Pankaj Arora has over 15 years of experience in business consulting, operations management, and client relationship management. He has worked extensively in the order to cash space, leading business transformations and process improvement projects that have delivered millions of dollars in savings and productivity gains for clients. Currently he is a delivery transformation lead helping a major telecom client streamline their cash posting and credit memo processes.

1. Pankaj Arora e-mail: Pankaj_ecom@rediffmail.com
DOB: 5th Dec 1977 Contact no.: +91 9717408822
Career Summary
• Experience in Operations, Business Consulting, Transitioning and Operationalising the process,
Business Process Re-Engineering, Client Relationship Management and Business
development.
• Design and develop Business Transformation Road maps in FnA ( Order To Cash ).
• Delivery Lead - Lead and established Business Units from Process Migration stage through
Stabilization phase.
• Consult to Construct - Hands on experience in creating Order to Cash solutions for prospective
clients.
• Executed consulting assignments with client facing roles with hands on experience in
Operations/Business process consulting, Business Transformation engagements on operating
model design, cost reduction, business process reengineering etc.
• Worked extensively in multicultural environments in US with stakeholders at senior levels in the
organization both as clients and internal stakeholders
• Certified in Six sigma Methodology
Professional Experience
IBM – Deputy Group Manager Dec 2012 – Till Date
Order To Cash Consultant and Delivery Transformation Lead –
- Currently engaged with one of the IBM Telecom client’s as Business Delivery Transformation
Lead.
- Working closely with the Sr. Client stake holders – Director FnA B2C , Credit Controller etc.
- Designed and executed the entire Business Transformation approach / road map to enable cost
benefits, productivity enhancements for the business.
- JD – Opportunity Identification across multiple Geo’s - Gap mapping and execution
o Building up Transformation structure and Governance structure
o Identification of Opportunities across the blocker of Impact v/s Effort
o Identify Productivity enhancements / Cost Benefits attributed across Processes,
Technology, Transactional Level etc.
o Conducting Pre and Post Maturity assessments of Businesses, followed by proposal of
Best in class Practices for Productivity Enhancements.
- As part of the current engagement , managed to achieve the following –
o 1.2m USD saves for stream lining the Cash posting process.
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2. o Automated Cash posting process to increase efficiencies and auto post rate from 20% to
45% .
o Implemented Work Flow management tool between retained Account Receivables team
and back end support team to expedite disputed AR and streamlined Credit Memo
process.
o Work Flow automation helped achieve Reduced Write Offs and bad debts by 3% ( 1.8m
USD ) over 9 months in 2014.
o Identified Consolidation of work and Services in the Quote to Invoice across locations in
UK to bring synergies. This helped achieve increased transactional effectiveness by
1.5%, which in turn is helped cost saves of 23K USD EOY 2014.
Order To Cash Business Consultant – Supporting FnA Vertical on growth related business projects
- Closely working with Delivery Leads to enable high productivity, leaner PnL.
- Identified Business gaps for Clients across Process Value Chain by Enterprise Transformation
to enhance productivity commitments.
- Bi Weekly account reviews to access productivity trends, Cost trends etc.
- Involves working across the Business Development life cycle starting with Opportunity
Identification, Supporting Pre Sales team in RFP’s, SOW validation.
- Provide Client side Process Consulting. Onsite Solutioning support while on Due Diligence.
- Ensuring seamless transition support – Knowledge capture, Knowledge transfer, Operational
support ensuring a smooth go live.
Projects worked –
Transition Support
Job Role Description is to ensure seamless Business / Process migrations.
The project involved –
 Scope Validation
 Site Readiness
 SLA , SOW and FTE validation
 Formulating Pre KT , KT , KC and Go Live plans and ensuring them to execution for a 100% Go
Live
 Project Budget Planning and P&L management for the Business Unit
 Risk Identification and Mitigation planning and execution
 Identified Areas for Continuous Improvement to help yield YoY committed productivity yields
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3. Solution Support
As an Order to Cash Solution architect, have worked across multiple RFP’s till Orals stage. In the last 2
years have managed to convert some very critical deals for Order To Cash space in the FnA offering -
Solution Salient
Pharma Client – TCV $200m – 7 year contract . OTC Scope (200 FTE’s) .. Deal Converted
Telecom Client – TCV $50m – 5 year contract . OTC Scope ( 200 FTE’s) .. Deal Converted
Industrials Client – TCV $175m – 5 year contract. OTC Scope ( 260 FTE’s) .. Deal Lost
CPG Client – TCV $500m – 7 year contract. OTC Scope ( 400 FTE’s) ..Deal Converted
Products and Services Client – Security Major – OTC Scope – 650 FTE’s … Deal WIP
 Multi geo contract’s. Consolidation from geo centers to IBM centre’s.
 Majorily End to End scope solution
 Multi Language support factored.
 SOW and SLA validation per the In scope / Out scope workings.
 FTE estimation and Validation exercise.
 Customized Solution for Consolidation and Work Standardization
 Project Transformation roadmap to continued improvement benefits through the contract life
cycle.
 FTE rationalization with YoY Productivity benefits.
 Prepared for End to End and Orals with the clients.
 Lead Joint Solution Sessions with the Solutions team to pitch for the in scope business.
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TCS e-Serve – Asst. Vice President Delivery Ops Jan 2011- Nov. 2012
- Sr. Manager Delivery Ops Jan 2007 – Dec. 2010
At TCS, I have been part of complex engagements which have involved hands-on work with senior client
leadership, addressing a variety of business problems resulting in On site Consulting, Business
Transitions and Operational set up. Key Role included –
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4. • P&L Management for a Service Delivery Account. Ensure Gross Margin are well above business
target.
• Lead OTC Strategy team for North India site.
• Operations strategy and operating model design, Business transformation and Re-engineering,
Change management, Risk mitigation and Control etc.
• Business performance improvement: Cost optimization, Process design and re-engineering, Business
performance management, Optimal Capacity Utilization etc.
• Transitioned and lead delivery for a Collections shop in Mumbai from 20 FTE’s to 350 FTE’s 07 – 08.
• Set up and lead Delivery for another Business unit in Gurgaon. This was a back end shop with both
voice and non voice operations based out of Mumbai and Gurgaon.
• Currently heading service Delivery in O2C Space in BFSI vertical for US geography, managing the
account through Chennai and Gurgaon.
• Heading Strategic discussion for the Europe Geography for the current account. Discussion with
respect to business migrations and current business offerings.
• Through effective operational practices got the VOC from a low of 60% to 90% within 12 months of
managing the business.
Projects worked on include:
• Designing Collections Strategy and an effective operating model design for a leading global Auto
Rental company. The work delivered included mapping the physical and logical flows of the
company’s global business, mapping their supply chain in process diagrams and using the current
state model to design a cost efficient process model for its future state of working which drastically
helps improve their Bottom Line. Annualized benefit of $1.78K YTD 2010 delivered.
• Worked on major strategic Account Reconciliation model of reducing On Account Money and the
Accounts receivables department’s in order to reduce unapplied cash. Responsible for initial
opportunity assessment through to full implementation of identified savings across multiple
categories. Delivered annualised benefits in excess of $1.5m YTD’10. This project involved
automation efforts to reduce manual redundancy.
• Worked and developed deployment of an automated tool tracker system which would help avoid
redundancy in the system. It would capture and produce metrics which track the client specified
KPI’s. The project estimated to provide annualized savings of about 5 FTE’s.
• Heading the entire O2C cycle for a US major Auto Rental group. The Project involved managing and
providing 10% YOY process improvements through Process excellence, Process improvements etc.
• Was involved with a back-end Process which supports front end AR management cycle. Developed a
Trade mark Product in TCS which is today being marketed by the high end sales team based out of
US. The tool was a strategy based model in increasing over all Contact rate efficiency for the AR
team. Thereby, helping in increasing the cash flow. Contact rate increased to 22% against an industry
average of 17%.
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5. • Worked on a Customer Response optimization project for a BFSI major. The Project was to reduce
high variation in the process with respect to the average responsiveness to the end Customer. It
involved variation tracking and outlier management with the process to help achieve Process
Optimization and increase the overall response rate (Occupancy %) in the process.
• Involved in identifying prospective 3rd
party clients and aggressively working with the Pre Sales team
in Business Developmental exercises, responding to RFP’s, preparing Sales decks.
• Worked on 5 major deals for TCS in the BFSI vertical. Was part of the 4 member team who helped in
identifying the business opportunities, did high level Process Mapping, created and delivered Sales
Pitch to the 3rd
party prospective clients. 2 deals of the 5 have now reached the Commercials stage.
• Represented the Management Audit function which was a key requirement to get triple certification
( ISO 9000, ISO 20000(1), ISO 27000) for the CCIM cluster in TCS eServe.
People Management –
• Managed units with FTE’s size of 150 – 280 FTE’s.
• Lead Multi- Center Delivery Operations
• A Team of 3 Sr. Delivery Managers , 1 Quality and Compliance Sr.Manager and an MIS Asst.
manager reported directly to me.
• Maintained a Low YOY Attrition % of 22% against Organization average of 30% in Voice
businesses.
• Extremely high focus on employee growth , cross training activities.
• One of the PROPEL Leaders at the Gurgaon office.
Genpact - Manager From May 2006- Dec 2007
- Asst. Manager From Aug 2003 – April 2006
Managed teams and got an opportunity to work as a business consultant in the Business Transformation
team to help fix other processes. The work included
• Provide consultation to clients in Retail vertical (GE Lightning and GE Betz) on Business
transformation, BPR, solution evaluation, key performance enhancement and quality improvements.
• Involvement in all stages of business development including identifying consulting opportunities,
responding to RFPs, participating cost reduction initiatives, Process Automation etc.
Projects worked on included
• Implemented Dialer in 2 GE Businesses. The CE% (Collections Efficiency%) increased from an
erstwhile 21% to 30% over a span of 2 months.
• Worked on a business transformation exercise in the areas of accounts payable leading Utilities
Organization (GE Betz). This included doing a champion Challenger per the revised Operational
Strategy. The project yielded a 5% reduction in overall Write Off%.
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6. • Was involved in cost reduction projects internal to Genpact. Was instrumental in driving seat
utilization strategy to reduce cost.
Wipro Spectramind – Team Leader From Aug 2002 – Aug 2003
- Team Member From Aug 2001 – May
2002
Worked as a Team Leader in the Tele Marketing Process where the responsibilities included
• Managing team of 15 Sales reps.
• Was involved in a Six Sigma Project to increase SPH for the unit. Played the role of a team member
in the project.
• Executed and managed MIS tracking and report generation of the entire 450 FTE unit. Was also
entrusted with the task of product upgrades, business process re-engineering, Dailer modeling
assignments and data analysis exercises leading to better forecast accuracies.
Academic Qualifications
• MBA from I P University, Delhi majoring in E – Commerce and Marketing in 2001
• B.Sc. in Bio Chemistry from DU, in 1998
Achievements/Awards
• Appreciation from TCS CEO and Client org. CEO on delivering best in class BPO Operations for
2011.
• Received Best Sr. Manager Client Appreciation for effective and efficient Process Management from
Citi client.
• Participated in TATA Innovista Forum to present and talk about an in house Product for better
Performance Management. Project selected in top 5 pan India forum in 2011.
• Developed current Business operations into a product offering for prospective 3rd party clients.
• Received SDL Appreciation award for seamless Operations Management for H1 ‘06
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7. • Was involved in cost reduction projects internal to Genpact. Was instrumental in driving seat
utilization strategy to reduce cost.
Wipro Spectramind – Team Leader From Aug 2002 – Aug 2003
- Team Member From Aug 2001 – May
2002
Worked as a Team Leader in the Tele Marketing Process where the responsibilities included
• Managing team of 15 Sales reps.
• Was involved in a Six Sigma Project to increase SPH for the unit. Played the role of a team member
in the project.
• Executed and managed MIS tracking and report generation of the entire 450 FTE unit. Was also
entrusted with the task of product upgrades, business process re-engineering, Dailer modeling
assignments and data analysis exercises leading to better forecast accuracies.
Academic Qualifications
• MBA from I P University, Delhi majoring in E – Commerce and Marketing in 2001
• B.Sc. in Bio Chemistry from DU, in 1998
Achievements/Awards
• Appreciation from TCS CEO and Client org. CEO on delivering best in class BPO Operations for
2011.
• Received Best Sr. Manager Client Appreciation for effective and efficient Process Management from
Citi client.
• Participated in TATA Innovista Forum to present and talk about an in house Product for better
Performance Management. Project selected in top 5 pan India forum in 2011.
• Developed current Business operations into a product offering for prospective 3rd party clients.
• Received SDL Appreciation award for seamless Operations Management for H1 ‘06
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