Experience

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  Various

  Jan 1993 - Dec 1998

  Early year assignments

  Sep 1996-Jan 1998: Jay Bharat Exhaust Systems Ltd. As Executive – Production, Exhaust SystemsSep 1995-Aug 1996: Rasandik Engineering Industries (India) Ltd. As Engineer - Weld Shop Jan 1993- Jan 1994: Bokaro Steel Plant as SWC Trainee – Industrial Engineering Department

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  Ford motor company

  Jan 1998 - May 2004

  Manager - six sigma(master black belt) & ford production system

  Successful execution of diverse responsibilities including deployment of Six Sigma in Ford India , implementation of Ford Production System, Process Engineering, Production, Project Management of new Product Launch, Dimensional Control Engineering and People Management across various assignments. Led the New model body launch for the first Ford SUV in India including the set up of production facility.

• 

  Hewlett packard enterprise

  May 2004 - Dec 2006

  Quality head - avp at global shared services center at chennai

  During the tenure, spearheaded Quality and Operational Excellence for the Global E-Business Center at Chennai, with the responsibility of working on > 25 business processes, in the Finance & Accounts, Contract Administration, Order Management, Human Resources functions at the Back Office for Hewlett Packard while leading a team of qualified Six Sigma Black Belts

• 

  Dell technologies

  Dec 2006 - Feb 2008

  Sr manager

  Steered the ‘Design, Development and Global Deployment’ of new processes. Also, managed Operational Analytics for ‘Global Performance management’

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  Shell

  Mar 2008 - now

  Sectors and Decarbonization in Shell comprises of several businesses like Aviation, Marines, Construction and Road, Customer Operations, Commercial Road Transport and Agricultural and Forestry focused towards driving energy transition by collaborating closely with the customers while making long term decarbonization strategy. The purpose of the role is to lead the strengthening of the foundations of Operational Excellence and Continuous Improvement within the businesses to enable sustainable delivery of Ultimate Potential Goals through targeted and focused interventions aligned to business priorities, structured improvement framework and cultural integration of UP ways of working. The role leads a broad network of Continuous Improvement professionals and affiliated natural teams across all the businesses. Show less With over 45,000 sites in nearly 75 countries, Shell Retail is the world’s largest service station network visited by nearly 30 million customers each day. Currently in growth phase supported by over a billion USD capital spend in a year, Shell retail is committed to grow its earnings by more than 50% in a time bound fashion with aggressive growth plan for no. of sites worldwide. In my role I am responsible for deployment of Continuous Improvement ways of working in Global Retail Network organization focused at making the End to End Value delivery faster, cheaper, safer with accelerated revenue benefits in line with business goals. The role involves extensive collaboration with market and regional network leadership teams in developing and executing the continuous improvement strategy and plans as an enabler to overall Retail ambitions. Show less Shell’s Upstream Americas Deepwater business is mainly a cluster of 9 offshore crude oil producing assets in Gulf of Mexico with a capacity of more than 100 MBEQ generating revenue of over USD 6.0 Billion. Partnering with the UAD business leadership, this role was responsible for deployment of Lean ways of working in UAD focused at driving long term cultural change and delivery of overall business improvement program involving several key improvement projects in different parts of the business while leading a high-performing team of Lean Sigma qualified professionals. Show less Shell’s Projects & Technology (P&T) organization manages the delivery of major oil and gas projects and develops and deploys technology to increase value for Shell. It also manages global contracts with suppliers and provides technical services that keep Shell’s Integrated Gas, Upstream and Downstream assets operating In this role, designed and established the CI Deployment program in Projects and Technology Finance at global level by leveraging the expertise in CI domain in Finance operations and working closely with P&T Finance leadership team while leading a globally distributed team of qualified CI professionals. Was recognized & lauded for exemplary people leadership skills that led to outstanding Shell People Survey scores for my extended team. Was also part of Shell Business Operations Chennai Finance Leadership team and led 'Staff and Talent Development' focus group for the center. Managed and delivered initiatives with significant financial impact. Pivotal in deploying extensive knowledge of CI in establishing the Shell 'Data Improvement program' framework Show less 2011-2013: Global Process Improvement Lead (Finance Operations)2008-2011: CI Manager (Shell Business Operations-Chennai)Delivered outstanding efficiency gains and improved effectiveness in global Management Information Process in Finance Operations of Royal Dutch Shell through Lean Sigma. Led the deployment of Lean Sigma at Shell Shared Services Center at Chennai, Was part of Center Finance Leadership at Shell Business Operations- Chennai and played a pivotal role in the growth journey of the center by being part of the team framing policies, recruiting staff and leaders and leading initiatives to achieve high degree of employee engagement. Show less

  • Global Improvement Lead - Trading and Supply

    Jan 2024 - now

  • Global Continuous Improvement Lead - Low Carbon Solutions

    Aug 2021 - Dec 2023

  • Global Continuous Improvement Manager - Retail Network

    Mar 2016 - Jul 2021

  • Continuous Improvement Manager - Upstream Americas Deepwater

    Jan 2015 - Feb 2016

  • Finance CI Manager - Projects & Technology

    Jan 2013 - Dec 2014

  • Global Process Improvement Lead- Finance Operations

    Mar 2008 - Dec 2013