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.
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
11 Yrs of Experience in People Management, Client Interface, Quality - RCA,FMEA, GAge and Gap, Transition, Process Management, Cost Optimization, Training and Development, Attrition Management, Performance Appraisal, MIS,
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
11 Yrs of Experience in People Management, Client Interface, Quality - RCA,FMEA, GAge and Gap, Transition, Process Management, Cost Optimization, Training and Development, Attrition Management, Performance Appraisal, MIS,
David Beard
CRM Evangelist - Sage CRM Solutions
"With over 10 years involvement in business analyst & project management roles for a variety of companies in the IT, telecommunications & banking sectors, David brings a wealth of experience in helping companies define what a customer means and how best to interact - across both cultural & systemic contexts"
Fail to prepare, prepare to fail: implementing ERP and CRM systemsSageukofficial
David Beard, from the business software company Sage UK, looks at market place trends driving the thoughts of software vendors. He then considers why businesses often fail to realise the measurable benefits from ERP and CRM software implementations and what they can do to widen, and thus, improve their approach.
Elaine M Biggs.PMO.Program Management Office.Program Management Directorebiggs
Enterprise Program Management Office (ePMO) hands on leader with a track record of driving global large-scale enterprise strategic initiatives. Proven experience in creating from start-up and optimizing an enterprise Program Management Office (ePMO) with a global portfolio of business, manufacturing, technology and IT projects, applying project management, risk management and continuous improvement best practices to reduce risk and deliver outstanding financial results. Reduced project delivery time by over 20% and cumulatively contributed over $483MM cost savings to profit and loss.
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
Highly experienced and skilled BUSINESS ARCHITECT/ANALYST of 14 years with a proven track record for delivery in major financial and legal institutions, healthcare regulation, and contact centre environments. Extensive full project lifecycle experience, including waterfall and Agile methods.
Experienced in managing, training, and mentoring Business Analysts of all levels in the latest industry-leading techniques. Hugely passionate about raising the profile of business analysis, increasing competency of practitioners and demonstrating how it enables faster and higher quality project outcomes to the customer.
Capital markets: The impact of business process operations improvementsGenpact Ltd
While Lean Six Sigma techniques reliably contribute to operational excellence, they do not necessarily identify the full impact of business process improvement programs. Specifically for Six Sigma, there has been reason for much criticism in the past. This article uses a real-life case related to the enhancement of a Capital Markets global business service delivery operation, and describes how to engage “client” and “delivery” executives in order to tightly align technical project execution with business strategy.
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