Santosh Pandey

RM Education | India Key activities included: • Documenting As-Is and To-Be processes using BPMN to streamline workflows and enhance clarity. • Leveraging process mining tools to identify inefficiencies, bottlenecks, and improvement opportunities in O2C, P2P, S2P, and operational processes. • Developing and presenting business cases to stakeholders, showcasing potential cost savings and efficiency gains. • Creating Proof of Value (PoV) to demonstrate the business value of RPA, machine learning, and other digital solutions. • Leading and mentoring teams of RPA analysts and process analysts to ensure successful project delivery. • Conducting in-depth data analysis to identify trends, root causes, and actionable insights for continuous improvement. • Collaborating with enterprise architects to contribute to the development of IT strategy, ensuring alignment with business goals. Proximus (XLIT) | Belgium Key activites included: • Leading end-to-end process documentation for SDWAN projects (SaaS) to support new product launches. • Driving process documentation and improvement initiatives for Omni-channel operations, enhancing customer experience and operational efficiency. • Contributing to the governance and management of ARIS and the BPM COE, ensuring alignment with organizational standards and best practices. • Promoting standardization and best practices within designer communities for As-Is and To-Be process documentation using BPMN. • performed the installation, configuration, and integration of ARIS PPM within the IT landscape • Implementing a Process Mining Proof of Concept (PoC) for the Order-to-Cash E2E process using ARIS PPM, identifying inefficiencies and optimization opportunities. • Designing and delivering interactive dashboards for Sales team PoCs using Celonis, focusing on demonstrating tangible business value and actionable insights.

As the Director of Business Development for a construction startup, led growth strategies, secured high-value contracts, and built strategic partnerships. Key activities included identifying new opportunities, preparing winning proposals, and negotiating contracts. Also conducted market research, represented the company at industry events, and implemented CRM tools to streamline processes. Proven expertise in driving revenue, fostering innovation, and delivering results in a competitive market.

Lead Business Architect (Service Performance Monitoring for Dubai Municipality): Reporting to the Head of Digital Transformation and Innovation CoE for Business Services Documentation and Service performance measurement via process Mining. The following are the key highlights of Project: • Defining the Digital transformation methodology and road map. • Conducted workshop for As-Is and To Be Service Documented for 30 identified services • Led cross-functional teams to analyze, design, and implement process mining tools to measure and improve service performance • Provided project status and updates to stakeholders • Demonstrated analytical, problem-solving, negotiation, and communication skills while handling stakeholders • Defining KPI framework and measurement methodology • Creating near real-time dashboards and data feeds for monitoring of KPI’s Project Manager (Enterprise Operational Visibility Platform for SABIC Riyadh): Reporting to the Head of Business Process Innovation and Optimization to revamp the business process Documentation and build SBIC Enterprise House. The following are the key highlights of Project: • Conducted workshop/brainstorming session to establish Standards and conventions for Business Process Documentation. • Conducted a workshop to Streamline existing processes from the financial domain • Establishing BPM CoE and defining the Process Governance • Assisting on developing strategy for documenting the various frameworks like Business Strategy, Data, Application, Technology, Risk and Control, Policy, product, procedures etc. • Defining KPI framework and measurement methodology. • Seamless integration for defined business processes in ARIS with SAP SolMan. Business Consultant-Process Mining (Process Performance Management- Petronas Malaysia /Aramco) : Created ARIS PPM PoC by capturing digital footprint in ARAMCO /Petronas SAP landscape, automatic discovery of process, and building near real-time performance dashboard.

Business Architect (Digital Transformation for GOSI in Saudi, Insurance Domain ) : Reporting to the Head of Digital Transformation CoE for Business Process Documentation, Process Reengineering, and improving Customer Experience by increasing the efficiency and effectiveness of TouchPoint. The following are the key highlights of the Project: • As-Is and To Be Process Documented in line with APQC framework • More than 400 processes documented in BPA tool (ARIS) from HR, Procurement, IT Services, and Financial Services. • Documented Business Services, service metrics • Defining customer personas, creating customer journey map, Voice of Customer • Process is linked to Customer touchpoints using CxM to capture interaction along with key influencing factors and KPIs • Defined Project Standards and conventions, Implementation of APG • Used Process Simulation for identification of Process Improvement opportunities. Led for managing transition of ARIS Server management from 2 vendors based out of Germany and building Local Service Desks through the implementation of an Incident Management tool. Defined end-to-end process flows with key stakeholder interventions including Change Impact Assessment and communication and training plan during server upgrade. Developed key operational metrics and Service Level agreements for all incidents related to Service Requests (SRs) and enabled Change Agent Network for effective sustenance and early adoption. Business Architect (Business Transformation for Inland Revenue Government of New Zealand): The client was running the Biggest Business transformation project in New Zealand. As BPM Architect was responsible for • Defined Target Operating Model (TOM) by conducting Gap Analysis between current and future application state • Process improvements in Project Capstone tools in terms of requirement gathering, Solution definition, Scoping, Testing, Launch, Training (Materials + Sessions), Cost sheet simplification & optimization.

Business Consultant (Upgrading and optimizing Up Take Management System Project Client world leader in Shipping and logistics): UpTake management system application that is responsible for managing Booking, dynamic pricing, upload of most profitable cargo on board and tracking of consignment. As a business consultant, was responsible for process analysis, analysis of legacy applications, define business processes and rules for automation. This was an SOA-based project where 11 legacy systems is replaced with a single UTM system. The following are the key highlights of Project: • Part of the business requirement Workshop & brainstorming sessions at Client's place • Conducted As Is –To Be process study, following are the key analyses performed • Designing business processes based on business requirements and optimizing UTM. • Touch Point Analysis/Handoff Analysis between different stakeholders. • Process cycle time analysis / Time trap analysis • Setting up priority of implementation based on MOSCOW analysis & CoD (Cost of Delay) • Working closely with SOA Design team for Service development based on Business Blueprint. • Working closely with offshore for the development of SOA service, • Creating test data for testing and data analysis. • Getting business approval on final outcome and performing UAT and Business acceptance testing. • Change management for the global rollout of the project. Key Achievements: • Reduce Booking time from 24 hours to real-time. • Improved the dynamic pricing model, making it more efficient and effective, resulted in 4% increase in revenue • Reduced human intervention by 60% by automation. • Improved customer satisfaction rating by 40% • Reduced error rate from 4% to 0.30%

As a Process consultant, was responsible for various process improvement initiatives, business readiness and organizational change activities; communications, training for Business Process Reengineering and process improvement and optimization, thereafter realizing the business value by implementing SAP. Focus was on meeting global health regulator requirements including US FDA. Conducted workshops with the BU lead to understand and measure the key process gaps and formulate the “To be Processes” and prepared a communication plan for target stakeholders. Key activities include: • Conducted As Is –To Be process study, following are the key analysis performed o Value Stream Mapping/ VA/NVA Analysis/Gap Analysis/Pain Point Analysis o Touch Point Analysis/Hand off Analysis between different stakeholders. o Process cycle time analysis / Time trap analysis o Efficiency analysis/ Process capacity analysis o Capacity const. identification/Gap Analysis/Pain Point Analysis o Root Cause Analysis/Capacity utilization o Cost Benefit Analysis/Business Impact analysis for each suggested change. • Streamlining the business Blueprint for SAP implementation • Developed framework for BPM and also implemented SAP QM Module. • Resource management and Business development for projects.

Developed HPBP offering by documenting Accenture’s proven accelerators and assets, as well as our deep industry and functional knowledge, to help organizations quickly generate value from their BPM investments. Key activities performed • AS a part of the HPBP-CoE team, was involved in developing a framework for BPM. • Quarterly assessment of industry verticals and horizontals to track the progress of HPBP initiative. • Worked for standardization of Common processes across industry framework. • Worked extensively to create linkages between the Process and IT layer, creating value to by implementing E2E implementation for client • Created the Business Process Repository for various Industries like SCM, EHT, Defense, and FMCG using Business Designer and Architect. • Worked extensively on mapping process with BSC, and running Simulation and Optimizer on As Is– To Be process to understand the process characteristic under real-time scenarios. • Successfully managed Dashboard assessment of all Verticals (26 industries) and horizontals within Accenture for monitoring BPM maturity every quarter. Results were directly shared with the industry managing director for each vertical/horizontal. • Worked extensively on creating CAM and KPI for process, creating benchmarking with external sources. • Successfully managed Process analysis/Process Transformation/BPR projects. Responsible for strategic procurement activities for clients engaged in manufacturing. Procurement activities include the identification of new suppliers both domestically and internationally, new product introduction, development of cost reduction strategies and inventory reduction programs. Other responsibilities include implementing long-term scheduling agreements, reducing supplier lead times, implementing supplier-managed inventory programs, developing low-cost country sourcing initiatives, and conducting spend analysis to identify cost reduction opportunities.

Contributed to vendor identification, Vendor development, vendor assessment, PEPAP, EVI, and price negotiation for 11 Chassis components for World Truck, now also known as Prima platform. This platform includes 21 different truck models. E2E Sourcing cycle for 5 component chassis from RFX to the procurement of components during various phases of product development truck. Executed key levers to improve operational efficiency and shop floor process improvements using Lean Six Sigma and Kaizen methodology. The following are the key highlights: • Was responsible for carrying out 17 Kaizen (Process improvement Projects) in various departments of the Jamshedpur plant. • Successfully managed process improvement initiative at vendor’s end for world Truck project. • Was part of the Business process transformation initiative in TML, Jamshedpur, which included documenting the As-Is process, defining Best in class process (To-Be) process, gap analysis, and defining the Implementation road map. • Carrying out change management for the improvement initiatives. • Was involved in defining and implementing a performance dashboard and Balance Score Card.