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Saravanan Veeraiyan

Saravanan Veeraiyan

Associate Executive - Marketing

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location of Saravanan VeeraiyanChennai, Tamil Nadu, India

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  • Timeline

  • About me

    Program Manager Business Operations: MSP, RISK & COMPLIANCE, PMO Operations, Data Science & Analytics, Mentor for Program Management Office, Strategic Consultant, Prince 2, Lead Auditor, Power BI Certified & PGCSL,

  • Education

    • MIET

      1995 - 1998
      Diploma in Computer Technologies Computer Engineering Second Class

    • Bolier Plant Boys Higher Secondary School

      1993 - 1995
      Higher Secondary Commerce and Accounts 1st Class

      Completed the Higher Secondary Course for Two Years in Commerce and Accounts

    • Bolier Plant Boys Higher Secondary School

      1992 - 1993
      Secondary School Leaving Certificate 1st Class

      Completed SSLC in BPHSS in 1993

    • XLRI Jamshedpur

      2020 - 2021
      Post Graduate Course in Senior Leadership (PGCSL) Senior Leadership

      completed PGCSL with XLRI school of Management

  • Experience

    • Micron Computers Inc

      May 1999 - Nov 1999
      Associate Executive - Marketing

      Worked as a data entry operator and photo designer

    • OFT (Ordnance Factory Trichy)

      Dec 1999 - Dec 2000
      System Administrator

      Its a One year training program provided by central Government were in we learned computer Hardware/Networking.

    • Radiant Software Limited

      Jan 2000 - Apr 2002
      System Administrator

      • Rectify the hardware issues• Maintaining the NT and Unix Server• Provide Training in Hardware related issues• Maintaining the database• Looking after 3 Centers

    • Sutherland

      Aug 2004 - Aug 2010
      Deputy Manager - Program Management Office

      Constantly interact with Client Managers for Metric updating and account Management being the Microsoft Global Vendor admin for all Sutherland sites.• Conducting the Internal Performance Review which give the trending analysis for (People Metric, Service and Production Metric, Customer SAT, Quality Analysis, Issue wise TCG and Communication Analysis) for all Line of business in Microsoft on a weekly basis to achieve our Client Metric and CTQ of business in Microsoft on a weekly basis to achieve our Client Metric and CTQ• Providing Business intelligence to the management with an adequate data points for decision making by providing information that is timely, accurate, consistent, complete, and relevant• Analyzing the performance of individual based on their CSAT, AHT, Tools usage, Solution delivered resolution rate and other parameters• Planning Excess and Required Manpower based on the forecast provided by Client• Presenting the Operation Flash on Weekly, Monthly, Quarterly, Yearly and Table F Metrics to Microsoft Clients & internal tracking. Show less

    • HCLTech

      Sept 2010 - Sept 2019
      Project Manager (Program Management Officer - Operations)

      Engagement/Project 5 : BFSI: Banking & insurance: Project Manager (Operations) – Munich RE (Feb 2018 – Sep 2019) - OffshoreEngagement/Project 4 : LSH Solution & Automation (July 2017 – Feb 2018) - OffshoreEngagement/Project 3 : MSD International GmbH Switzerland’s (Sep 2016 to Jun 2017) - OnsiteEngagement/Project 2 : MSD Netherlands B V & MSD France (Sep 2015 to Sep 2016) - OnsiteEngaegment/Project 1 : Merck & Co.inc (Sep 2010 to Sep 2015) - Program Management Officer (Global Operations) - Offshore1. Project metrics reporting and project finance management2. Data consolidation in Microsoft Excel3. Facilitation of internal and external meetings4. Monitoring of relations between project areas and active improvement submission5. Organizing end to end resource management in terms of Onboarding and Offboarding6. Gathering data about project progress and producing reports7. Developing standards and processes for healthy Engagement8. Encouraging (or enforcing where necessary) the use of those standards and processes9. Managing dependencies across multiple projects10. Tracking key metrics for Business benefits and sharing with senior management11. Reporting on financial information such as return on investment12. Direct Reporting to Sr. Vice President for HCL-Merck Engagement with a Six Member PMO Team 13. Responsible for presenting the project highlights and lowlights in the Quarterly, half yearly and annual business review meetings14. Ensuring that the deliverables are carried out on time and escalating to the higher management well in advance in case of any deviation from the plan 15. Scheduling meetings with the client stakeholders and taking feedback16. Conducting recurrence meeting for program and project improvement in end to end deliverables17. Handling internal and external audit...…... Show less

    • Tech Mahindra

      Oct 2019 - now
      Business Operations Manager

      End to End Business Operations, leading and Mentoring Business PMO for Provider Group & Payor

  • Licenses & Certifications

    • PRINCE2 Foundation Certificate in Project Management

      PEOPLECERT & AXELOS (Global Best Practice)
      Dec 2016

    • PRINCE2 Practitioner Certificate in Project Management

      PEOPLECERT & AXELOS (Global Best Practice)
      Dec 2016

    • 70-778 Microsoft Power BI Analyzing and Visualizing Data

      Pearson
      Aug 2019

    • BS ISO/IEC 27001:2013 - Lead Auditor

      BSI
      Jul 2014

  • Honors & Awards

    • Awarded to Saravanan Veeraiyan
      Good Practice _ Challenge _ The Onboarding/Offboarding Studio (TOS) HCL Technologies Limited Jun 2013 MERCK PROGRAM MANAGEMENT OFFICE (PMO) – “The Invisible Enablers”Merck PMO was started as a backend support wing for a small team of ‘35 Merck- HCLites’ in 2005. As the engagement grew steadily and transformed itself into a global Integrated Service Delivery (ISD) unit with 1600+ employees, the PMO through its interactions with its counterparts at the client end, helped provide a Single Face of HCL, notwithstanding the complex nature of the engagement involving multiple verticals and… Show more MERCK PROGRAM MANAGEMENT OFFICE (PMO) – “The Invisible Enablers”Merck PMO was started as a backend support wing for a small team of ‘35 Merck- HCLites’ in 2005. As the engagement grew steadily and transformed itself into a global Integrated Service Delivery (ISD) unit with 1600+ employees, the PMO through its interactions with its counterparts at the client end, helped provide a Single Face of HCL, notwithstanding the complex nature of the engagement involving multiple verticals and horizontals. Today, Merck PMO has enabled effective governance and an equally effective operating rhythm in an otherwise complex account; whether during Quarterly or Half yearly Business Reviews with the client, internal reviews (DGCs, DCRs and SMRs) etc. Merck PMO is now serving as a role model for an enhanced PMO structure at a vertical level and shares its best practices across the organization.Some key activities of the Program Management Office @ Merck Engagement include;• Provide support to Merck Engagement in the areas of finance, governance, resource management, and promotional & branding initiatives• Driving “Operating Rhythm” within the engagement• Initiating steps towards a more evolved operational role with a specific agenda of increasing the bandwidth of Project Managers• Merck PMO academy organize sessions on a periodic basis for other engagement’s PMO and shares the best practices followed• Support strategic initiatives within the engagement The Merck Program Management Office driving governance effectively through laid out Management Frameworks, coordinate with Finance, HR, Quality, Sales, Operations and other enabling functions to execute key Organizational initiatives at the engagement level. Show less
    • Awarded to Saravanan Veeraiyan
      Good Practice - Program Management Office - PMO Academy HCL Technoliges LIMITED Nov 2012 Merck as an engagement grew steadily and got transformed itself into a global Integrated Service Delivery (ISD) unit with 1600+ employees at present, from a small team of ‘35 Merck- HCLites’ in 2005. The Merck Program Management Office (PMO) – “The Invisible Enablers” through its interactions with its counterparts at the client end, helped provide a Single Face of HCL, notwithstanding the complex nature of the engagement involving multiple verticals and horizontals. Merck PMO is now serving as… Show more Merck as an engagement grew steadily and got transformed itself into a global Integrated Service Delivery (ISD) unit with 1600+ employees at present, from a small team of ‘35 Merck- HCLites’ in 2005. The Merck Program Management Office (PMO) – “The Invisible Enablers” through its interactions with its counterparts at the client end, helped provide a Single Face of HCL, notwithstanding the complex nature of the engagement involving multiple verticals and horizontals. Merck PMO is now serving as a role model for an enhanced PMO structure at a vertical level and shares its best practices across the organization.Some key activities of the Program Management Office @ Merck Engagement include;• Provide support to Merck Engagement in the areas of finance, governance, resource management, and promotional & branding initiatives• Driving “Operating Rhythm” within the engagement• Initiating steps towards a more evolved operational role with a specific agenda of increasing the bandwidth of Project Managers• Support strategic initiatives within the engagement Apart from the above, the Merck Program Management Office initiated a practice of organizing sessions on the best practices followed within the engagement in a limited and secured fashion with all the other engagement’s PMOs through the ‘PMO Academy’ in order to set up an effective and efficient PMO structure for other accounts across HCL. Show less
    • Awarded to Saravanan Veeraiyan
      Good Practice - Innovations or ideas in line with organizational objectives - Merck O Meter 1.0.doc HCL Technologies Oct 2012 MERCK PROGRAM MANAGEMENT OFFICE (PMO) – “The Invisible Enablers”PMO started as a backend support function to a small team of “35 “Merckites” in 2005. As the engagement grew steadily and transformed itself into a global Integrated Service Delivery (ISD) unit, the PMO through its interactions with its counterparts at the client end, helped provide a Single Face of HCL, notwithstanding the complex nature of the engagement involving multiple verticals and horizontals. Today, Merck PMO has… Show more MERCK PROGRAM MANAGEMENT OFFICE (PMO) – “The Invisible Enablers”PMO started as a backend support function to a small team of “35 “Merckites” in 2005. As the engagement grew steadily and transformed itself into a global Integrated Service Delivery (ISD) unit, the PMO through its interactions with its counterparts at the client end, helped provide a Single Face of HCL, notwithstanding the complex nature of the engagement involving multiple verticals and horizontals. Today, Merck PMO has enabled effective governance and an equally effective operating rhythm in an otherwise complex account; whether during Quarterly or Half yearly Business Reviews with the client, internal reviews (DCRs and SMRs) etc. Merck PMO is now serving as a role model for an enhanced PMO structure at a vertical level and shares its best practices across the organization. Some of the key activities of the Program Management Office @ Merck Engagement include;• Provide support to Merck Engagement in the areas of finance and billing, governance, resource management, and promotional & branding initiatives• Driving “Operating Rhythm” within the engagement• Initiating steps towards a more evolved operational role with a specific agenda of increasing the bandwidth of Project Managers• Support strategic initiatives within the engagement Show less