Ashwin M.

Under CEO sponsorship, led cross functional team to understand assess current state (business process) and barriers to achieving strategic objectives leading to companywide transformation roadmap for the Trading function ($5B revenue).

Led the definition and buildout of go-to-market (GTM) value advisory operating model in order to serve customers that are less than $1B in revenue and to address high deal volume as SAP moves from on-premise to cloud GTM sales motion.

Led discovery workshops to identify areas for improvement; created business case for CIO highlighting the ROI, NPV and TCO for enabling transparency across Finance and Supply chain (S&OP, Demand, Inventory).

Led discovery workshops to identify areas for improvement; created business case for COO highlighting the ROI, NPV and TCO for enabling transparency across Supply chain (S&OP, Demand, Inventory).

Led discovery workshops to identify areas for improvement for CPQ, Commissions Management and Sales Forecasting; created business case and roadmap package for CFO showing the ROI, NPV and roadmap to justify investment in SAP.

Led the creation of a scalable engagement approach, point of view templates, business case and benchmarking models for the CX product portfolio (eCommerce, Marketing, Sales, Service) to expedite the process to go from lead generation to deal closing.

Led discovery workshops to identify areas for improvement; created business case and roadmap package for CEO highlighting the ROI, NPV and TCO for enabling transparency across the finished goods (fuels) trading function.

Led discovery workshops to identify areas for improvement; created business case and roadmap package for CFO highlighting the ROI, NPV and TCO for enabling transparency across sales, eCommerce, asset management, capital projects, warehouse management, supply chain and finance.

Led discovery workshops to identify areas for improvement; created business case and roadmap package for CFO highlighting the ROI, NPV and TCO for enabling transparency across sales, eCommerce, asset management, capital projects, warehouse management, supply chain and finance.

Led discovery workshops to identify areas for improvement for eCommerce; created business case and roadmap package for SVP of eCommerce for Wholesale retail company showing the ROI, NPV and total cost of ownership for enabling transparency across Sales, Marketing, Logistics and Finance lines of business.

Led discovery workshops to identify areas for improvement; created business case and roadmap package for CIO highlighting the ROI, NPV and TCO for enabling transparency across asset management, manufacturing, supply chain and finance.

Led discovery workshops to identify areas for improvement; created business case and roadmap package for CFO of Packaging company showing the ROI, NPV and total cost of ownership for enabling transparency across asset management, manufacturing, supply chain and finance lines of business.

Led discovery workshops to identify areas for improvement for eCommerce; created business case and roadmap package for VP of Sales & Marketing for Ammunition company showing the ROI, NPV and total cost of ownership for enabling transparency across Sales, Marketing, Logistics and Finance lines of business.

Led discovery workshops to identify areas for improvement for eCommerce; created business case for VP of IT for Flooring company showing the ROI, NPV and total cost of ownership for enabling transparency across Sales, Marketing, Logistics and Finance lines of business.

Led discovery workshops to identify areas for improvement; created business case, industry benchmarking and roadmap package for CFO of Upstream company showing the ROI, NPV and total cost of ownership for enabling transparency across asset management, procurement, supply chain and finance lines of business.

Led the PMO organization (team of 1 Manager and 2 consultants) for a $120M trading platform implementation spread over 3 years. Manage status reporting, change request, leadership reporting and financials for the program.

Supported the merger integration between two of the largest oilfield services companies as part of the Supply Chain team (Field Procurement & Materials). Deliverables included: project plan, Day 1 checklist, Operating model (current state assessment) between both companies in terms of people, process and technology.

Redeployed to the Divestitures team for Field Inventory leading the divestiture for 2 business units. Deliverables included: Organization structure and resource requirements… Show more

Supported the merger integration between two of the largest oilfield services companies as part of the Supply Chain team (Field Procurement & Materials). Deliverables included: project plan, Day 1 checklist, Operating model (current state assessment) between both companies in terms of people, process and technology.

Redeployed to the Divestitures team for Field Inventory leading the divestiture for 2 business units. Deliverables included: Organization structure and resource requirements for Divested units, Inventory Disposition location and value, Customer owned inventory analysis for those inventory that is not on company financial statements, Inventory Separation Methods for those sites that would be shared, Service agreement costing.
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Led the Capital Projects Portfolio Management Design & Implementation (MS Project Server) for the Upstream engineering organizations.

Conducted capital project assessment on a 6-year, $5B pipeline safety enhancement project. Helped build roadmap that identified short, medium and long term opportunities that need to be executed to mitigate and/or improve project efficiency. Prepared ‘As-Is’ Technology landscape highlighting gaps in Capital project information flow and provided recommendation on the ‘To-Be’ Technology landscape. Identified Functional and technical requirements to enable the ‘To-Be’ technology landscape in the… Show more

Conducted capital project assessment on a 6-year, $5B pipeline safety enhancement project. Helped build roadmap that identified short, medium and long term opportunities that need to be executed to mitigate and/or improve project efficiency. Prepared ‘As-Is’ Technology landscape highlighting gaps in Capital project information flow and provided recommendation on the ‘To-Be’ Technology landscape. Identified Functional and technical requirements to enable the ‘To-Be’ technology landscape in the areas of Engineering management, Field Data capture, Project Controls and Document management and helped build a simplified organization structure to support ongoing project and program level reporting. Show less

Led assessment to understand issues that can affect the current capital projects ($120M in total cost) and their ability to meet schedule, cost and risk requirements. Identify short, medium and long term activities that need to be developed to mitigate and prevent future project misalignment.

Led development of capability roadmaps for the Unconventionals BUs that would enable their business vision and growth plans. Build a vision of what the engineer of the future (10+ years) would look like and showcase initiatives that can make this vision a reality.

Led the Capital Projects Portfolio Management Design for the Downstream business units. Helped to define roadmap, scope, requirements, To-Be Processes and interfaces with focus on the three major modules: Portfolio Management, Project Management and Resource Management.

Helped create three year vision of customer experience that delivers value propositions and services across integrated channels with multiple outsourcers. Assessed current state capabilities and developed gap assessment. Created current and future state customer experience maps. Created excel database model to capture organization readiness across each customer lifecycle. Helped facilitate U-collaborate sessions to drive stakeholders towards organization’s future state. Created business case… Show more

Helped create three year vision of customer experience that delivers value propositions and services across integrated channels with multiple outsourcers. Assessed current state capabilities and developed gap assessment. Created current and future state customer experience maps. Created excel database model to capture organization readiness across each customer lifecycle. Helped facilitate U-collaborate sessions to drive stakeholders towards organization’s future state. Created business case for prioritized objectives and strategic roadmap across applicable lines of businesses and channels based on feedback from U-collaborate sessions. Show less

Worked with team to understand and document current innovation model, business issues and performance drivers. Conducted survey of peer companies to understand leading practices. Facilitated workshops with company leadership to identify areas for improvement. Provided recommendations (high-level implementation plan) on methodology for tracking and reporting innovation value and success (internally and externally) based on benchmark survey.

Identified issues, risks and gaps and provided recommendations to mitigate identified risks. Identified number of resources required to help sustain the MDM organization. Implemented MDM governance model, identified metrics and developed dashboard reporting to ensure sustainment of MDM organization post go-live.

Assessed the effectiveness of the PMO for a $19B professional services firm by interviewing program managers, conducting surveys and reviewing procedural documents. Presented findings for quick wins and created a roadmap for the ideal state.

Helped implement PLM4Process (Global specification management module) software for a $400M Food and Beverage company. Configured business process workflows, prepared specifications, designed and executed testing plan (prepared use cases, CRP scripts and conducted conference room pilot and UAT) and prepared training materials and trained users.

Implemented PTC Windchill (Product Data Management module).

Assessed competitive landscape of Power MOSFET business for a $2B semiconductor company by analyzing market, competitors and foundry players. Interviewed executives, SMEs to understand current state and map out future state. Presented findings for short and long term strategy on how to effectively compete in the market.

Re-designed Stage Gate process by leveraging New Product Development best practices. Identified and prepared specifications used for configuration. Designed and executed testing plan (prepared use cases, CRP scripts and conducted conference room pilot and UAT). Developed and implemented organizational change management plan (project communications, stakeholder engagement, change assessment, post-go live assessment).

• Managed $100,000+ budget; responsible for scope definition, schedule planning and manpower estimating.

Prepared Greenhouse gas business plan, prepared sales decks and identified existing and new clients to be targeted for new service offering in response to climate regulations. Worked with Business development teams to rollout the offering for the Oil, Gas & Chemicals division for a $12B EPC contractor.

• Supervised two engineers; managed $250,000+ budget; conducted trouble shooting to correct design flaws to successfully execute $40M detailed engineering phase of project.
• Lead project using multi-office project execution approach; partnered with global teams in Romania & Doha to cut project costs.

• Supervised four engineers; managed $300,000+ budget; developed schedule and man-hour estimates
• Assumed role from previous lead; turned project around to meet 100% of client’s deadlines.
• Organized cross functional study using NPV analysis to provide recommendations for critical plant utility systems; saved client $30M dollars.