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160929 SS CV in WB and ADB Format

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160929 SS CV in WB and ADB Format

  1. 1. Curriculum Vitae (CV) 1. Position: 2. Name of Firm: 3. Name of Expert: Sanjay Suda 4. Date of Birth: 31 August 1957 Citizenship: New Zealand 5. Contact Address: 1-4 Wilford Street, Wallaceville, Upper Hutt 5018, New Zealand sanjay@sanjaysuda.com 6. Education: No Degree Institution Year Notes 1 MBA - Finance Faculty, of Management Studies, University of Delhi 1983 2 years full time post graduate Masters degree specialising in Finance 2 B.Sc. Engineering Regional Engineering College, University of Kurukshetra 1981 5 years full time Bachelors Degree in Mechanical Engineering 7. Membership of Professional Associations: None 8. Other Training: IBM Mainframe, IBM AS/400, Burroughs 6800 MCP, WFL, MVS, VM/CMS, OS/VS1, TSO, Pascal, COBOL, JCL, ADABAS, Natural, SuperNatural, Focus, RPG III, OS/400, UNIX, DB2, Complex Problem Solving, Wharton School of Business Executive Programme (through Ernst & Young), AIM Methodology, Information Engineering, PMBoK, ITIL Standards, Structured Methods. 9. Countries of Work Experience: Australia, New Zealand, Indonesia, Ghana, Malaysia, Macau, Hong Kong, Vietnam, Philippines, Nigeria, United Kingdom, India, Bangladesh, Azerbaijan, Moldova, Ukraine 10. Languages: No Language Speaking Reading Writing 1 English Good (native) Good (native) Good (native) 2 Hindi Good (native) Good (native) Good (native) 3 Punjabi Good (native) Fair Poor 4 Bahasa Indonesia Poor Fair Poor 5 Cantonese Poor Poor Poor 11. Employment Record: From: 2002 To: Present Employer: Self Employed – Global Reach Consultants Limited Positions held: Managing Director & Lead Consultant on Projects From: 2001 To: 2002 Employer: SAP Indonesia Positions held: Director of Consulting Services From: 1990 To: 2001 Employer: Ernst & Young, New Zealand
  2. 2. Positions held: Principal Consultant & Associate Partner From: 1989 To: 1990 Employer: BAKST Consulting, Hong Kong Positions held: Regional Operations Manager From: 1988 To: 1989 Employer: Royal Life Insurance Positions held: Information Services Manager (Australia & New Zealand) From: 1986 To: 1988 Employer: National Westminster Finance Positions held: Project Manager From: 1983 To: 1986 Employer: Tata Consultancy Services Positions held: Senior Systems Analyst & Project Manager 12. Detailed Tasks Assigned (2002 to Present) Manage and lead large projects and teams for various clients: 1. Sovereign Insurance, New Zealand 2. Bank of New Zealand, 3. Asian Development Bank, Philippines 4. Ministry of Finance, Govt. of Indonesia, 5. Government of Nigeria 6. PT Indika Energy, Indonesia 7. IRD New Zealand 8. Chorus New Zealand 9. Govt. of Bangladesh 10. State Statistical Committee of Republic of Azerbaijan Focus areas of projects included, business transformation, performance improvement, strategic planning, IT architecture planning, change management, international procurement, programme management, quality assurance, organisational change, information engineering and enterprise modelling consisting of data and process modelling, delivery of large and complex GFMIS projects for sovereign Governments (Ghana and Indonesia) 13. Work Undertaken that Best Illustrates Capability to Handle the Tasks Assigned Name of assignment or project: Justice Reform for Govt. of Ukraine Year: 2016 Location: Kiev, Ukraine Client: World Bank Main project features: World Bank wished to develop a detailed portfolio of projects to assist the Govt. of Ukraine in its effort to reform the judiciary sector encompassing all activities from court operations, office of the prosecutor and all institutions related to the judiciary. Positions held: Subject Matter Expert Activities performed: Complete a review and analysis of the business needs and existing ICT environment, identify improvement opportunities and develop cost estimates for the portfolio of ICT projects to improve overall business operations. The scope of the project encompassed all the institutions in the justice sector across the whole country. Existing business processes and enabling ICT environment was studied. Improvement opportunities were identified in ICT governance, ICT operational procedures, ICT skills and capabilities and core ICT technology solutions encompassing COTS requirements. A portfolio of potential improvement initiatives for ICT was developed and cost estimates were provided for each of the ICT improvement initiatives. Name of assignment or project: Justice Reform for Govt. of Moldova Year: 2016 Location: Chisinau, Moldova Client: World Bank Main project features: World Bank wished to develop a detailed portfolio of projects to assist the Govt. of Moldova in its effort to reform the judiciary sector encompassing all activities from court operations, office of the prosecutor and all institutions related to the judiciary. Positions held: Subject Matter Expert Activities performed: Complete a review and analysis of the business needs and existing ICT environment, identify improvement opportunities and develop cost estimates for the portfolio of ICT projects to improve
  3. 3. Specialising in World Bank funded projects (GFMIS & National Single Window (NSW)) – preparation of bid documents, single and 2 stage procurement, introduction of good project management standards and practices, bid evaluation, contract negotiations, contract management, quality assurance and project monitoring, alignment of IT with business needs, capacity building, planning of transition and/or modernisation plans, development of owner estimates and cost of implementation of transition plans, risk assessment and risk attenuation overall business operations. The scope of the project encompassed all the institutions in the justice sector across the whole country. Existing business processes and enabling ICT environment was studied. Improvement opportunities were identified in ICT governance, ICT operational procedures, ICT skills and capabilities and core ICT technology solutions encompassing COTS requirements. A portfolio of potential improvement initiatives for ICT was developed and cost estimates were provided for each of the ICT improvement initiatives. Name of assignment or project: Land Port Modernisation for Bangladesh Land Port Authority (BLPA) as a component of the Regional Connectivity Programme of Work Year: 2016 Location: Dacca, Bangladesh Client: World Bank Main project features: World Bank was in the process of preparing the documentation for various procurement packages to assist Govt. of Bangladesh Regional Connectivity of which the National Single Window and the Land Port Modernisation are two major components. Positions held: Subject Matter Expert Activities performed: Complete a full review and analysis of the business needs, determine the ICT architecture that would effectively support the business needs, prepare detailed technical specifications of ICT requirements, have these reviewed and confirmed by key stakeholders and integrate these requirements into a 2-stage bid document to be used for tender. Prepare terms of reference for all supporting consulting engagements, primarily business process improvement, change management and project management and quality assurance. Prepare owner estimates for all implementation projects including COTS solutions. Govt. of Bangladesh has 22 land ports of which 10 are currently operational and 5 of these are operated by private operators. Most of the Land Ports are on the India border and all trade with Nepal and Bhutan also passes through these Land Ports. India, Myanmar, Bangladesh, Nepal and Bhutan have recently signed a number of agreements to improve trade and traffic transition arrangements through Bangladesh. This requires that all Land Ports within Bangladesh are modernised with suitable ICT solutions to improve throughput and operating efficiency of each of the Land Ports. This requires systems for traffic management, passenger management, goods warehousing and integration of inspection of goods by multiple government agencies. The Land Port modernisation initiative seeks to improve the overall operating efficiency of all Land Ports, improve governance from the head office and align all policies, procedures and standards with the operations of all sea ports and river water ports also to enable multi-modal freight as well as road and passenger traffic that is expected to increase multi-fold in the coming years. Sanjay was the Lead Consultant to finalise the modernisation plans, business requirements and the procurement plan for Land Ports modernisation Name of assignment or project: Modernisation of State Statistical Committee (SSC) of the Republic of Azerbaijan Year: 2015 Location: Baku, Azerbaijan Client: Govt. of Azerbaijan through the SSC Main project features: World Bank funded project for the modernisation and improved integrity and accuracy of the official statistics for the Govt. of Azerbaijan. Required the preparation of the overall modernisation plan that would then be followed up with the necessary finalisation of loans and grants for funding of corresponding packages of work
  4. 4. Positions held: Lead Consultant Activities performed: Complete a full review and analysis of the current operation for official statistics within Azerbaijan, identify areas of improvement, define logical components of work for improvement such that these can be progressed into a structured programme of work. The baseline for assessing existing organisation for and preparation of official statistics was the United Nations (UN) General Assembly Resolution 68/261 as adopted on 29 January 2014. Prepare terms of reference for all supporting consulting engagements, primarily business process improvement, change management and project management and quality assurance. Prepare owner estimates for all implementation projects. Sanjay applied the GSPBM (Generic Statistical Business Process Model), the GSIM, Generic Statistical Information Model and the CSPA (Common Statistical Production Architecture) methods to complete the study of existing operations for the State Statistical Committee (SSC). Key improvements to the business areas were identified and the associated ICT functional and technical requirements were developed. An overall modernisation plan for the SSC was defined with key initiatives scoped out. The ICT requirements were integrated into a 2-stage bidding document for later procurement and the modernisation plan progressed into a staged sequence of improvements for the business to make the production of official statistics more aligned with international standards and UN guidelines. Name of assignment or project: Introduction of National Single Window to facilitate international trade for Govt. of Bangladesh as a component of the Regional Connectivity Programme of Work Year: 2015 & 2016 Location: Dacca, Bangladesh Client: World Bank Main project features: World Bank was in the process of preparing the documentation for various procurement packages to assist Govt. of Bangladesh with implementation of a National Single Window (NSW) operation encompassing procurement of a complete ICT solution and infrastructure as well as setting up of an ICT operation specifically for the NSW Positions held: Subject Matter Expert Activities performed: Complete a full review and analysis of the business needs, determine the ICT architecture that would effectively support the business needs, prepare detailed technical specifications of ICT requirements, have these reviewed and confirmed by key stakeholders and integrate these requirements into a 2-stage bid document to be used for tender. Prepare terms of reference for all supporting consulting engagements, primarily business process improvement, change management and project management and quality assurance. Identify potential COTS solutions, and develop owner estimates for all implementation projects. Govt. of Bangladesh had a number of different ministries and agencies involved in providing a diverse set of licenses and approvals for imports and exports. Existing arrangements were not efficient and had a high cost of compliance from all traders, brokers and other agencies involved with international trade. This had undesired impact on the overall economy. Besides developing the technical ICT requirements and the 2-stage bid document, Sanjay also reviewed options for the establishment of the NSW operation and its associated ICT component. Various options were considered as to the structure and governance of the NSW operation and its relationship with other Govt. departments and agencies. Possibilities of a Public-Private- Partnership (PPP) for the ICT operation were also considered. NSW removes duplication of effort for submission of documents, streamlines the workflow for import/export activities and allows online access for all purposes in a
  5. 5. secured and efficient manner. It services the needs of a wide base of the user community from traders, brokers, and students or others seeking aggregated statistical information. Sanjay was engaged by the World Bank to assist the team through his experience in all NSW and associated ICT related matters. Name of assignment or project: Step-back Review of Change Management within Chorus Year: 2013 Location: Wellington, New Zealand Client: Chorus Main project features: Chorus has been established recently to manage, maintain and invest in telecommunications infrastructure that is utilised by a number of Retail Service Providers, including Telecom New Zealand, to provide value added telecom services to New Zealand users Positions held: Subject Matter Expert & Consultant Activities performed: Complete a full review and analysis of the change management process within Chorus. This involved developing a structured questionnaire to be used with internal and external stakeholders as well as a separate questionnaire for a survey of sample staff within Chorus. Carry out interviews with 35 internal and external stakeholders (external stakeholders being drawn from the service companies used by Chorus). Complete the information collection, from interviews and the integrate with the results from survey of staff, analyse the results, identify problem areas and recommend corrective actions. Chorus had been established recently through separation from Telecom New Zealand and was faced with an enormous task of completing the separation from Telecom New Zealand, meeting Government requirements for investment and roll-out of fibre infrastructure throughout New Zealand while meeting normal challenges faced by any large organisation. It had grown rapidly from an initial core of 250 people to more than 700 staff and was facing the pains of such rapid growth. Being a newly established enterprise, it did not have sufficient organisational maturity and was lacking in common standards across all operations as well as having to setup new functional areas from scratch e.g. human resources, finance etc.; such services had been earlier provided through the Telecom New Zealand operations. Sanjay was a key member of the team from Better Change that had been tasked to assist Chorus in doing a quick review of existing change within Chorus to assess how well was Chorus responding to the key driving factors (external & internal) and determine if it had sufficient capability and capacity to continue to undergo the volume of change that was anticipated. This was achieved through structured interviews with key internal & external stakeholders, a survey of sample staff from different functional areas and review of existing documentation. Information was collected on a wide set of topics covering Leadership, Collaboration within Chorus, existing capability and skills, methods and approach for delivering change as well as communications. Information so collected was aggregated, analysed and fed back to the stakeholders – all findings were accepted by Chorus and a portfolio of initiatives for immediate and medium/long term improvement was identified which was also accepted by Chorus. The project was completed in collaboration with the team assigned by Chorus, in a very short duration. Name of assignment or project: Programme Management & Quality Assurance (PMQA) for Implementation of Budget Planning, Execution & Treasury Systems Year: 2011 thru 2014 (with short break in 2013 for Chorus project) Location: Jakarta, Indonesia Client: Ministry of Finance – Government of Indonesia Main project features: Implementation of Oracle EBS and Hyperion
  6. 6. COTS solutions for budget planning and treasury operations across the federal government in over 200 locations for about 5,000 users – overall transformation of the core business of budget planning and budget execution for Government of Indonesia and required co-ordination with multiple suppliers, counterpart teams in 3 different Directorates of Ministry of Finance plus World Bank – scope of work included preparation of bid documents and procurement for project needs not fully within scope of turn-key supplier, establishing a shared services ICT unit, ensuring compliance to good project management practices and disciplines, organisational change across the Ministry, substantial change management effort including training in systems, new processes and standards. Ensure overall preparedness within the Ministry of Finance to work with and support the new systems. This involved development of owner estimates for a number of different initiatives including all COTS solutions for public financial management. Positions held: Senior Advisor & Programme Manager (single role) Activities performed: Lead a team of consultants to assist the client (Min of Fin) in ensuring ultimate success of the project through supplier management, controlling work outputs and deliverables and monitoring risks throughout the project. The Ministry of Finance (MoF) for the Government of Indonesia (GOI) was in the process of implementing Oracle EBS and Hyperion COTS solutions for their Budget Planning & Treasury needs. The project encompassed over 4,000 users across 200 offices of the Ministry of Finance as well as 78 Line Ministries of the GOI. This involved multiple suppliers, LG CNS for core solutions and PriceWaterhouse Coopers (PwC) for Change Management and Communications. Sanjay led a team of international consultants to provide an over-arching function of PMQA accountable for timely delivery of all activities and tasks as well as quality of all outputs and outcomes. This included development of bid documents, completion of procurement and included development and introduction of good project management practices and guidance to client staff in adherence and compliance with such practices. It also involved monitoring of contract compliance from all sides. This was a very challenging assignment since the role of PMQA did not have a direct mandate but the client (MoF) was still heavily dependent upon the work done by the PMQA Team. Where required, Sanjay also provided necessary input as a subject matter expert in the areas of change managements, IT planning as well as developing new methods and approaches to keep the overall programme aligned with the baseline plan. During the project, Sanjay led by virtue of his depth of knowledge and diversity of experience, providing cover in multiple areas, as and when required. His opinions were well regarded by all stakeholders. Sanjay performed the role of an expert in all World Bank standards and procedures governing the execution of all contracts supported by World Bank Funding, including all matters pertaining to contract administration. Name of assignment or project: Information Management Year: 2011 Location: Wellington, New Zealand Client: IRD New Zealand, Government of New Zealand Main project features: Development of a strategy and a detailed plan for ensuring that IRD New Zealand was in compliance with all Government of New Zealand information management, archival, retrieval and accessibility procedures and standards. Required assessment of different business units, nature of information held and managed, key factors influencing storage and retention of information and current status of information management techniques, and technology applied. Ensure that a common framework for Information Management was institutionalized across the whole department Positions held: Senior Advisor & Programme Manager (single role)
  7. 7. Activities performed: Lead a team of in-house staff to review current state, develop future state requirements, obtain stakeholder acceptance and buy-in, identify transition plan to implement desired future state and train in-house staff to sustain the on-going implementation of the detailed plan. Maintain liaison and co-ordinate diverse needs within IRD. This involved development of detailed business cases encompassing costs of implementation versus expected benefits to be derived from various initiatives. IRD NZ is the primary revenue collector for the Government of New Zealand. Sanjay was responsible for the development of a comprehensive Information Management Strategy covering structured and unstructured information across the whole department. In this role he and his team were expected to develop an over-arching information management strategy consisting of principles, policies, standards and procedures, implementation of this strategic framework across the department, identification and implementation of key technology enablers that would enable integration of information management for the organisation and also drive the necessary behaviour changes for the strategy to succeed. The scope and scale of the project was very large and complicated. At the start of the project, IRD had over 26 different information repositories with no metadata standards and these had to be consolidated into a limited number of preferred target repositories with structured procedures and standards governing all aspects of information management within the department. This detailed planning included development of enterprise architecture for information and document management within the organisation and to integrate this with existing models used for all other core systems. The Zachman framework for enterprise modelling was applied for this assignment. Sanjay completed the initial planning and design and after 9 months on the project handed it over to a replacement as he had been called back by the World Bank to continue to assist the MoF of the Govt of Indonesia, a project he had been working on since 2005. Name of assignment or project: Business Transformation Year: 2009 thru 2010 Location: Jakarta, Indonesia Client: PT Indika Energy (public listed company) Main project features: Establish centres of excellence and shared services for all Group Companies. Shared services were to be delivered for ICT, Finance, Human Resources, and Legal Services to various group companies consisting of Engineering & Construction, Contract Mining for Coal, Offshore oil exploration, onshore crude processing and river transportation of bulk energy supplies Positions held: Programme Director Activities performed: Lead and provide thought leadership to a team of in-house staff to ensure successful merger of different operations, utilizing shared services in place of captive resources, thus saving substantial costs and providing performance improvement and standardization of procedures. This involved development of detailed business cases encompassing costs of implementation (hardware and COTS solutions) versus expected benefits to be derived from various initiatives. Indika Energy is a highly diversified group in the business of Energy infrastructure, resources and services. It owns outright or has majority shareholding in a number of mining, oil exploration, and engineering firms in Indonesia. Sanjay was hired as a Project Director to assist Indika Energy in the establishment of shared services centres for its Information Technology and other back office services covering financial management, HR, and legal & compliance activities. In addition, Sanjay was responsible for the detailed planning for merging operations of new acquisitions into the existing
  8. 8. organisation and operations structure which were under change already, resulting from the establishment of the shared services centres. The strategy that was developed by Sanjay was first to establish the shared services centres that would then develop and implement standards and procedures that would then be the foundation for absorbing all new acquisitions. During the project duration, 3 new acquisitions were merged into existing operations. The scope of work for Sanjay included strategic planning, business process design, and organisational change management. He worked with a number of third parties and suppliers and co-ordinated all aspects of the overall business transformation effort of Indika Energy. Integration of multiple IT operations with diverse technology and the establishment of an integrated IT operation required integration of existing models used for core systems across the different business operations being integrated and the need to rationalise existing technology architectures such that a single architecture can be identified as the target for transition and detailed plans for the necessary transformation can be completed as part of overall strategic planning Name of assignment or project: Information Technology Architect Year: 2007 Location: Abuja, Nigeria Client: Bureau of Public Service Reform, Government of Nigeria Main project features: Develop an integrated Information Technology Architecture for the Federal Government in the areas of Finance, Customs & Tax Departments, to reduce cost of procurement and operations as well as provide standardised service levels and performance improvement to business operations Positions held: Senior Advisor & IT Architect Activities performed: Review business needs, identify technology options, confirm Government preferences and infrastructure needs from various initiatives already underway, align technology architectures and prepare a comprehensive procurement plan. This involved development of detailed cost estimates covering all hardware and software as owners estimates to be used during procurement for various projects. This project was an ancillary project to a number of other projects funded by the World Bank and required development and definition of a standard ICT architecture that would serve the business needs for the Federal Government in the areas of Finance, Customs and Tax. Such architecture would then be used for procurement of standardised technology for a number of different projects. One of the key challenges was to identify suitable solutions for widely differing business areas with wide ranging critical success factors. This required the definition of an overarching ICT architecture that could be used as a common basis across different government departments. In addition, Sanjay was required to complete a review of the project status of the IPPIS project that was being rolled out as a pilot. The review required confirmation as to the suitability and success of the pilot for a nationwide rollout of the solution. This nationwide rollout would be based on the ICT architecture defined above. The final deliverable for this project were two Bid Documents – one for the procurement of the LAN/WAN infrastructure for the nationwide rollout and the other for the extension of the IPPIS solution for use nationwide and in remote areas. Name of assignment or project: Integrated Personnel & Payroll Information System (IPPIS) Year: 2006
  9. 9. Location: Abuja, Nigeria Client: Bureau of Public Service Reform, Government of Nigeria Main project features: Complete bid evaluation of 16 bids, provide professional advise on Information Technology matters and prepare Bid Evaluation Report Positions held: Information Technology & Procurement Advisor Activities performed: Organise resources from Govt. of Nigeria to evaluate 16 bids, develop method and approach to complete the work in an efficient manner, prepare templates to record results of evaluation, guide the teams through the full bid evaluation process, collate findings into a Bid Evaluation Report – all accomplished within 12 days since the client was running out of time for the project This World Bank funded project was for the procurement and implementation of an Integrated Personnel and Payroll Information Solution (IPPIS). Sanjay was invited to work closely with the evaluation team to assist in the drafting of the Bid Evaluation Report and to also provide advice on technical matters related to the project. This was a short assignment and one of the key challenges was to hold the bid opening, complete the evaluation, and submit a draft bid evaluation report within 12 days. This was achieved successfully to the satisfaction of all stakeholders. Name of assignment or project: Independent Validation & Verification (IVV) Services Year: 2005 thru 2008 Location: Jakarta, Indonesia Client: Ministry of Finance, Government of Indonesia Main project features: Modify stage 2 bid documents of a 2 stage bidding process, ensure bid documents clearly reflected business and commercial needs, introduce robust bid evaluation criteria, Coach client in good bid management and evaluation practices, Complete bid evaluation of a 2 stage bidding cycle for the procurement of a turn-key solution for Budget Planning & Treasury Operations. It also involved assisting and preparing the MoF with proper organisation and processes to manage the project after bid award. Positions held: Project Director Activities performed: Lead a team of Consultants to evaluate bids, hold bidder clarifications, develop addenda for existing bid document, prepare terms of reference and bid documents for other consulting engagements, ensure the client team fully appraised of procurement standards and procedures, assist the client to bridge gaps in evaluation and provide inputs on best practices to enable an informed procurement. Ensure that client is fully prepared to manage project after bid award. This involved development of detailed cost estimates covering all hardware and software as owners estimates to be used during procurement for various projects The Ministry of Finance (MoF) project for its Treasury Operations was funded by the World Bank. The project was to transition the existing Treasury Operations across the country to a new automated systems solution. The Independent Validation and Verification Services (IVV) were required to provide support to all the efforts of the MoF during the two-stage procurement process as well as the implementation of the solution through a turnkey contractor. This involved reviewing bidders responses, preparing bid evaluation reports, holding vendor clarifications, and advising the MoF on all aspects of the full procurement process. In addition, the IVV Team also provided support in all areas of business process improvement, organisational change management and information technology. This included advising the MoF on key risks, evaluation of options and guiding their decision making throughout the process of
  10. 10. procurement as well as implementation. During the procurement stage, the primary effort on the project was to ensure that the MoF was prepared and ready for the ultimate deployment of new technology. This required a review of all aspects of their business and close collaboration with client’s staff, other consultants and advisors as well as the World Bank During his 3 years on the project, Sanjay successfully led a team of international consultants for this critical assignment for the MoF and played a key role of not only the Project Director but also the thought leader for the team as well as the project for the MoF. He provided assistance and guidance in the following areas • Alignment and compliance with World Bank procurement procedures and standards • Implementation of project management standards and procedures • Matters pertaining to organisational change management – establishment of a dedicated business transformation unit within the directorate general of treasury to manage the project. This included the development and introduction of good management practices in an environment that had no prior experience in such matters • Review of and recommendations for new business procedures • Development of various ToRs for necessary consultancy services • Cost estimation for all project components • Information Technology and Systems strategic matters • Preparation of bid documents as per World Bank standards and procedures • Completion of a complex 2 stage bidding process and finalisation of detailed Bid Evaluation Report During this lengthy assignment, other projects were also completed for Govt of Nigeria and MediaLab – this was done during periods when there was not much activity on the assignment. Name of assignment or project: Express Programme Year: 2007 Location: Wellington, New Zealand Client: MediaLab, New Zealand Main project features: Develop programmes to commercialise research carried out in tertiary educational institutes in New Zealand and obtain Government funding where available Positions held: Programme Manager Activities performed: Co-ordinate private and public sector stakeholders with educational institutions, prepare necessary documentation as per standards, make presentations and promote concepts, integrate projects into programmes of work of similar content MediaLab, an organisation backed by industry, tertiary institutions, and Government of NZ, had developed a programme of work for the ICT industry in conjunction with Telecom New Zealand, Alcatel, and Lucent. This programme of work contained 6 research projects that needed to be structured, proposals submitted for review and approval by the stakeholders, and documents prepared to obtain the necessary funds and grants from the Government. Sanjay as Programme Manager was responsible for ensuring that the project concepts were robust, the tertiary institutions were vigorously involved and the project plans and business cases were developed to support funding requests from the Government of New Zealand. Sanjay was invited to work on the programme for a short period based upon his track record on the PSTN project with Telecom earlier. Sanjay worked on the programme for an initial period of 5 weeks to ensure that the necessary
  11. 11. structure and plans were developed and then handed over the programme to another programme manager due to prior commitments. Name of assignment or project: Office of Information Systems & Technology (OIST) Restructure Year: 2005 Location: Manila, Philippines Client: Asian Development Bank (ADB) Main project features: Assist the Director of OIST to achieve desired performance improvement and cultural cohesion within the ICT operations of ADB Positions held: Programme Manager Activities performed: Review OIST operations, identify improvement opportunities, adjust existing organisation structure, revise procedures and standards, refine roles and responsibilities, provide training in new techniques and establish measurable key performance indicators Sanjay had been working with the ADB since 1996, having successfully completed 4 assignments between 1996 and 2005. In early 2005 Sanjay was retained by the ADB to facilitate a total restructure of the Bank’s IT operations (OIST). OIST had a staff strength of over 200 and was suffering from a number of years of poor governance and inappropriate expenditures culminating in a situation wherein other business areas had started to establish their own little IT operations to obtain necessary support. Over a period of 9 months Sanjay and his team were responsible for a total review of the operations, the processes, and the skill sets available; development of a target organisation structure; definition of new processes and assessment of available skills and staff. All recommendations were accepted by the Bank and Sanjay and his team assisted the management to transition to the new structure and processes while assisting them to recruit the right skills to populate the new structure. Name of assignment or project: PSTN Life Cycle Extension Programme Year: 2004 thru 2005 Location: Wellington, New Zealand Client: Telecom New Zealand Main project features: Review the failure rates of PSTN network components and identify risk mitigation actions such that the revenue base of the PSTN network is protected while a new generation network is rolled out – the PSTN supported NZD3 billion in revenue and the supplier of infrastructure had stopped manufacturing the components and spare parts, thus leading to a critical situation for Telecom New Zealand. Positions held: Project Director Activities performed: Complete a risk profile of failure for the PSTN network, identify mitigation actions, develop a programme of work for all risk mitigation actions and ensure appropriate funding is allocated to the programme of work After successfully planning the details for multi service core implementation, Telecom invited Sanjay to lead the planning and research activity to understand how existing services on the existing PSTN platform could be extended to maximise the financial returns and allow Telecom to delay large investments in NGN technology (allowing the technology to mature prior to investment). This programme required statistical modelling of approximate 2,500 PSTN components and their failure rates, along with review of all systems applications and business processes and skills within the organisation. The project was successfully completed within 9 months, at the
  12. 12. end of which a detailed risk profile for extending the PSTN Lifecycle (along with associated mitigating actions) was approved by the executive. This was a business critical programme for Telecom and was completed within established baselines of time, effort, and financial resources. The key to the success of this programme was the thought leadership provided by Sanjay throughout the programme. The outcomes from these planning efforts are still being applied by Telecom New Zealand and the life cycle has now been extended to beyond 2020 due to this work (as compared to the original estimate of 2007). Name of assignment or project: Multi-service Core Implementation Year: 2003 thru 2004 Location: Wellington, New Zealand Client: Telecom New Zealand Main project features: Replace the existing telecom services offered through the PSTN network by new generation technology based upon IP addressing Positions held: Project Director Activities performed: Prepare a detailed work plan for transition from PSTN to NGN network technology and handover to in-house team This programme is one of the very large programmes within Telecom and encompassed the full implementation of NGN based services to replace the old TDM based POTS services. This programme anticipates the eventual nationwide rollout of IP based and multimedia services for the future. Sanjay was the Programme Manager to initially structure and complete detailed planning for the full programme prior to it being handed over to an in-house Programme Manager. Name of assignment or project: Immediate Quality Improvement Plan Year: 2003 Location: Wellington, New Zealand Client: Telecom New Zealand Main project features: Improve quality & reliability of services offered over the new IP based network – improve customer satisfaction Positions held: Project Director Activities performed: Identify causes for poor quality of service (QoS), assess impact of different causes, identify and prioritise corrective actions, monitor progress of corrective actions and confirm measurable improvement in QoS Telecom’s new generation services (IP based services) were suffering from lack of reliability and poor customer satisfaction. Sanjay was Project Director of a comprehensive quality improvement programme that identified the various causes for lack of acceptable service levels and developed appropriate action plans for addressing the root causes of poor performance. This project was delivered successfully within 3 months of commencement Name of assignment or project: Process Improvement Year: 2003 Location: Wellington, New Zealand Client: Bank of New Zealand Main project features: Improve efficiency and effectiveness of the lending process within the Bank – covered all retail lending only (excluded credit cards and commercial lending) – primarily for personal loans and home mortgages – included debt collection also
  13. 13. Positions held: Lead Consultant Activities performed: Complete current state assessment of the lending process, identify causes for delay and identify improvement opportunities, design new “to be” business process, obtain stakeholder acceptance and ensure ICT support was able to support the “to be” business process. BNZ Bank was in the process of reviewing its end-to-end lending process. Sanjay was engaged as the lead consultant to document and identify possible improvement opportunities for mortgage lending through the Bank’s branches. This project was completed in early 2003 within 9 weeks. Sanjay was later retained to develop the process map for the debt collection process for credit card as well as retail unsecured outstanding debt. This was done to transition the existing systems support from Melbourne to Wellington. This project was completed within 2 months. Name of assignment or project: Consolidation of Legacy Systems Year: 2002 thru 2003 Location: Auckland, New Zealand Client: Sovereign Insurance Main project features: Consolidate the company’s customer and product base from 16 diverse and disparate legacy systems – required a strategy and a detailed action plan to be developed – involved procurement & installation of new infrastructure Positions held: Programme Director Activities performed: Lead an in-house team to review all legacy systems, identify a preferred target system, devise plans to migrate products and customers while sustaining business, prepare plans to discontinue products that had low volumes, ensure efficient usage of existing and new infrastructure, introduce new technologies where relevant Sovereign is the largest life insurance company in NZ and is a diversified financial services provider. Sovereign has over the years, through mergers and acquisitions inherited a large number of legacy systems that numbered over 16 and supported over 2,000 different products. Sovereign had been attempting to identify a suitable approach and solution to this problem for over 18 months. Sanjay was charged with the responsibility of developing an approach and a detailed plan for the consolidation of all the legacy products and systems such that the business will realise the benefits as soon as possible. This plan was developed within 4 months, was accepted by the Steering Committee and the shareholders, and was implemented using third party resources with appropriate price and risk sharing. Sanjay's completed his responsibilities on the project by identifying a suitable third party to deliver against the plan on a fixed price and risk-sharing basis. Detailed Tasks Assigned (2001 to 2002) Responsible for provision of all consulting services to SAP clients in Indonesia. Responsible for annual revenue targets from all consulting services, primarily for planning and implementation of SAP solution in the manufacturing, retail and pharmaceutical sectors in Indonesia Work Undertaken that Best Illustrates Capability to Handle the Tasks Assigned Name of assignment or project: Multiple assignments Year: 2001 thru 2002 Location: Jakarta, Indonesia Client: Multiple Main project features: Line management role responsible for a team of specialist consultants and sub-contractors providing services to a number of different clients on a number of different projects Positions held: Director of Consulting Activities performed: Lead a team of consultants & sub-contractors, HR planning for recruitment and retention of skills, assess project needs and assign resources, ensure client satisfaction from services, generate new
  14. 14. revenue streams through new clients, financial management of the profit centre Sanjay was head of the consulting services business unit. In 2001 it had the best performance of all the consulting services units in the Asia Pacific sector. He was responsible for over USD100 million in annual revenues delivered through a combination of over 30 local consultants, contractors, and staff from other SAP operations. He left this job due to family pressures that forced him to return to New Zealand in early 2002 Detailed Tasks Assigned (1990 to 2001) Responsible for the consulting business of E&Y for retail banking, and telecommunications industries – main projects included implementation of a nation-wide ADSL system for AAPT in Australia, complete business transformation of a note issuing bank in Macau, multiple World Bank projects for transformation of PT Telkom in Indonesia, implementation of Govt. budgeting & Treasury systems for Govt. of Ghana and implementation of the motor vehicle system for Govt. of New Zealand, review of IT for Asian Development Bank Only limited projects listed here – more details available on request Practice Leader for the firm's banking and finance industry clients for the information services function, which involves managing and conducting a wide range of engagements covering all aspects of information technology and systems in New Zealand and SE Asia. Key areas of expertise in the work undertaken for clients covered information system strategic planning, performance improvement, implementation of methodologies and standards and implementation of new and emerging technologies to provide maximum benefits to organisations. The work experience specifically relates to restructuring information services function within Work Undertaken that Best Illustrates Capability to Handle the Tasks Assigned Name of assignment or project: Implementation of ADSL Services Year: 2000 thru 2001 Location: Sydney, Australia Client: AAPT (subsidiary of Telecom New Zealand) Main project features: Introduction of nationwide ADSL services for a telco company whose existing core business was long distance telephony – required substantial organisational change, introduction of new products and services and new procedures for retail based service & support Positions held: Programme Director Activities performed: Lead a team of E&Y consultants & in-house staff, plan the ADSL services and support systems, complete necessary procurement, drive change within the organisation, implement new technology and configure ADSL services, enable supporting systems and integrate with new business processes, deliver necessary training AAPT - a subsidiary of Telecom NZ, had decided to introduce ADSL services for its clients in Australia. The programme for implementation of ADSL was managed by Sanjay Suda from start to finish. This involved the procurement of CISCO switches, installation of switches at Telstra sites, implementation of switch and service software, implementation of appropriate management systems and complete re-engineering of all business processes. The existing business of AAPT was mostly long distance that was a high value low volume business whereas provision of ADSL services would have introduced AAPT to low value and high volume business for the first time. As an example, in August 2000 AAPT was handling no more than 70 to 80 new connections per week whereas the introduction of ADSL would require the same organisation to handle up to 300 new connections per day. This required a complete overhaul of all management systems and associated business processes including substantial training for all users. Sanjay was the Programme Director charged with the responsibility of delivering on strict time frames clearly defined business outcomes. As a comparison, Telecom NZ spent 24 months for the introduction of its ADSL service Jet Stream and AAPT wanted it to be completed in no more than 9 months. This challenging task was completed successfully by Sanjay in May 2001 and delivered to AAPT for further extension beyond Sydney and the metropolitan cities Name of assignment or project: Implementation of Budget Planning & Expenditure Management System Year: 1998 thru 2000 Location: Accra, Ghana Client: Ministry of Finance, Government of Ghana Main project features: Procure and implement nationwide budget planning and expenditure management systems for Govt of Ghana Positions held: Programme Director Activities performed: Lead a team of E&Y consultants & Government
  15. 15. organisations to make them more effective and supportive of business needs and objectives. During this period Sanjay played a number of different roles, practice leader for financial institutions in NZ, helped develop the overseas business for E&Y New Zealand with the result that by 2002 E&Y NZ owned half the consulting practices in Malaysia and Hong Kong and he was also instrumental in converting the PWC practice in Ghana to E&Y. Trained in and became a leading expert in the areas of Information Engineering, Enterprise Modelling and Business Transformation staff, plan for the system, complete procurement within WB guidelines, and guide the implementation through the turnkey provider, provide quality assurance and ensure overall preparedness within the Government to work with new systems This World Bank funded project aimed to provide automated budgeting and financial management systems for all the government ministries, departments, and agencies across the country. The first phase of the project was to implement the solutions in 7 pilot ministries (across 78 sites in the country) providing automation for the first time for 80% of the government expenditure. Sanjay had overall responsibility for the delivery of all systems, procedures, hardware, software, and training across 700 staff over a period of 18 months. He was responsible for an international and integrated team from E&Y as well as the government. The overall scope of work included finalisation of bid documents and completion of bid evaluation for selection of the preferred turn-key supplier. Name of assignment or project: Head Quarter Information Technology and Office of Computer Services Review Project Year: 1996 Location: Manila, Philippines Client: Asian Development Bank Main project features: Assess effectiveness of Bank’s IT Strategy and delivery of its outcomes Positions held: Senior Advisor Activities performed: Review existing level of services and initiatives, assess alignment with IS Strategy and business needs, review plans and architectures, provide a report of detailed assessment and suggested corrective actions An internal ADB project with the objective to ascertain the overall effectiveness of the Information Services business area within the Bank. The project reviewed the IT Strategy of the Bank as developed in 1992 and adopted a process view to determine the overall effectiveness. The IS Process landscape framework was used to assess each major and sub process within the business area. In addition a complete review of all the technology components and the organisation structure was also completed. The project identified potential issues within the IS function and identified areas of improvement. The project was successfully completed within a very tight schedule and the final recommendations were seriously reviewed and some were adopted over a period of time. Name of assignment or project: Various World Bank Funded Projects Year: 1994 thru 1997 Location: Bandung, Indonesia Client: PT Telkom, Indonesia Main project features: Transition of PT Telkom from Government Department to State Owned Enterprise and ultimate privatisation of various components of PT Telkom (Regional Operating Companies) Positions held: Programme Manager Activities performed: Review existing level of services and initiatives, assess alignment with IS Strategy and business needs, review plans and architectures, provide a report of detailed assessment and suggested corrective actions
  16. 16. Lead an international team responsible for both components of the project, establishment of an Office for Programme Management as well as the IS Strategy components. A detailed IS Strategy was developed for PT Telkom which included guiding principles and policies as well as a governance structure. The strategy also included a detailed outsourcing strategy for IS within PT Telkom. Enterprise wide data, applications, and technology architectures were also developed for Telkom. These architectures were to be the basis for all future IS development and software implementation. PT Telkom had undertaken a major initiative called T-2001 (which was also developed by Sanjay in an earlier project) which aimed to move Telkom towards a World Class Operator Status (WCO) by the year 2001. This initiative included more than 100 projects with a total investment of approximately US$ 4 billion. As part of the responsibility for the establishment of an Office for Programme Management, the project developed a detailed organisation structure, defined the software needs for knowledge enablement and sharing across all projects, identified the roles and responsibilities, developed a detailed training and communications plan as well as the methods and procedures and performance measures for programme and project management within Telkom. Lead an international team responsible for undertaking re-engineering in key strategic business areas of Telkom. These areas included Customer Contact, Revenue and Billing and Information Systems. The scope of the assignment included current state assessment, future state visioning, and value proposition development aspects in each of the strategic areas. The role also included responsibility for undertaking re-engineering in the area of Research & Development and a lead role in the areas of Information Systems and Business Processes and Systems. Responsible for conducting a detailed review of a US$180 million software package implementation project. The software package was to automate Telkom’s customer services, network management, line fault location, and billing and revenue collection. The review included business case development, review of the contracts, project management, and project implementation. Development of a framework to manage 160 projects (together referred to as “T2001”) with a combined value of approximately US$4 billion to focus Telkom’s achievement towards it’s goal of being a World Class Operator by the year 2001. Development of a Communication Strategy for T2001 to ensure effective communication and support from all of Telkom’s 40,000 employees with a view to maximising the benefits from T2001. Responsible for the Information Services Function for this World Bank funded restructuring project involving managing and working with a team of consultants and PT Telkom's Restructuring Task Force to critically review PT Telkom's operations and developing a tailored restructuring approach after evaluating several options. This project involves recommending how the following issues could be addressed, in the increasingly changing industry and economic environment in Indonesia and in the region, and assisting PT Telkom with implementation: • meeting the funding requirements for the major development program to meet the growing demand; • balance sheet management; • planning cycle; • profitability and productivity; • cost management; • business processes distinguishing core and non-core activities. Focus on development, service provisioning, maintenance, operations and network management;
  17. 17. • quality of service and implications of use of technology as an enabler; • market segmentation and revenue generation; • pricing; • management practices; • financial and treasury management; • competition; • performance measurement; and • commercialisation meeting stakeholders expectations including regulatory and legal requirements. A definition of the future state for the IS Division of Telkom has been developed along with a practical implementation plan to migrate to the future state for the IS Division. This has addressed the following issues for the Division: • Identification of major IS processes • Definition of the goals and objectives of the IS Division • Development of a practical organisation structure • Association of the IS business processes to the recommended organisation structure • Definition of a performance measurement framework • Development of a business and staffing plan • Detailed job descriptions Name of assignment or project: Information Services Restructuring & IT Strategy Year: 1990 thru 1993 Location: Macau Client: Banco Nacional Ultramarino SA (BNU) Main project features: BNU was a note issuing Bank in Macau and was faced with increased competition from Bank of China resulting from the planned handover of Macau to China – need to revamp and modernise its systems and build new data centres Positions held: Programme Director Activities performed: Strategic review of all systems and development of IT Strategy, Preparation of bid documents and procurement of goods and services, implementation of selected solutions, process improvement and change management across the whole Bank As Programme Director worked with a team of in-house staff to plan, execute and deliver on all the key initiatives Upgrading of information systems of a major commercial and note issuing bank in Macau to improve efficiency and quality of service to all customers. Project Director for all projects and activities related to the total revamp of all aspects of information services within the Bank. The following major projects were successfully completed: • strategic review of information systems and development of a detailed IT strategy for the Bank • preparation of Request For Proposals (RFP’s) for purchase of hardware, software and services to replace the complete existing IS infrastructure • evaluation of responses to all RFP’s • vendor selection and negotiation of all purchase contracts on behalf of the Bank • implementation of selected solutions • re-engineering of business processes to match with solutions being implemented • organisation change management to reflect new business processes and associated responsibilities and authorities.
  18. 18. Besides being a commercial and retail bank, BNU also had note issuing responsibilities for the Portuguese enclave. In this role the treasury operations also played the part of the central treasury for the Monetary Authority of Macau and as the Central Bank maintaining the reserves for all the other commercial Banks. BNU was also the clearing house for Macau Patacas. During this project a new data centre was also designed and built by the Bank. The specifications of the data centre and the supervision of building the computer room to house the new hardware was also completed successfully. A new data communications network was also designed and implemented. The cabling infrastructure was replaced across all the offices. In short Sanjay completed the responsibility for all aspects of implementation of new technology and systems selection and integration successfully. The business areas encompassed during the project were: • full retail banking • loans & mortgages • branch automation • treasury operations • international banking • trade finance and documentary credits • executive information systems • general ledger • accounts payable • fixed assets register • integrated customer information file • note issuing • coin management • payment systems (clearing) The overall IT strategy included development of an enterprise model including data and process models, preparation of bid documents for procurement of multiple components (since a turn-key provider approach was not adopted), completion of procurement for each of the constituent components – more than 14 and subsequent integration of project schedules across all suppliers Name of assignment or project: Implementation of Motor Vehicle Registration System for New Zealand Year: 1993 thru 1994 Location: Wellington, New Zealand Client: Land Transport Safety Authority, Government of New Zealand Main project features: Replace existing motor vehicle registration system with a completely new system with new technology and new processes for citizens to register and buy/sell motor vehicles in New Zealand Positions held: Programme Director Activities performed: Fully accountable for all aspects of the project and successful delivery to a tight schedule since the new laws and regulations were to come in effect and required the new system to be in place In this role Sanjay was responsible for the following areas: • Systems development and its implementation on schedule, including disaster recovery planning, stress testing and development of all interfaces e.g. interface to Motocheck, interface to the police data base, interface to direct mailing systems etc.. Systems development was based strongly on information engineering models (data and process) developed as part of the initial planning process. • Introduction of legislative changes required for the new MVR system. Government had already enacted the legislation in 1992, but this had to be brought into action in conjunction with the new systems, which
  19. 19. included new licence labels and new procedures for change of ownership of vehicles. • Development of an alternative agency network. As part of the implementation, NZ Post who had till recently played the role of the only nation-wide agency network for all MVR transactions, were scheduled to discontinue registration and plate transactions. Hence a viable network of alternative agents needed to be established within the project implementation time frames. • Responsible for all publicity requirements, which included publicity to a wide variety of interest groups, direct consumers for change in procedures, industry interest groups (e.g. motor vehicle dealers) for co- ordinated effort for the implementation of new legislation and procedures, other key players e.g. members of parliament. During this project, Sanjay was responsible for liaison with multiple third parties to ensure the success of the project. These included: • Unisys who were the systems integrators for the project and were responsible for all systems development. • EDS who were the facilities managers of the hardware installation. During the course of this project, EDS wanted to relocate the LTSA machine from Wanganui to Auckland, which was also managed by Sanjay. • Ministry of Transport, to ensure that appropriate legislation was enacted by the Government. • Hardings, who were the sole suppliers of registration plates. • Moore, who were responsible for provision of all forms and computer consumables. • Personalised Plates Limited, who were responsible for issue of personalised registration plates. • Motor vehicle dealers and manufacturers. • Other motor vehicle interest groups e.g. MTA. Detailed Tasks Assigned (1989 to 1990) Work Undertaken that Best Illustrates Capability to Handle the Tasks Assigned Name of assignment or project: Multiple Year: 1989 thru 1990 Location: Hong Kong Client: Government of Hong Kong Main project features: Multiple Projects Positions held: Regional Operations Manager Activities performed: Responsible for running all consulting projects and operations for the company in the SE Asian region. Countries covered included all countries from Singapore to South Korea (excluding Japan). This responsibility specifically involved managing a large number of skilled information systems consultants (76 in total) on various projects throughout the region. The responsibilities also included existing client management and identification of new business Detailed Tasks Assigned (1988 to 1989) Work Undertaken that Best Illustrates Capability to Handle the Tasks Assigned Name of assignment or project: Manager of all IS for the company Year: 1988 thru 1989 Location: Wellington, New Zealand Client: None Main project features: Management of IS Division
  20. 20. Positions held: Information Services Manager Activities performed: Responsible for activities and tasks of the information services function for the company. Prime objective to be achieved was to implement appropriate standards and management practices such that the company may realise maximum value from divesting its operations in Australia and New Zealand. This included restructuring of the IS function and assessment of all planned investment activities to ensure the value of the business was maximised Detailed Tasks Assigned (1986 to 1988) Work Undertaken that Best Illustrates Capability to Handle the Tasks Assigned Name of assignment or project: Funding Systems Year: 1986 thru 1988 Location: Wellington, New Zealand Client: None Main project features: Management of IS Division Positions held: Project Manager Activities performed: Responsible for implementation of a funding system to replace old technology running on ICL machines. This included all aspects of business needs analysis, customisation of purchased package solution, migration of data and implementation including definition of user procedures and user training. Detailed Tasks Assigned (1983 to 1986) Work Undertaken that Best Illustrates Capability to Handle the Tasks Assigned Name of assignment or project: TAMAR Retail Banking System Year: 1983 thru 1986 Location: Plymouth, United Kingdom Client: Western Trust & Savings Limited Main project features: Bespoke development and implementation of a full retail banking and branch management system Positions held: Project Manager Activities performed: Provide support for information systems to all clients of TCS. A major project was the development of a retail banking system for a client in United Kingdom. In addition, small systems analysis and development projects were supported in France, Belgium, Holland and Luxembourg. These frequently involved provision of technical training in special software like data base management systems and executive information systems. 14. Certification: I, the undersigned, certify to the best of my knowledge and belief - (i) this CV correctly describes my qualifications and my experience YES (ii) I am employed by the Executing or the Implementing Agency NO (iii) I am a close relative of a current ADB staff member NO (iv) I am the spouse of a current ADB staff member NO (v) I am a former ADB staff member. NO If yes, I retired from ADB over 12 months ago N/A (vi) I am part of the team who wrote the terms of reference for this consulting services assignment NO (vii) I am sanctioned (not eligible for engagement) by ADB. NO I understand that any wilful misstatement described herein may lead to my disqualification or dismissal, if engaged.
  21. 21. Full name: Sanjay Suda Date: 29 September 2016

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