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VP IT Infrastructure Operations in San Francisco Bay CA Resume Pradeep Kumar

VP IT Infrastructure Operations in San Francisco Bay CA Resume Pradeep Kumar

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Published by PradeepKumar2
Pradeep Kumar is a Business Savvy information technology executive with extensive experience leading teams in all aspects of enterprise infrastructures and application development. Pradeep has a unique blend of hands-on experience in business application and infrastructure with profound expertise in multiple industry domains and management.
Pradeep Kumar is a Business Savvy information technology executive with extensive experience leading teams in all aspects of enterprise infrastructures and application development. Pradeep has a unique blend of hands-on experience in business application and infrastructure with profound expertise in multiple industry domains and management.

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Published by: PradeepKumar2 on Oct 10, 2011
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PRADEEP KUMAR
Danville, CA 94526 • (H) 925.362.9156 • (C) 510.541.5538
SENIOR EXECUTIVE
 –
GLOBAL INFRASTRUCTURE & OPERATION
– 
APPLICATION DEVELOPMENT
 
Business Savvy information technology executive
 
with extensive experience
 
leading teams in all aspects of enterprise infrastructuresand application development. Unique blend of hands-on experience in business application and infrastructure with profoundexpertise in multiple industry domains and management. Expert in transforming and maturing IT services for data center operationand application maintenance & support, while generating year-over-year productivity savings. Strong background in financialsystems, ERP, Transportation & Logistics, healthcare, and expertise in system integration, simplifying and innovating solutionsoffering competitive advantage. Excellent manager known for empowering teams to deliver extraordinary outcomes, inspiringemployees to anticipate problems and take corrective actions through analysis and logic. Superior planning and execution skills todeliver on-time and within budget.
CAREER SYNOPSIS & KEY ACHIEVEMENTS
KAISER PERMANENTE
, Oakland, CA
2009
 –
2011
$45 billion, largest integrated healthcare organization in the United States with the Health Plan (insurance), hospitals, labs, pharmacies and doctor groups. KP delivers health care to almost 9 million members
EXECUTIVE DIRECTOR,
Service Delivery Management (SDM)
Direct Reports: 4; Indirect Reports: 65 ;Budget: ~$10M plus $65M for capital projects
Oversaw
over computer operations, messaging, middleware, database & capacity and performance management covering KP’s
server and data IT Infrastructure in 5 Data centers and numerous medical office buildings
 
Created Kaiser’s first Service Delivery organization from scratch after outsourcing operations to IBM. Led the team during
formative period to become a fully functional and highly-regarded professional team Operationally managing IBM
 
Consistently achieved & exceeded KP.ORG website availability goal of 99.96% while reducing unplanned downtime by morethan 25%, year over year
 
o
 
Established a sustained process to review infrastructure metrics and incidents daily; ensuring root causes were identifiedand corrective action plans were established and tracked
o
 
Established a production support organization for the next generation KP.ORG, designed to achieve continuousavailability
 
Established a formal HW/SW lifecycle program covering over 18,000 Wintel / Unix systems, 14PB of storage and 7 Mainframescomprising over 40,00MIPs
 
 
Identified over 2PB of storage for reclamation (over $2M/yr reduction in run rate plus deferment of capital cost)
 
 
Implemented a Configuration Management Database (CMDB) within budget and on time (after two prior failed attempts)
 
 
Launched the project to deliver a framework for Incident / Availability reporting and improvement with multi dimensionalmetrics with root cause analysis
 
Reduced Change Induced Incidents (CIIs) by implementing change process root cause analysis and process improvements
NEPTUNE ORIENT LINES/AMERICAN PRESIDENT LINES, LIMITED (NOL/APL) ,
Oakland, CA
1995
 –
2009
 
$10 billion international global transportation & logistic operator. 5
th
largest global transportation and logistics company worldwideengaged in shipping and related businesses with a network in 120+ countries and 10,000+ employees
VICE PRESIDENT 
, Global Infrastructure & Operation,
(2006
– 
2009)Direct Reports: 5; Indirect Reports: 80 ;Budget: $60M plus incremental budgets for capital projects
Led global infrastructure for all NOL group IT support (Service Delivery, disaster recovery, telecommunications,networking, messaging, security, systems architecture, middleware, database & application performance management, andEDI). Defined strategic direction and design reference architectures for UNIX, AIX and Solaris servers, Windows, zOS, zVM, andWindows desktops.
 
Integrated diverse engineering groups into consolidated, high-performance organizations. Established and implemented formalprocesses and standards to control business outcome
 
Oversaw EDS Data Center outsourcing, Contract, and Service Management. Reduced run rate and simplified infrastructurefootprint
 
Created and maintained collaborative relationship with IT leadership, business partners, and supplier to ensure project deliveryand financial management
 
P
RADEEP
K
UMAR
 
.
 
(Home) 925.362.9156
.
 
(Cell) 510.541.5538
.
 
Pradeep.kumar.826@gmail.com
Page 2 of 4
 
 
Executed domestic and international IT organization restructuring. Worked closely with business application & integration,global infrastructure and operations, architecture, and governance groups to manage change and successful transition toSingapore
 
Established Singapore and India infrastructure organization from scratch. Transitioned work from U.S. to enable 24/7 support
 
Migrated data center operations from ACS to EDS. Achieved operational stability and sustained improvements in Systemperformance and throughput
 
 
Identified and produced run rate savings from infrastructure budget
 
o
 
Maintained Strategic Supplier Relationship and created value for IT Services.
o
 
Saved $10M with new contract value of $42M over 5 years with completion of network and messaging outsourcing RFP andselection
o
 
Offset $2M expenses for mainframe CPU upgrade by aggressively managing cost
o
 
Conducted strategic contract negotiations that saved over $1M for HW/SW maintenance
o
 
Negotiated Microsoft contract using subscription model at total estimated value of $2M annually for 3 years. Limited priceincrease to 4% for first year with no cost increases for next 3 years
 
Improved operational capabilities and year over year productivity
 
o
 
Strengthened throughput and performance and reduced outages significantly by increasing the scope and accessibility of performance metrics on all platforms, tooling and application monitoring
o
 
Reduced the number of audit observations with one-
time cleanup of users’ system access ids and instituted self 
-auditprocess to eliminate audit issues associated with provisioning and termination
o
 
Upgraded mainframe operating system and other associated software to vendor supported releases, providing scalabilityand reducing maintenance window from 4 hours to 1.5 hours
o
 
Established and promulgated several formal processes and standards: Change Management, Incident Management,Problem Management, Architectural Compliance, SDLC Quality Reviews, and Testing Standards.
o
 
Supported development teams by providing software development/testing tools, development/testing environments,training, product upgrades and responses to issues and queries
 
Upgraded infrastructure to current supported releases of software and refreshed end of life equipment
o
 
Met projected growth requirements and improved stability and performance with upgrades including operating systems(mainframe, AS/400, AIX, Wintel), Filenet, Citrix, various middleware, Oracle, and EDI infrastructure
o
 
Retired DCE / Encina and home grown message passing framework with MQ Series and/or MQ with broker.
VICE PRESIDENT 
, Application Development
(2004
– 
2006)Direct Reports: 6; Indirect Reports: 300 ;Budget: $40M plus incremental budgets for capital projects
Led all global application development (200+ applications from Liner, Logistics including Warehouse (WMS), Terminal, andEnterprise systems, E-commerce B2B), middleware, and data integration for all NOL IT groups. Executed business strategies,managed project portfolios, and resources assignments to meet business objectives. Implemented full SDLC development and CMMlevel - 5 processes to streamline, standardize the development methodology, and drive efficiencies to run development like asoftware factory within NOL Group
 
Implemented APL Logistic See Change Portal(http://www.apllogistics.com), APL home port(http://www.apl.com)site, and 70 applications revamped with the implementation of Websphere stack with portal technology. Implemented standardizedcommon J2EE framework with improved application performance and availability. Retired Weblogic from the environment
 
 
Implemented process to control EDI errors and alerts enabling EDI life cycle management to proactively respond to time criticalbusiness events during key business transactions for supply chain visibility with over 1500 EDI connections thru B2B gateway,Mainframe, and AS/400 with over 27 million transactions per month
 
Implemented WMS
 –
Yantra for warehouse clients. On boarded 22+ new customers on PKMS and home grown WMS
 
 
Generated productivity savings and ability to handle increased volume within the business for Pricing Application by automationof Rate Request Workflow using K2.Net and freight pricing rules automation using Ilog rule engine
 
Strategic Sourcing/Contract Negotiations
o
 
Managed multiple vendors with onsite and offshore mix, e.g., Infosys, Keane, Covansys and IBM
o
 
Saved over $10M with new contract value of $60M over 5 years with completion of Application Maintenance &Enhancement outsourcing RFP, supplier selection, contract negotiation, and transition with additional benefits of fixed
decreasing prices over 5 years with increasing SLA’s and productivity measurements each year
 
Lowered the application support and maintenance effort and cost
o
 
Decreased application support effort 19% with focused identification of activities
o
 
Implemented SDLC, Quality Reviews, and Testing Standards to improve the quality of deliverables
 
 
P
RADEEP
K
UMAR
 
.
 
(Home) 925.362.9156
.
 
(Cell) 510.541.5538
.
 
Pradeep.kumar.826@gmail.com
Page 3 of 4
 
 
Increased number of Subject Matter Experts (SMEs)
o
 
Identified SMEs for each application domain and positioned key players. Developed training programs and monitoredprogress to successful conclusion
 
o
 
Achieved noticeable improvements with ownership of tasks and drive for results
.
Many Development resources got PMPcertified. 24 FTEs identified by managers received Kerr Hill supervisor/manager training
 
VICE PRESIDENT 
, Enterprise Shared Services
(2002
– 
2004)Direct Reports: 5; Indirect Reports: 120 ;Budget: $60M plus incremental budgets for capital projects
Led global infrastructure for all NOL groups IT support as Service Delivery, disaster recovery, telecommunications, networking,messaging, security, systems architecture, middleware, database & application performance management and Enterprise Sharedapplications (ERP, HR, Activity Based Costing, and Profitability & Yield)
 
Oversaw ACS data center outsourcing, contract, and service management, reduced run rate and simplified infrastructurefootprint
 
Implemented B2B gateway with Axway Interchange and Translator Datastage TX
 
 
Achieved run rate savings from infrastructure budget
o
 
Produced $3M+ savings by implementing total cost of ownership model (TCO), producing visibility of cost for eachapplication and enabling cost reduction
o
 
Negotiated over $1.2M savings in run rate for HW/SW maintenance and telecom billing
o
 
Reduced over 400 Helpdesk calls per month on password reset through the self-service process and automated user
provisioning processes thru Kintana workflow (HP’s ‘Project and Portfolio Management’
)
 
Delivered EMMS II, Drayman, and Liner & Logistics profitability system projects
 
o
 
Generated $20M+ savings with reduced unit cost and upgraded EMMS II system project
o
 
Delivered $5M+ transportation expense reduction with decreased unit rate for drayage and web enabled operation forexternal customers and truckers
o
 
Created competitive edge and better yield of profits for enterprise through the delivery of Liner & Logistics profitabilitysystem and activity based costing for key cost and revenue drivers, allowing for quick reaction to changing marketconditions
 
Portfolio Rationalization: Improved process efficiency and productivity for the operation with industrial engineering mindset
o
 
Implemented One business-day period close processes
o
 
Re-engineered Demurrage and Per Diem System and retired old IEF technology. Implemented online Web tool to calculateDemurrage / Perdiem and allow payment thru ACH and credit card with cargo clearance
o
 
Achieved support cost reduction through application modernization of Revenue Receivable System (AR) to remove multipleversions of codes for different functions and automation of processes
o
 
Application simplification and remodel for Stack train System, Rail freight matching and payment, Trucking and Terminalsystems to reduce the support cost
PORTFOLIO EXECUTIVE 
, Business Application
(1999 - 2002)Direct Reports: 5; Indirect Reports: 60 ;Budget: $10M plus individual budgets for capital projects
Led team(s) supporting all Financial Systems for the company worldwide, Business Logistic Systems in North America, and otherSystems including Pricing, Sales & Marketing
 
 
Enabled payable remote data entry workflow (BPO) allowing centralization and integration with Financial Systems at offshorelocation - Shanghai
 
Delivered and implemented PeopleSoft HR System worldwide for NOL group. Implemented Employee self service to enableimproved visibility and update to HR related information
 
Implemented APL’s Financial Systems for Neptune Orient Lines (NOL) as IT system integration during merger with APL
 
Replaced EIPS (the SOCL owned/operated computer system) in the UK with APL’s transportation syste
m, Drayman II. Increasedcustomer billing by tying cost to revenue. Generated over $200K+ in operational cost savings
DIRECTOR
, Financial System
(1996
– 
1999)
Led Application Development & Support for all Financial Systems for the company worldwide and Business Logistic Systems in NorthAmerica
 
 
Played key role in the sale of Stacktrain operation. Retired billing system and integrated with ERP; implemented Transportation
Manager (TM), client server system from i2 to support “business logistics operations” in North America
 
Implemented APL’s Financial Systems for Neptune Orient Lines (NOL) as IT system integration during merger with APL
to fill thegaps for Europe Invoicing system; implemented a new Multi Currency Invoicing System for Europe in a short time frame
 
Pioneered offshore integration at APL and was instrumental in starting offshore work

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