Ernst & Young LLP | Manager, Business Consulting | Gurugram
- Led a comprehensive process transformation initiative, simplifying, standardizing, and automating fulfillment processes for the B2B telecom segment of a major ICT company in South Africa, driving operational efficiency. Key activities undertaken were as follows:
- Discussed and aligned with cross-functional stakeholders involved in the processes for the respective products to understand as-is process & system flow, while ensuring alignment with operational and digital strategy
- Spearheaded the review and finalization of 22 re-engineered processes, optimizing workflows through updated RACIs, seamless system integrations, and enhanced process hand-offs.
- Weekly reporting on the project activities to the SteerCo and EY leadership (EY India & EY South Africa)
- Managed a team of 6 consultants (3 in India & 3 in South Africa)
- Business process advisory for one of the biggest telecom operators in Switzerland on their to-be process organization. Key activities undertaken were as follows:
- Identified and documented key roles & responsibilities in the process organization, along with their tasks, deliverables & competencies.
- Defined process nomenclature and process maturity model
- Defined the RACI for the various roles defined as per the process hierarchy.
- Prepared on Aris process lifecycle stage flows (Analyze, Deploy, Design, Discover & Optimize)
- Undertaking proposal creation, opportunity, and deal review finalization for other engagements for EY India
Ernst & Young LLP | Senior Consultant, Business Consulting | Gurugram
- Business Analyst for the Sales & Marketing function within the Data Office in India, for a UK based B2B telecom player. Key activities undertaken were as follows:
- Analyzed and provided recommendations to the sales function for Colt's Germany, France and UK operations on inefficiencies observed in the quotations and orders, reducing the turn-around time in the sales pipeline by 15%.
- Analyzed and provided recommendations on 4 key sales & marketing dashboards to provide business users with effective insight and subsequent foresight into sales performance.
- Managed the implementation of regulatory projects as mandated by regulators in U.K and France via GCP, incl. System Integration Testing & User Acceptance Testing test case preparation, review, and closure.
- Undertook Data design, Business Requirement Document preparation & stakeholder management for marketing dashboards on Google Cloud Platform (GCP)
- Prepared a marketing attribution model for digital marketing leads.
- Business Analyst for the Lead-To-Cash value chain digital transformation for a large ICT company in South Africa. Key activities involved in were as follows:
- Assisted management in codification of requirements from the IT transformation through collaboration with cross functional teams and analysis of their requirements.
- Assisted management with capital budgeting for the transformation, determining potential positive cashflows to the tune of 544mn ZAR (INR261cr), working closely with key stakeholders across IT, Finance, Product & Sales
- Managed a team of 2 consultants (based out of South Africa) to deliver 10 future state processes for MVP 1 for CRM system go-live (RACIs, Systems Integration, Instructions, User Stories) and drive the implementation of the same.
- Reported to the Steerco on bottlenecks, timelines, and key activities completed/due for completion.
- Engagement lead for the Fixed Assets management for a large B2B fiber operator based out, for their operations in Democratic Republic of Congo. Key activities undertaken were as follows:
- Assisted management in the identification and updation of the fixed assets register, to the tune of ~USD11mn (INR92cr) while reducing project time to completion by 5%.
- Prepared the project plan and oversaw project management activities for the verification of sites undertaken.
- Prepared the master list of assets to be used for the verification of assets and inventory, across the applicable sites.
Ernst & Young LLP | Associate Consultant & Consultant, Internal Audit | Gurugram, Nairobi & Dar-Es-Salaam
Undertaking internal audits for the India and Africa operations for an Indian telecom major across finance, supply chain, sales and customer experience. The following are the highlights and activities undertaken:
- Saved INR14.5 crore through the identification and re-deployment of unutilized inventory across multiple warehouses, as part of the review of the DTH (Direct-to-Home) segment
- Uncovered and reported fraudulent purchases worth USD 400K (INR3.3cr), leading to a renegotiation of vendor contracts and a 30% reduction in purchase prices, delivering annual savings of USD 150K (INR1.26cr) across two East African markets.
- Identified and addressed fraudulent reporting and pilferage of site return material worth INR4.2cr by conducting a comprehensive review of inventory management systems, mitigating future risks.
- Devised a strategy for revamping inventory and warehouse management process and roll-out plan to mitigate 20+ fraud risks.
- Identified and reported 45+ key findings across the customer touchpoints to the audit committee, resulting in savings of INR5cr. The customer touchpoints were IVR, Mobile Application and their website.
- Identified lapses in 40% of IT access controls for stores employees and recommended corrective actions against the same.
- Benchmarking of the customer touchpoints against that of competitors (other Telcos) in India, Uganda, Nigeria and Kenya
- Identified and reported on 40+ non-compliances on physical visit to the stores, thereby reducing operating costs by INR2.5cr due to the rectification actions taken by management on the reported non-compliances.
- Key activities undertaken in the internal audits were as follows:
- Undertaking kick-off and exit meetings with leadership (C-suite executives)
- Undertaking process walkthroughs with process owners
- Data analysis using PowerBI, Excel and Alteryx
- Reporting on key findings to the audit committee and all findings to relevant C-suite auditee
- Following up and finalizing action plans with relevant management stakeholders
- Review of actions undertaken against open observations on a quarterly basis (Action-Taken-Report)
- Reporting on the status of Internal-Controls-Over-Financial-Reporting (Controls failed and controls passed) as part of the audit undertaken.