Naresh Sawlani, PMP, PGDBM
sawlanin@gmail.com | +91 9899233285 | Skype: sawlanin | Current Location: Gurgaon, India
Dynamic, versatile, hands-on management professional with end to end ownership who leads cross functional teams to design, deliver and implement successful medium-high risk and medium-large scale projects by bridging technology, methodology and business that align business and project objectives and deliver rapid results
Project Management | Strategic Planning | PMO | Governance
Key Strength Areas:
Strategic Management & Business Planning Process and Performance Management
Risk Analysis and Issue Management
Vendor and Stakeholder Relations
Project and Operations Management
IT Risk Management and Controls
Requirement Analysis and Technical Specifications Knowledge Transfer Management and Trainings
Budgeting & Cost Estimates
Quality Assurance
Project / Program Management Office
Policy Planning, Design and Implementation
PMBOK, Agile, SDLC, Lean, TOC, CCPM
Business Development / Pre Sales
SCM and CRM
Sales and Operations Planning
Demand Management, Strategic Sourcing
New Product Development
Change Management
Project / Program Governance
MS Project, MS Visio, MS Office Suit, Data Analytics, MIS, FAS, Online PM tools • Performance Metrix, KPIs and process development, Documentation & Reports
Education:
PGDBM (MBA) – Marketing from Tolani Institute of Management Studies, Gujarat, India in 1999
B. Com. – from Osmania University, Hyderabad, India in 1997
Certifications / Knowledge
Certifications: Project Management Professional (PMP) | ITIL Foundation | Facet 5 Leadership Program
IT: 2 years Advanced Certificate in Software Engineering in 1995; Certificate in Orcale+D2K in 1997; MCP in 1999
RECENT ACHIEVEMENTS (KEY PROJECTS) (2010-2016)
McCormick Projects (2012-2016)
PMO Start-up & Scale-up (2012-2016): Created and Standardized Project Intake and Workflow Approval System. Team: MD Office, Global PMO, functional stakeholders
• Direct project teams to develop high-quality integrated programs that solve business problems identify and analyze risks early and provide tangible results.
• Instituted Bi-Weekly Risk Management and Status Update calls with leadership.
• Ensure proposed projects align with Division and McCormick goals.
• Developed & implemented cross functional Performance Management Metrics to measure success.
• Conducted Portfolio Analysis as a means to adjust capital requirements and align business drivers
• Developed and implemented Project Governance structure catering to McCormick Strategic direction and Plan.
Migration to McCormick Domain: Lead successful migration from Kohinoor to McCormick Global for corporate, Plant and Warehouse teams to connect to McCormick Global platform for communication and work (Email, Office 365, HR Success Factor, and Internet)
Supply Chain/Operation Transition (2015-16): Lead successful Supply chain and operations transition worth USD 35 million to a new JV manufacturing and supply partner in Karnal in record time of 4 months. Team: Supply Chain, Finance (Commercial and Supply chain), Quality, Marketing (Innovation)
Sales Force Automation (2014-2016): Within approved budget and time, automation of order management, marketing campaign, secondary sales tracking in real time process of sales team in field using android hand held devices reduced 20% time in execution. Team: Sales, Marketing, IT
New Product Development (2012-2016): Device, implemented and controlled 5 stage gate process of NPD which helped in launch a range of new and innovated products. Developed project plans for Frozen, RTE and Species SKU launch pan India. Instrumental in getting the global business case / plan approvals. Team: R&D, Marketing, Supply Chain, Finance, Customer Service, Quality, Production
Comprehensive Continuous Improvement in area of Packaging and Strategic Sourcing: Contributed appx. 12-14% to annual revenue growth over the past 3 years along with adding to the bottom line with YoY direct cost saving of INR 80 lakh through process improvements and modifications in diverse program initiatives in strategic sourcing and packaging. Team: R&D, Marketing, Procurement, Quality, Commercial Finance
Sales distribution optimization (2014-15): Re-organized and strengthened the sales and distribution framework and enabled growth in the distributor base from 140 in 2012 to 180 distributors and 350 direct parties in 2016. Team: Sales and Marketing, Commercial Finance
Brand Consolidation (2014-15): Rationalized number of SKUs from 155 to 85 in coordination with stakeholders across functions, based on market and competitive research. Team: Sales and Marketing, Commercial Finance
S&OP Initiation and implementation (2014-15): Conceptualized and Implemented process of Sales and Operation planning (S&OP) at strategic and tactical level. Team: Supply Chain, Global Supply Chain, Sales, Marketing, Customer Service, Production, MD Office and Finance
Vertical Model (Restructuring of Sales Organization (2012-13)): Plan and executed the vertical model restructured the entire sales into 4 verticals for better focus and control. Team: MD Office, Finance, Sales, Marketing, HR
Financial Accounting System Upgradation (ERP) (2013-14): Plan and executed the upgradation for FAS for order management, production and inventory modules. Team: Commercial Finance, Supply Chain Finance, IT, Customer Service
Plant and Manufacturing Compliance: Based on audit inputs, developed extensive checklist of statuary, regulatory and quality control compliance requirements and develop a time bound plan to ensure 100% compliance. Team: Legal, Supply Chain Finance, Plant Head, Plant HR, Quality, IT
Homex Projects (2010-12)
Project Management Office Strategy: Initiated and implemented the PMO concept for operations in India and Saudi Arabia, based on the Theory of Constraints and Critical Chain Project Management (CCPM) methodologies; established the team, developed processes and SOPs, and oversaw activities from India, ensuring compliance to guidelines
Change Management: Improved throughput for planning, design and procurement related to India projects worth USD 250 million by optimizing PM processes and implementing technology solutions; defined new processes, developed mechanisms for vendor audits, and created several effective methodologies to maximize benefits
In addition to managing the project management and PMO responsibilities, involved in conducting Project Management trainings and mentorship for the corporate, middle management team and project managers.
RECENT EXPERIENCE (3.8 YEARS)
McCormick & Company, Gurgaon (Jul 12 – Feb 16)
McCormick (NYSE: MKC) is a Fortune 1000 company in FMCG, Global IT, Finance and HR shared services segment
Senior Manager – Projects
Responsible of all company project management activities. Process Owner of S&OP, NPD and Strategic Sourcing for all verticals. Report to Managing Director.
• Implemented formal project management processes based on industry best practice but tailored to the McCormick organizational culture.
• Having established the PMO credentials, established the PMO as a broader center of excellence providing project management services to both other functional areas of McCormick and other operating groups on a global basis.
• Defined and implemented work priority management and resource management processes.
• Led a team of project managers and analysts to deliver a prioritized set of projects in line with operating group strategies.
• Acted as project manager for large, global, multi-disciplinary projects with end to end ownership.
PRIOR EXPERIENCE (13 + YEARS)
Jul 10 – Jul 12, Senior Manager – PMO, HOMEX INDIA PRIVATE LIMITED, New Delhi
• Initiated and implemented the PMO concept for operations in India and Saudi Arabia, based on the TOC and CCPM methodologies; established the team, developed processes and SOPs ensuring compliance to guidelines. Report to Managing Director and Global PMO.
• Improved throughput for planning, design and procurement related to projects worth over USD 250 million
May 09 – Jul 10, Management Consultant, MIND TRAINERS, New Delhi
• Conducted Project Management and Lean training programs and provided related solutions to 3 clients in the manufacturing and IT sectors; enabled a manufacturer of home products to scale down OPEX
Dec 07 – Mar 09, Project Manager – Digital Media, EON PRIMEDIA Private Limited, Noida
• Set up an automated Project Management System (using integrated approach of Project-Open, SharePoint and MS-Project) for all across cross-functional departments of Digital Media, Publis and Marcom.
• Managed multiple web 2.0 projects of one to six months in duration simultaneously till successful project closure, with a budget of $20k to $250k, and a team of 2 to 40 resources
Jun 07 – Dec 07, Manager - Operations, Compare Infobase Private Limited, Mumbai
• Developed and managed a new branch in Mumbai as business enhancement for Compare InfoBase. Developed and delivered google AdSense supported 11 websites, develop SEO, Graphic Design, Web development, sales and marketing capabilities to cater west India.
Mar 01 – May 07, Senior Team Leader, Infotech Enterprises Limited, Noida
• Executed on multiple global assignments in delivering GIS, and digitized maps solution for US and Europe. Got 4 promotions in the entire tenure. 3 awards in terms of best employee and delivered performances
May 99 – Feb 01, Assistant Manager – Business Development, Integrated Systems, New Delhi
Additional Information
Passport No: G9853450 | Current Location: Delhi NCR | Ready to Relocate: Yes |