MAHESH RANGANATHAN

Oversee new business development opportunities and drive delivery of strategy-thru-execution of critical C-suite priorities for Fortune 100 clients. Responsible for delivering enterprise-wide cross-functional transformation programs for consumer, retail clients around New Business / Service Launch, Enterprise Cost Reduction, Business Process and Operational efficiency improvements. Coaches, mentors, and trains 7 managerial direct reports and 12 additional staff of varying experience levels.

Key Accomplishments -

• Owned P&L accountability for a diverse client portfolio worth $8M+ encompassing Customer Strategy, Retail Operations, Enterprise PMO, and Supply Chain
• Owner of Strategic Transformation Office business offering driving $6-8M annual revenue with 15-20 team strength; led conceptualization of value proposition, delivery methodology and frameworks, GTM strategy, cross-enterprise teaming, branding, learning & development and pricing models
• Part of Executive Committee to stand up 100+ member Global Development Service (GDS) for Strategic Program Management unit based out of India, Philippines and Mexico; accountable for people enablement covering hiring strategy, learning & development, standardized operations delivery, KPI-driven performance and DEI

Key highlights of C-suite transformational priorities delivered -

• Corporate Strategy: Leading delivery of $180M+ recurring SGA and Working Capital improvements for leading US aftermarket auto parts retailer thru multi-year Merchandising transformation re-building E2E technology capability, business process re-design, and operating model improvements across corporate and store operations (15K user impact)
• Corporate Strategy: Orchestrated global delivery of $2.5B enterprise cost transformation program over 3 fiscal years for largest US pharmacy retailer; mobilized 75+ programs delivering $800M+ in annual SG&A cost savings in one FY thru centralized global transformation office covering portfolio planning and prioritization, value management guidelines, change adoption strategy, executive governance, operating budget oversight, financial and investor reporting
• Corporate Strategy: Architected Corporate Transformation for Fortune 500 US Engine manufacturing company with emphasis around IT Modernization, Global Shared Services roll out strategy, Finance optimization and HR employee workforce management and servicing strategy; delivered $150M+ recurring SGA savings thru 75+ initiatives in FY21
• New Business Launch: Led EPMO for launch of new mobile virtual network operator (MVNO) business startup for largest US cable provider; acquired over 1 million customers in 18 months post launch with sustained YoY EBITDA growth; guided cross-functional team of 30-50 to craft MVP, go-to-market strategy, pricing structure, business readiness planning, vendor contract management and agile product delivery across seven workstreams
• New Service Launch: Mobilized chronic disease patient care transformation for major US healthcare insurance provider to attain $250M revenue potential over 4 years; orchestrated centralized program management office with team of 20+ to mobilize patient journey mapping, care operations process definition, AI technology enablement, pricing strategy and patient hub facility deployment
• Business Operations Efficiency: Led Retail operating model transformation program largest US pharmacy retailer; Onboarded portfolio of 20+ strategic and LEAN efficiency improvement initiatives with $70M+ SG&A cost reduction potential, while generating 15-20% top line growth across Marketing, Merchandising, Retail Operations and Supply Chain functions impacting 15000+ employees
• Business Operations Efficiency: Managed cross-functional initiatives to streamline efficiency of retail operations & supply chain logistics for mobile (MVNO) business by reducing device shrinkage by 3% and improving inventory planning by 7%, equating to cost savings of $4M in 11 months

• Key management consultant instrumental in design and implementation of enterprise-wide loans and credit card service operations for 10+ Fortune 100 clients in Asia-Pacific, Middle East, Europe, and North America
• Worked with clients to develop emerging customer experience improvement strategies including new product offerings, Chip-n-Pin (EMV) adoption, mobile banking enablement, Tokenization etc to keep them ahead of industry trends
• Responsible for P/L management, resource acquisition, capacity planning, quality management, and leadership of offshore/onshore team
• Earned successive promotions from individual contributor to executive team through consistent performance and demonstrated results

Key highlights of delivery -

• New Service Development: Developed new service offerings in NextGen digital payment tokenization across payment networks (Visa, MasterCard) and integration with EMEIA and NA banking clients; generated $9M in revenue over 36 months
• Product Development: Led the conceptualization and operationalization of pilot “Buy now pay later” installment loan product (technology & operations) for GE Retail Sales Finance; onboarded ten US big-box retailers over 18 months
• Product Development: Delivered launch of $8.5M digital merchant self-service platform and supporting business processes for GE Retail Sales Finance; led to 35% increase in retail merchant base 18 months after initial launch
• Product Development: Directed team of 20 to manage portfolio of 8 IT applications with operating budgets up to $3M for ecommerce division of GE Retail Sales Finance
• Business Operations: Implemented global ITIL Service Management processes and tools across five countries for leading UK based financial institution; resulted in sustainability savings of 10% on annual infrastructure costs & operations
• Team Leadership: Headed Testing Center of Excellence department of 20 onsite and 40 offshore members and $12M budget to deliver comprehensive testing services for enterprise-wide IT transformation initiatives for leading US bank
• Divestiture: Administered 30-member team to deliver Service Management portion of HSBC’s 4.8M credit card portfolio divestiture to Capital One Financial. Governed Transition Services Agreement (TSA) and Work Authorization (WA) between both companies to enable efficient handover of responsibilities
• Process Optimization: Executed LEAN process improvement opportunities for GE Capital’s Loan Origination and Servicing department; eliminated $500K avg
• Process Efficiency: Loss per month and improved new client onboarding turnaround time by 20%