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rickybhardwaj14@gmail.com

Ricky Bhardwaj<BR>XXXX@XXXX.XXX | (XXX) XXX-XXXX | linkedin.com/in/rickybhardwaj/<BR>SUMMARY<BR>Seasoned IT leader possessing over 19 years of experience delivering business critical initiatives, and establishing customer centric program management teams and processes. Adept at driving positive organizational change – particularly within a culture resistant to change – and creating a continuous improvement mindset.<BR>HIGHLIGHTED ACCOMPLISHMENTS<BR>• Established delivery and program management frameworks at various companies increasing speed to market by 2X and reducing cost inefficiencies by 40% <BR>• Instituted key process improvement initiatives across multiple departments (Technology, Sales, Business/Product etc.) Results included monetary savings of 35%, ROI of 15X and reduction in defect resolution time by 45%. <BR> Change Management<BR> Risk Management<BR> Resource Management<BR> PMBOK<BR> Six Sigma<BR> Expectations Management<BR> Executive Communication<BR> Agile Transformation<BR> Offshore Collaboration<BR> Conflict Resolution<BR> Client Relations<BR> Strategy <BR> Team Building<BR> Leadership<BR> Delivery<BR> Process Engineering<BR> Product Development<BR> Vendor Management<BR> Negotiation<BR>KEY SKILLS<BR>EXPERIENCE Senior Management Consultant, Satyatech 3/2016 – Present <BR>Vertical: Finance | Clients: Citibank, TD Bank <BR>Led delivery of business critical initiatives with budgets ranging from 1MM to 10MM and ROIs 2.5MM to 40MM Software Used<BR>Clarity<BR>MS Project<BR>SharePoint<BR>JIRA<BR>Confluence<BR>Visio<BR>Methodologies:<BR>Agile<BR>SDLC Waterfall<BR>Delivered integration of multiple DaaS (Decisioning As A Service) offerings for Risk, Fraud and AML that led to increase of Fraud detection prior to credit offering by 20%, and translated in cost savings of $8Mil annually.<BR> Responsible for executing marketing enhancements that resulted in increase of new accounts totaling $10Mil YOY<BR> Owner of the Change Control Process for assigned Line Of Business; Established evaluation criteria as to whether a change needed to go through formal change control versus being able to be absorbed within the project<BR> Focal point for communications to senior management including Executive Steering Committee and C-Level Executives<BR> Mentored junior management resources, coaching them on SDLC, risk/change management and assisted them in mitigation of risks/issues<BR>Head of Program Management, PlaceIQ, NY 7/2014 – 2/2017<BR>As the Head of Program and Project Management at PlaceIQ, my primary responsibility was bringing structure to an organization transitioning from a pure startup to a midsize software organization. I worked directly with Execs (CEO, CTO, CFO, SVP Product and Engineering etc.) as well as operational teams and had both strategic and tactical responsibilities. Software Used<BR>JIRA<BR>Confluence<BR>10000 ft.<BR>Salesforce<BR>Methodologies:<BR>Agile<BR>Established and Championed End to End Software Development Process; Standardization of process led to decrease in production defects by 25% and production defect resolution time getting improved by 45%<BR> Championed Accountability including Risk and Change Management; Set standards to be used across the organization<BR> Instituted Reporting and Dashboarding (Team, Management, C-levels); Increased Visibility directly correlated to increased productivity by 29%<BR> Instituted and Maintained an Intake Process, a cross functional Executive committee to address custom requests, both client and internal, for evaluation and prioritization; Projects arising out of Intake accounted for 10% of annual revenue<BR> Created framework for Capacity Management that allowed Technology Execs to assess whether committed deliverables had adequate resources assigned to them and alerted them to non-delivery<BR> Management of all PM resources including career, process, and delivery<BR>Management Consultant, Satyatech 6/2013 – 6/2014<BR>Vertical: Media | Client: Warner Music <BR>Led delivery of Big Data Program and Agile Transformation/Standardization Software Used<BR>MS Project<BR>SharePoint<BR>JIRA<BR>Confluence<BR>Visio<BR>Version One<BR>Methodologies:<BR>Agile<BR>SDLC Waterfall<BR>Successfully transitioned Big Data Group from SDLC Waterfall to Agile, realizing a cost savings of 25% and bettering of cycle time by 33% <BR> Delivered custom integration of SaaS Solution marrying Warner’s internal information data to 3rd party data resulting in more accurate Decisioning information for executives<BR> Established Kanban Production Support Process that resulted in 30% quicker resolution rate<BR> Established Agile standards for reporting, metrics dashboards etc.<BR> Focal point for communications to senior management including Executive Steering Committee and C-Level Executives<BR> Mentored junior scrum masters on Agile methodology and also helped them remove impediments/blockers<BR>Senior Program Manager EPMO, Verisk Analytics, NJ 2/2012 – 5/2013<BR>EPMO Leader tasked with transformation of multiple LOBs into Enterprise Delivery Framework (incl. Agile)<BR>Software Used<BR>MS Project<BR>SharePoint<BR>JIRA<BR>Confluence<BR>Visio<BR>Version One<BR> Standardized delivery processes within the EPMO and mentored project managers in their implementation<BR> Established Agile Standards (Workflows, Reporting, Dashboard)<BR> Increased Agile Adoption across the Enterprise; responsible for educating business executives and senior management, not just technology Methodologies:<BR>Agile<BR>SDLC Waterfall<BR>Owner of the Change Control Process for assigned Line Of Business; Established evaluation criteria as to whether a change needed to go through formal change control versus being able to be absorbed within the project<BR> Focal point for communications to senior management including Executive Steering Committee and C-Level Executives<BR>Director, McGraw-Hill, NY 3/2008 – 2/2012<BR>Led delivery of business critical initiatives for industrial publication servicing the aviation industry Software Used<BR>Clarity<BR>MS Project<BR>SharePoint<BR>JIRA<BR>Confluence<BR>Visio<BR>Methodologies:<BR>Agile<BR>SDLC Waterfall<BR>Designed and implemented structured project management methodology for the project management practice<BR> Streamlined project portfolio reporting from disparate functions into standardized processes ensuring accurate and consistent monthly delivery to senior management <BR> Managed relationship with external vendor including development, support, and maintenance; reviewed and enforced SLAs<BR> Chief designer of a Standardized Change Control Process<BR> Led transformation of Line Of Business from Waterfall to Agile; benefits included time-to-market being reduced by 35% and defect resolution time improving by 46%.<BR> Mentored project management resources, coaching them on process, mindset, adoption etc.<BR>Director Application Development, Resource Logistics, NJ 7/2004 – 2/2008<BR>Delivery or projects/programs for multiple clients (including UBS, AVON, Christies, Bear Stearns, Lehman Brothers)<BR>Director Technology, McGraw-Hill, NY 1/2000 – 6/2004<BR>Led delivery of business critical initiatives with budgets ranging from 1MM to 10MM and ROIs 2.5MM to 40MM<BR>EDUCATION AND TRAINING<BR>M.S. Management of Information Science (In Progress), Rensselear Polytechnic Institute, Troy, NY<BR>B.S. Computer Science, Union College, Schenectady, NY<BR>PgMP, (In Progress) PMI <BR>ICP-ACC, iCAgile <BR>Certified Scrum Master, Scrum Alliance<BR>Six Sigma Green Belt <BR>Six Sigma Black Belt<BR>

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