Local Availability
Only available in these countries:
Germany, Austria und Switzerland
Available from 30th March 2015 for short or long term Assignments
Other
Excellent references available when required for any program / Project
