Pamela Debnath

• Analyzed key aspects of business to evaluate factors driving results and summarized into presentations.
• Improved business direction by prioritizing customers and implementing changes based on collected feedback.
• Interacted with internal customers to understand business needs and translate into requirements and project scope.
• Applied honed problem-solving skills to analyze and resolve issues impacting business operations and goal achievement.
• Met with stakeholders to establish favorable business relationships and support mutually beneficial interests.
• Derived conceptual designs from business objectives to deliver software and applications according to specifications for usability, performance and functionality.
• Performed competitor bench-marking analysis to identify manufacturing savings opportunities and potential product enhancements.
• Assessed impact of current business processes on users and stakeholders and evaluated potential areas for improvement.
• Assessed business requirements to forecast annual budgetary operational costs.
• Delivered analysis of market, sales and consumer trend impact on long and short-term strategies.

BFSI & TRANSITION EXPERIENCE

Transitions completed:

• Project LEO in 2010 (involving only corporate funds) - Funds transitioned - Westpac, Australia Post, Qantas, BHP, BSTL, Super Solution Master Trust.
• Project Prime in 2011 - 1st Industry fund with 75,000 employer database and 1,87000-member database - one of the biggest industry funds in Australia.
• Post the two transitions, I was selected for the transition of Australian Ethical in 2012 and was the transition lead for the same project.
• Was the transition lead again in 2013 for Aaspire transition of project Prime.
• Traveled on-site (Sydney) for the above.
• Project D+H. Had traveled to Canada for the KA and to Manila for the KT. The team being handled is Funds Processing, Audit assistant, and Insurance & Warranty. The transition has been completed successfully in July 2015.
• Clients involved are – Bank of Montreal, Scotia Bank, Citi Financial, Wal-Mart, Royal Bank of Canada, HSBC, and some other small banks.
• Traveled onsite to Canada & Manila for the above
• Project Rework/Adjustments – The process involved the handover of outsourced services from the Client’s internal Adjustment Department to the offshore Rework Team. This was an offsite transition, and all communications were conducted over WebEx and Jabber. The Transition took 4 months had been completed successfully in April 2017.
• Client – Medicaid Members for WA, NY, MA, FL, NE, HI, WI, MI & MD
• 6 States Transition Project – Medicare or DSNP work for six US states, that had been handled onshore, was handed over to the offshore team for more efficient functioning and greater cost-effectiveness. The transition has been completed successfully in February 2018.
• Client – DSNP Members for KS, VA, KY, MO, MS, IA
• Roles, responsibilities, and learning during transitions:
• Deliver all Transition Projects and Programs in line with recognized best practice methodology (managing risk, governance, quality assurance, issue resolution, reporting) for the successful implementation of service resource skills and processes.
• Act as the central liaison for all transition activities.
• Operationalized relevant contract SLAs and obligations.
• Manage day-to-day Transition project communication both with external and internal stakeholders and produce relevant reports accurately promptly & at the agreed frequency.
• Produce detailed project plans to manage interdependencies.
• Adhere to relevant escalation processes to escalate resource issues, delayed project phases missed deadlines and other planning issues.
• Manage the expenditure within the Service Transition, ensuring all costs are recorded against products and services delivered.
• Create and effectively manage the stakeholders and monitor the program/project, ensuring issues are resolved on time and the appropriate corrective actions are implemented.
• Review the outcomes of the Transition Projects to determine any corrective actions that could be taken to improve timely delivery.
• Prepared annual budgets with controls to prevent overages.
• Implemented process improvement to shape organizational culture, optimize procedures for higher efficiency and help company evolve and grow.
• Worked in matrix management environment with oversight of division level managers, operations, sales, finance, human resources, safety and compliance.
• Built and reviewed master service agreements to simplify and streamline contract negotiation process.

• Developed monthly, end-of-quarter and other statistical reports for leadership team and quality improvement programs.
• Provided regular updates to team leadership on quality metrics by communicating consistency problems or production deficiencies.
• Edited, proofed and critiqued internal documents to improve clarity.
• Performed standard first article inspections and random sampling inspections to verify adherence to customer standards.