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Resume-LintoDanes

Linto Danes Oommen is a seasoned business transformation and process re-engineering consultant with over 12 years of experience in Lean Six Sigma, project management, and consulting. He has expertise in enterprise transformation, process re-engineering, and Six Sigma tools. Oommen has worked with clients across various industries and geographies, leading projects that improved operations and delivered millions of dollars in savings and revenue. Currently seeking new opportunities, he is a Lean Six Sigma Black Belt and Project Management Professional with a strong track record of success.

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Linto Danes Oommen (Black Belt Certified)
Mobile No.: 424-350-9665 ~ E-Mail: lintodanes@gmail.com
Seasoned Business Transformation and Process Re-engineering Consultant
Lean Six-Sigma Black Belt/Consultant with 12+ years’ experience in the areas of Lean Six Sigma, ProjectManagement,
Service Delivery and Consulting.Linto is resourceful in enterprise transformation,process re-engineering and SixSigma
tools.He is an expert in identifying organization needs based on industryinsights and marketenvironment. Also adeptat
creating business requirement documents,design,testing & implementation ofsolutions.
He has extensive experience in industries such as Consumer Goods,Retail,Banking and Financial Services and has worked
with clients across multiple geographies including North & South America, Europe Middle Eastand Africa (EMEA) and Asia
Pacific.
Linto has expertise in the areas of Finance and Accounting, Insurance and DebtManagement
Competency Matrix
 Business/Strategic Consulting
 Process Improvement
 Lean Six Sigma
 Project Management
 ERP Implementation
 Service Delivery
 Strategic Analysis
 Business Process Re-engineering
 Customer Relationship Management
 Vendor Management
 Performance Management
 Team Management
 Contact Centre Strategy and Analytics
METLIFE GOSC (Nov’14 – Jan’16)
MetLife GOSC (Global Operations Support Centre) supports Global Operations for Underwriting, Actuarial,
Contact Center, etc. and offers specialized supports to Global MetLife offices in Business Transformations, Re-
engineering, Mergers & Acquisitions and Lean Six Sigma.
Senior Manager Planning and Business Development (Employee Benefits Group):
Project Manager and Lead Strategic Analyst
 Identify Target Accounts for Global Employee Benefit Groups by collating information on financials,company
strength etc. for multinational organizations across keygeographies.
 Performing Primaryand Secondary research to create business cases on geographic footprintexpansion.
 Conducting performance analysis vs competition across keymarkets to assess and review existing strategies
 Lead change management initiatives to drive CRM (Salesforce) utilization across 20+ countries, with a focused
objective of driving high usage and improving data quality.
 Built maturity model cycle for the CRM and defined key metrics and expected targets across stages
 Preparing monthlyperformance updates and Interacting with regional/countrySenior Stakeholders during reviews
 Driving continuous improvementby developing customized action plans and monitoring progress
 Create Process maps for CRMs to increase effectiveness and accuracyin operations
 Act as a liaison between regional groups and CRMdevelopmentteams
o Issue Managementfor Salesforce basis countryfeedback
o Build end user communication plan for Salesforce
GENPACT (Dec’03 to Nov’14)
GENPACT was founded in 1997 as a division of GE. It got spun off from GE in 2004 and was publically listed in
2005.Genpact is a Global Leader in providing digitally enhanced business process management and
consulting Services. It brings high impact value to the client in form of growth, efficiency and business agility
by use of patented Smart Enterprise Process, Lean Digital and Lean Six Sigma culture.
Lean Six Sigma Black Belt: 2011-2014
Role Summary:
 Drive high impact projects using DMAIC/Lean Methodology (To Deliver productivity of 10 Full Time Employees or
Business impact of $2.5 M M in each project)
 Prepare productivity/transformation roadmap by identifying opportunity areas based on qualitative and
quantitative analysis
 Mentoring Green Belt and Lean projects on Lean Six Sigma Tools and Methodology
 Drive lean culture in the organization by conducting Lean trainings for Managers
 Maintaining and driving customer satisfaction byconducting analysis on surveyresults(NPS) and creating action
plans based on rootcause analysis
 Driving tools like Visual management,Value stream mapping to enable Operational Excellence
 Track contractual deliverables like Service levels,Productivity commitment and Business Impact and help identify
projects in conjunction with delivery leaders
 Act as a gatekeeper for certifying lean projects
Key Projects:
 Black Belt Projecton improving contactabilityin Debt Management ContactCenters for Banking and Financial
services,using DMAIC methodologydelivering $1.4M impact.The project scope was expanded from India to include
Philippines where BestPractices were implemented
 Project on Improving DiscountCapture Rate (Vendor payment term) for an Orthopedic Manufacturer using Lean
Methodology with an impactof $2M .Project scope was India and US across Sourcing,Payables and Payment
functions
 Process Re-engineering projectfor a Global Bank to identify Non-Value added activities in Loan Origination for small
scale industries to Proposal Closure through use ofLean Tools,resulting in improved Turnaround Time for
processing commercial loan request
 Green Belt Projecton Improving Operational Productivity (Throughputper head) for Pharma– Delivered $3M savings
by improving per FTE throughput
 Green Belt Projecton Reducing Delinquencyfor Private Label CreditCards in the US (increasing balances
collected/cured) by using DMAIC methodologyto identify causes ofvariation in collector performance. Clientsigned
off business impactof loss avoidance of $10.8 M
Operations: 2003-2011
Role Summary:
 Maintaining Zero surprise operations bysetting up mechanism to increase visibilityto various levers impacting
operational performance and design control plan to assistin being proactive
 Framing work direction and development plans for the associates after thorough assessmentof their capabilities.
 Implementing and supporting SixSigma Projects
 Reviewing performance against contractual metrics (like Service Levels, Handle Times, Quality Scores, CSAT
scores,etc.).
 Defining service standards and guidelines that serve as benchmark for excellent service delivery thereby
contributing towards ameliorated service revenue generation
Rewards and Recognition:
 Awards Received at Genpact
o Quality Excellence award in 2012,2013 and 2014
o Performance Excellence Award for 2009 & 2010
o Annual Customer Award for 2008 & 2009
o Zero Attrition Award for Quarter 3 in 2008
Academic & Professional Qualifications
 Bachelor’s Degree in Finance and Accounting,Delhi University
 Black Belt Certified(QAI)
 Green Belt Certified (Genpact)
 Lean trained & tested (Genpact)
 Salesforce Administration essentials courses (ADM 201) –Trained
 Pursuing PMP (PMI)
Employment Eligibility Status – On L2 visa. EmploymentAuthorization Document(EAD) in progress and expected Mid
May

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Resume-LintoDanes

  • 1. Linto Danes Oommen (Black Belt Certified) Mobile No.: 424-350-9665 ~ E-Mail: lintodanes@gmail.com Seasoned Business Transformation and Process Re-engineering Consultant Lean Six-Sigma Black Belt/Consultant with 12+ years’ experience in the areas of Lean Six Sigma, ProjectManagement, Service Delivery and Consulting.Linto is resourceful in enterprise transformation,process re-engineering and SixSigma tools.He is an expert in identifying organization needs based on industryinsights and marketenvironment. Also adeptat creating business requirement documents,design,testing & implementation ofsolutions. He has extensive experience in industries such as Consumer Goods,Retail,Banking and Financial Services and has worked with clients across multiple geographies including North & South America, Europe Middle Eastand Africa (EMEA) and Asia Pacific. Linto has expertise in the areas of Finance and Accounting, Insurance and DebtManagement Competency Matrix  Business/Strategic Consulting  Process Improvement  Lean Six Sigma  Project Management  ERP Implementation  Service Delivery  Strategic Analysis  Business Process Re-engineering  Customer Relationship Management  Vendor Management  Performance Management  Team Management  Contact Centre Strategy and Analytics METLIFE GOSC (Nov’14 – Jan’16) MetLife GOSC (Global Operations Support Centre) supports Global Operations for Underwriting, Actuarial, Contact Center, etc. and offers specialized supports to Global MetLife offices in Business Transformations, Re- engineering, Mergers & Acquisitions and Lean Six Sigma. Senior Manager Planning and Business Development (Employee Benefits Group): Project Manager and Lead Strategic Analyst  Identify Target Accounts for Global Employee Benefit Groups by collating information on financials,company strength etc. for multinational organizations across keygeographies.  Performing Primaryand Secondary research to create business cases on geographic footprintexpansion.  Conducting performance analysis vs competition across keymarkets to assess and review existing strategies  Lead change management initiatives to drive CRM (Salesforce) utilization across 20+ countries, with a focused objective of driving high usage and improving data quality.  Built maturity model cycle for the CRM and defined key metrics and expected targets across stages  Preparing monthlyperformance updates and Interacting with regional/countrySenior Stakeholders during reviews  Driving continuous improvementby developing customized action plans and monitoring progress  Create Process maps for CRMs to increase effectiveness and accuracyin operations  Act as a liaison between regional groups and CRMdevelopmentteams o Issue Managementfor Salesforce basis countryfeedback o Build end user communication plan for Salesforce GENPACT (Dec’03 to Nov’14) GENPACT was founded in 1997 as a division of GE. It got spun off from GE in 2004 and was publically listed in 2005.Genpact is a Global Leader in providing digitally enhanced business process management and consulting Services. It brings high impact value to the client in form of growth, efficiency and business agility by use of patented Smart Enterprise Process, Lean Digital and Lean Six Sigma culture. Lean Six Sigma Black Belt: 2011-2014 Role Summary:  Drive high impact projects using DMAIC/Lean Methodology (To Deliver productivity of 10 Full Time Employees or Business impact of $2.5 M M in each project)  Prepare productivity/transformation roadmap by identifying opportunity areas based on qualitative and quantitative analysis  Mentoring Green Belt and Lean projects on Lean Six Sigma Tools and Methodology  Drive lean culture in the organization by conducting Lean trainings for Managers  Maintaining and driving customer satisfaction byconducting analysis on surveyresults(NPS) and creating action plans based on rootcause analysis  Driving tools like Visual management,Value stream mapping to enable Operational Excellence
  • 2.  Track contractual deliverables like Service levels,Productivity commitment and Business Impact and help identify projects in conjunction with delivery leaders  Act as a gatekeeper for certifying lean projects Key Projects:  Black Belt Projecton improving contactabilityin Debt Management ContactCenters for Banking and Financial services,using DMAIC methodologydelivering $1.4M impact.The project scope was expanded from India to include Philippines where BestPractices were implemented  Project on Improving DiscountCapture Rate (Vendor payment term) for an Orthopedic Manufacturer using Lean Methodology with an impactof $2M .Project scope was India and US across Sourcing,Payables and Payment functions  Process Re-engineering projectfor a Global Bank to identify Non-Value added activities in Loan Origination for small scale industries to Proposal Closure through use ofLean Tools,resulting in improved Turnaround Time for processing commercial loan request  Green Belt Projecton Improving Operational Productivity (Throughputper head) for Pharma– Delivered $3M savings by improving per FTE throughput  Green Belt Projecton Reducing Delinquencyfor Private Label CreditCards in the US (increasing balances collected/cured) by using DMAIC methodologyto identify causes ofvariation in collector performance. Clientsigned off business impactof loss avoidance of $10.8 M Operations: 2003-2011 Role Summary:  Maintaining Zero surprise operations bysetting up mechanism to increase visibilityto various levers impacting operational performance and design control plan to assistin being proactive  Framing work direction and development plans for the associates after thorough assessmentof their capabilities.  Implementing and supporting SixSigma Projects  Reviewing performance against contractual metrics (like Service Levels, Handle Times, Quality Scores, CSAT scores,etc.).  Defining service standards and guidelines that serve as benchmark for excellent service delivery thereby contributing towards ameliorated service revenue generation Rewards and Recognition:  Awards Received at Genpact o Quality Excellence award in 2012,2013 and 2014 o Performance Excellence Award for 2009 & 2010 o Annual Customer Award for 2008 & 2009 o Zero Attrition Award for Quarter 3 in 2008 Academic & Professional Qualifications  Bachelor’s Degree in Finance and Accounting,Delhi University  Black Belt Certified(QAI)  Green Belt Certified (Genpact)  Lean trained & tested (Genpact)  Salesforce Administration essentials courses (ADM 201) –Trained  Pursuing PMP (PMI) Employment Eligibility Status – On L2 visa. EmploymentAuthorization Document(EAD) in progress and expected Mid May