Roger G. Mellor
972-998-2242 | rogergmellor@gmail.com
Achievements & Successes
Business Leader
When I joined Atos in September of 2014 there had been a lack of long term and consistent leadership. This had led to employees without a focus toward goals and lackluster performance. By March of 2015 I succeeded in efforts to reinvigorate and restructure the Service Delivery Management Team while instituting controls over operational process and global delivery.
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Improved the utilization of Standardized tools for delivery management to 100%.
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Increased profitability from 7% to 22%.
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Instituted Financial Governance and standard processes for forecasting and account management
Pre-Sales / Negotiations
During 2014 VW in North America was defined as a must win new client and I led the sales and solutions and transition teams during the pursuit and sale of five year annuity contract worth $15mln. This deal was awarded in December of 2014, but I had to ensure that a multinational team was up and running to begin transition in just 2 weeks. The transition was completed on time with positive reviews from the client even though the contract did not get finalized. This was a part of a multi-tower and mulit-region contract. The North America piece was led by myself and out in front while the other regions lagged behind to observe how our negotiations were accomplished. The negotiation took nearly 20 rounds of discussion over 7 months and I turned a number of very controversial clauses in our favor.
Business Development
While working with Infosys from 2004 through 2014 as part of the Strategic Global Sourcing Unit I was an integral part of the executive team that increased the facilitation of company sales from a Total Contract Value (TCV) from $150M to $2.1B annually over nine years. At the end of my tenure with Infosys our team of 80 people out of 150,000 Infosys staff represented more than 15% of company sales. I was the only leader of the team to have the dual responsibility for pre-sales and execution. I had the highest level of client interaction and the role was seen as critical in both aspects by clients. I had the singular responsibility that “a sale was not complete until we were paid.”
Over a ten year span while I headed the Infosys Global Transition Function we achieved a 100% successful track record on 38 consecutive programs over nine years with $5.3B in Total Contract Value (TCV) and zero penalties paid.
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Our average TCV transitioned was $104 mln.
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Over the ten years I led the team to transition 18,550 applications and processes.
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These transitions meant an impact to 13,494 client FTEs.
Process Methodology Creation
One of the most important responsibilities I had at Infosys was to lead the Transition Center of Excellence which had responsibility for developing the corporate standards for due diligence, transition solutions, and transition execution.
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I conceived, authored and developed comprehensive transition management framework and methodology adopted as company standard
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It was my role to define and drive a consistent approach to the implementation of complex global programs involving the transition of service delivery within changing environments.
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This required a constant and ever changing brand of evangelism with both internal stakeholders at the highest levels of the organization and with client personnel from C level down to the impacted resources on the ground.
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I led many discussions with Outsourcing advisors and analysts such as Gartner, Forrester, Alsbridge, and ISG to strengthen the brand of Infosys and create our transition methodology as a differentiator in the market place.
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The culmination of the all this effort came when we authored and released our methodology as the standard, not only for large scale transitions, but far all company transition efforts and was integrated into the corporate program management framework. This also became standard training for all new company hires.
Team Building
Through the period from 2005 to 2014 at Infosys, I built and led a team of world class directors capable of leading complex program management initiatives for deals ranging from $50M to $500M in Total Contract Value (TCV) with a lifespan of three to five years to execute in programs in North America, India, Europe, and Australia. I defined the roles and responsibilities, for the group and its organizational structure. I devised the goals and oversaw the assignment and execution of their work worldwide. I worked very hard at fostering a group of strong type A personalities that would work together to solve problems in an unselfish way. We were very proud of the fact that we were the best team in the industry and that any member of the team could reach out for help or with questions and get four or five helpful responses within hours.
Improved Productivity
Over the years at Infosys just being great at doing transitions was not enough. We needed to evolve the process to accomplish the age old desire of doing more with less. I also knew that we could not do this at the expense of the quality of our efforts. Transitions were the first engagement for Infosys with new clients and they would set the tone for the relationship for years to come. The issue I faced was that that tools for this kind of enterprise wide program management and communication did not exist. So I led the team in defining the requirements and build of a tool that was fully integrated into our transition methodology and removed a tremendous amount of manual effort and overhead cost. I led the building a first-of-its-kind transition management tool that enhanced program governance efficiency and improved PMO productivity by 30%. Not only did this allow for more efficient program management and higher customer satisfaction, but also allowed Infosys a competitive advantage by reducing solutioning estimates and making the company more competitive in large outsourcing bids.
Cross Functional Collaboration
In my time at Infosys while Head of the Global Transiiton Team, I personally led the successful ABN Amro Bank transition in North America. In 2005 this program was the largest and most complex transition in company history worth TCV of $250mln. This program was executed in three countries with multiple USA locations and impacted more than 600 client FTEs. This program was the genesis of the framework for large programs that was eventually adopted by Infosys as corporate standard. This program was remarkable in that it was the first Infosys transition to be done to accomplish 100% outsourcing of the client’s run functions. The only remaining client personnel in this functional area were a Vice President and an assistant. This success spawned a second ABN Amro transition in England worth an additional $125mln in TCV and affecting another 200 FTEs. This launched our capability and differentiator in the marketplace and set the stage for even larger deals yet to come.
An important aspect of those ABN deals in 2005 and 2006 were that they were executed alongside a different outsourcing provider in the infrastructure space. I worked with the client and the other provider, IBM, to pioneer the use of Operating Level Agreements between vendors. This is an idea that was often discussed but not often implemented. We devised and agreed the OLA model, but went further in designed and implementing a joint multi-tower governance framework to facilitate the agreements between the stakeholders to maximize efficiency and client satisfaction. From that point forward I often provided expertise to the corporate sales teams in the areas of governance and managed services.
Governance Expert
In 2010 I was a part of the executive team to working with Microsoft and was responsible for the largest, fastest and most complex transition in Infosys history. This deal was worth more than 300mln in direct TCV but we were also the prime vendor where all desktop function worldwide was under the agreement and delivered by a subcontract partner. I devised the governance structure for Infosys and the partner which was a first of its kind. I was instrumental in all phases of the sales pursuit, contract negotiation, due diligence, transition planning and execution for both Infosys and our partner. I oversaw the initiation of their services and at one point had to remove the leader of the partner execution team while brokering a smooth leadership change over with the client. We employed extraordinary staffing models to ensure success for Chinese based operations. We led the rebadging efforts for personnel in 40 countries while maintain positive e relationships. Finally I had to step into the detail management when a key member of the team suffered severe health issues during the middle of the program. The result was a successfully completed program where 80% completed in just three months and the remainder fully completed in 7 months.
P&L Management
While working for Syntel in 2003 I moved back from a 5 year stay in Europe to take over the AIG account as the Engagement Manager. I was responsible for the P&L on the AIG account with $12 Million in annual revenue and onsite/offshore staff in the USA and India of 185 resources.
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Under my leadership the account margins increased from 38% to 47%.
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When I took on AIG it was staffed with T&M individual contributors so I restructured the engagement organization and staffing to create symmetry with the client organization and facilitate revenue channels.
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During this time at AIG I also established a Client Dedicated PMO to solidify efficient quality processes in line with the client’s quality and process framework.
Integrate Business & Technology
While working for Syntel in Europe in 1999 I led a group of consultants to enhance and maintain the Optima Project Systems used by every department of MyTravel Airways.
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The Optima Project is comprised of a large third party operations system having thirty-nine modules, with eight in-house developed client/server applications built on top of the third party operations system database. These in-house applications fill functionality gaps left by the third party operations system.
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This hands-on role involved business process re-engineering, defining of system administrative policies and procedures, organizing a companywide user forum, managing and training support staff, acting as the sole liaison between the third party software vendor and the client company, and managing the full development lifecycle of the in-house applications.
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Our team transformed the Optima Project from a failing initiative to a stable and ongoing 24x7 business critical solution for MyTravel Airways Operations.
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I became the face of Syntel to the MyTravel executive team since I was routinely leading efforts to overcome crisis. This later translated to a level of trust where I participated and advised on all IT related issues.
Product Development
In 2003 I took over and led a failing project that was critical to the integration of a subsidiary airline into the combined structure for MyTravel Airways. This 35-member onshore/offshore project team implemented two strategic applications representing a $2M P&L. This program was called Pegasus. The program was completed successfully by taking control of the change control process and assuring that the requirements implemented were reflective of realistic management goals.
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Pegasus was a Client/Server Application that provides a Passenger Management System for MyTravel Aviation Division. This application gives MyTravel a significant competitive sales and service advantage over its charter airline competitors.
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Pegasus included optimized auto seating, recording and tracking of pre-booked on board sales, interfaces to reservation systems and airport based departure control systems, and management information reporting. Pegasus was developed using Visual Basic and Microsoft SQL Server.
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This management role involved project plan construction and tracking, budget tracking, status reporting, resourcing, implementation of structured project management methods, re-definition and tracking of milestones, team management, proposal generation, and liaison with users and client management. This role requires ensuring that clients in two different countries, multiple third party suppliers, an onsite design team, an onsite maintenance team, and the off shore development team all work toward the same goals and strategies.