Dipendra Ghosh

Aug’22 – Present: TCG Digital Solutions Pvt. Ltd. currently as Director – Business Excellence / Program Management Office Played pivotal role in establishing and governing enterprise-level PMO framework across global portfolios driving program alignment, operational control and efficiency, and overall Delivery Excellence. Led Agile transformation by embedding Scrum practices across large, cross-functional teams to improve responsiveness and productivity. Spearheaded digital initiatives to enhance efficiency, reduce costs, and deliver business value across multiple domains. Achievements:

• Formed and scaled a 200+ FTE Delivery Factory across 6 portfolios in 4 geographies, exceeding revenue targets by 9% and achieving a CSAT score of 4.7/5.
• Converted legacy Waterfall delivery model to Agile, reducing average lead-time by 50%+ and achieving an average velocity of 17 story points per Sprint-team, per Sprint
• Reduced Cost of Poor Quality by 70%+ and brought post-production defect leakage below 5% through robust root cause analysis and continuous process improvement.
• Governed delivery of 15+ AI/ML-powered digital transformation projects for a major Oil & Gas client, enhancing Operating Margin by 15%+ across key business functions.

My end client was United Health Care Group, where I defined and refined organizational processes across Waterfall and Agile Scrum models, ensuring alignment with industry best practices. Led the service delivery group of 20 team members. Envisaged the read of automation to reduce the manual effort, reduce the team size by up to 50% in a two-year time frame. Directed automation strategies and metrics analysis to strengthen operational performance and decision-making. Spearheaded knowledge management frameworks to drive process maturity and capability development.

Achievements:

• Elevated CSAT scores consistently above 4.5/5 and exceeded gross margin expectations by 5%+ through strategic process optimization and governance.
• Reduced contingency cost by 5% and defect density by 7% via rigorous internal audits and closure of action items, enabling early defect detection.
• Contributed significantly to the formation of a Testing Center of Excellence, improving QA outcomes and lowering defect leakage by 10–15% through development of a robust test process framework.
• Provided data-driven insights for strategic planning by defining organizational metrics and analyzing consolidated reports, aiding leadership decision-making.

My end client was Merck, and my major task was to completely comprehend the business requirements for the clinical trial management system and deliver them to the IT development team without any ambiguity. My responsibilities also included evaluating data using SQL queries, designing data-driven use cases to demonstrate business compliance with requirements, developing a definition of done to prevent scope creep, and driving UAT and obtaining sign-off.

Achievements:

• Elevated CSAT scores consistently above 4.5/5 and exceeded gross margin expectations by 5%+ through strategic process optimization and governance.
• Reduced contingency cost by 5% and defect density by 7% via conducting understanding session.
• Involving all Stakeholders in weekly meeting reduced the chances of scope creep by 95%.
• Successful Migration of trial users data for Merck from one learning management system to another learning management system without impacting ongoing clinical trial process. system

My end client was Merck, and my major task was to completely comprehend the business requirements for the clinical trial management system and deliver them to the IT development team without any ambiguity. My responsibilities also included evaluating data using SQL queries, designing data-driven use cases to demonstrate business compliance with requirements, developing a definition of done to prevent scope creep, and driving UAT and obtaining sign-off.

Achievements:

• Elevated CSAT scores consistently above 4.5/5 and exceeded gross margin expectations by 5%+ through strategic process optimization and governance.
• Reduced contingency cost by 5% and defect density by 7% via conducting understanding session.
• Involving all Stakeholders in weekly meeting reduced the chances of scope creep by 95%.
• Led the successful migration of more than 1K trials and their patent data from one CTMS system i.e. IMPACT to SPECTRUM with o impact on ongoing trails.