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PRADEEP KUMAR

Danville, CA 94526 • (H) 925.362.9156 • (C) 510.541.5538 • pradeep.kumar.826@gmail.com

SENIOR EXECUTIVE – GLOBAL INFRASTRUCTURE & OPERATION – APPLICATION DEVELOPMENT
Business Savvy information technology executive with extensive experience leading teams in all aspects of enterprise infrastructures and application development. Unique blend of hands-on experience in business application and infrastructure with profound expertise in multiple industry domains and management. Expert in transforming and maturing IT services for data center operation and application maintenance & support, while generating year-over-year productivity savings. Strong background in financial systems, ERP, Transportation & Logistics, healthcare, and expertise in system integration, simplifying and innovating solutions offering competitive advantage. Excellent manager known for empowering teams to deliver extraordinary outcomes, inspiring employees to anticipate problems and take corrective actions through analysis and logic. Superior planning and execution skills to deliver 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 more than 25%, year over year o Established a sustained process to review infrastructure metrics and incidents daily; ensuring root causes were identified and corrective action plans were established and tracked o Established a production support organization for the next generation KP.ORG, designed to achieve continuous availability  Established a formal HW/SW lifecycle program covering over 18,000 Wintel / Unix systems, 14PB of storage and 7 Mainframes comprising 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 dimensional metrics 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 th $10 billion international global transportation & logistic operator. 5 largest global transportation and logistics company worldwide engaged 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, and EDI). Defined strategic direction and design reference architectures for UNIX, AIX and Solaris servers, Windows, zOS, zVM, and Windows desktops.  Integrated diverse engineering groups into consolidated, high-performance organizations. Established and implemented formal processes and standards to control business outcome  Oversaw EDS Data Center outsourcing, Contract, and Service Management. Reduced run rate and simplified infrastructure footprint  Created and maintained collaborative relationship with IT leadership, business partners, and supplier to ensure project delivery and financial management

PRADEEP KUMAR . (Home) 925.362.9156. (Cell) 510.541.5538 .

Pradeep.kumar.826@gmail.com

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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 to Singapore 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 System performance 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 and selection 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 price increase 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-audit process to eliminate audit issues associated with provisioning and termination o Upgraded mainframe operating system and other associated software to vendor supported releases, providing scalability and 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, and Enterprise 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 CMM level - 5 processes to streamline, standardize the development methodology, and drive efficiencies to run development like a software 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 standardized common 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 critical business 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 automation of 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

PRADEEP KUMAR . (Home) 925.362.9156. (Cell) 510.541.5538 .

Pradeep.kumar.826@gmail.com

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Increased number of Subject Matter Experts (SMEs) o Identified SMEs for each application domain and positioned key players. Developed training programs and monitored progress to successful conclusion o Achieved noticeable improvements with ownership of tasks and drive for results. Many Development resources got PMP certified. 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 Shared applications (ERP, HR, Activity Based Costing, and Profitability & Yield)  Oversaw ACS data center outsourcing, contract, and service management, reduced run rate and simplified infrastructure footprint  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 each application 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 for external customers and truckers o Created competitive edge and better yield of profits for enterprise through the delivery of Liner & Logistics profitability system and activity based costing for key cost and revenue drivers, allowing for quick reaction to changing market conditions 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 calculate Demurrage / 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 multiple versions 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 Terminal systems 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 other Systems including Pricing, Sales & Marketing  Enabled payable remote data entry workflow (BPO) allowing centralization and integration with Financial Systems at offshore location - Shanghai  Delivered and implemented PeopleSoft HR System worldwide for NOL group. Implemented Employee self service to enable improved 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 system, Drayman II. Increased customer 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 North America  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 the gaps 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

PRADEEP KUMAR . (Home) 925.362.9156. (Cell) 510.541.5538 .

Pradeep.kumar.826@gmail.com

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SENIOR MANAGER, Walker Financial Application (1995 - 1996) Led application development & support for Walker Financial System including technical infrastructure for the company worldwide  Reduced CPU requirements for Walker Financial System from 24% to 13% while improving availability  Implemented Walker Financial System (ERP) worldwide for APL Complete Business Solution, Inc., $800 million global consulting & technology company ~ Oakland, CA ~ 1991 - 1995 Senior Consultant to NOL/APL and Account Manager (1991 – 1995)  Led Walker Financial System support and technical infrastructure for the company worldwide  Led design, development, implementation and delivery of the Equipment Management and Maintenance System Implemented with integration to Walker Financial System (ERP) worldwide for APL  Received ‘President’s Award for Best Recruiter’ in Western Region for recruitment of new talent for CBSI AGS Information Services, Michigan - Senior Consultant on new system for Delta Dental Plan - 1989 – 1991 Comtech Espirit Norge A/S, Norway - Senior Consultant Project Management/Systems Design leadership for new Credit Card System to DNB Finans -1984 – 1989 Christian Rovsing A/S, Denmark Senior Engineer assigned to the airline company's Data Network project -1983 – 1984

EDUCATION & CREDENTIAL HIGHLIGHTS
Education Training BS, Electrical Engineering ~ Indian Institute of Technology, India     

ITIL V3 Foundation Certification CIO Institute, Berkley Predictive Index Management Workshop, Leadership Dynamics Leadership Seminar, Senn-Delany Seven Habits, Franklin Covey

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Architectural Thinking, IBM Personal Performance Program, 360 degree review by Kerr Hill Total Quality Management (TQM) General Management: 3-month course for first line executives

Award: Publications:

CIO Magazine: Awarded upcoming star 2005, “CIO Ones to Watch Honorees”; CIO magazine, in conjunction with the CIO Executive Council, recognizes the rising stars of information technology as tomorrow’s technology leaders Offered insider perspective on championing IT outsourcing at APL Limited. Article includes how team overcame obstacles and creative solutions were implemented. Article can be found on the following link: http://advice.cio.com/pradeep_ratan/it_outsourcing_challenges_solutions_by_an_insider_champion . Middleware Software, Databases & Tools Development Tools & Software IBM Websphere (Web Server, App Server, Portal & MQ Series including Message Broker), Integration Software DSTX Mercator, Cyclone, Informatica; Oracle, IBM DB2, IDMS, MS-SQL, Teradata Databases; CICS, ENCINA, IDMS-DC, OLTP Enablement Mercury and Rational Suites, Java SDK, J2EE SDK, Web Content Management Tools; Java, J2EE, JMS, HTPP, XML, C/C++, COBOL, Assembler, PowerBuilder Actuate, Webfocus, BIQuery, ASG Becubic, Connect Direct (NDM), Filenet Image Services, iLog, Kintana, Remedy Facsys, Wiley, Opnet – Ace Live IBM AIX, SUN Solaris, MVS, OS-400, VMware, MS Windows, TCP/IP, SNA, Ethernet, Token Ring IBM P-Series Servers and Mainframes and x-series, Virtualization; SUN Enterprise Servers; NetApp, EMC, Hitachi and IBM Storage; Cisco routers, switches, Load balancer, gateways and firewalls

Technology Proficiency:

Systems & Protocols Hardware: