KARTHIK JAMALPUR – WORK IN A NUTSHELL

Data analysis and Business intelligence development

Business intelligence:

• Developed and deployed over 30 interactive Power BI reports and dashboards, leveraging data warehouse technology to ensure efficient data retrieval and reporting, resulting in a 25% increase in report usage across various departments.

• Designed and implemented robust ETL processes utilizing multiple data sources, including flat files, APIs, data flows, and relational databases, reducing data processing time by 40% and improving data accuracy.

• Employed SQL for data extraction, manipulation, and analysis within the data warehouse environment, optimizing query performance to enhance reporting efficiency, which led to a 30% reduction in report generation time.

• Utilized Python for advanced data processing tasks, automating data workflows that decreased manual data handling by 50%, significantly enhancing data quality and reliability.

• Managed relationships with key stakeholders, facilitating effective communication and collaboration that resulted in a 20% increase in stakeholder satisfaction scores related to BI initiatives.

• Established and enforced data governance policies to maintain data integrity, quality, and accessibility, achieving 100% compliance with industry standards and regulations during audits.

• Implemented security measures to protect sensitive data, adhering to compliance requirements and best practices in data security, which resulted in zero data breaches over a two-year period.

• Conducted training sessions and workshops for over 100 end-users on Power BI functionalities, fostering a culture of data literacy that increased self-service analytics adoption by 35%.

• Continuously monitored and improved existing BI solutions, ensuring alignment with evolving business goals and technological advancements, leading to a 15% improvement in overall BI performance metrics.

Data analysis:

• In my recent role as a data analyst, I focused on leveraging data to drive strategic decision-making within the organization. I was responsible for analysing large datasets from various sources to identify trends, patterns, and insights that could inform business strategies. I utilized statistical methods and data visualization techniques to present findings effectively to stakeholders.

• One of my key projects involved analysing customer behaviour data, where I discovered that 30% of our customers were responsible for 70% of our sales. By segmenting the customer base, I was able to provide targeted recommendations that led to a 20% increase in customer retention rates. Additionally, I implemented a dashboard that tracked key performance indicators (KPIs), which improved reporting efficiency by 50% and allowed management to make data-driven decisions more quickly.

• Overall, my contributions helped the company achieve a 10% increase in overall sales within a quarter, while also consolidating data from over 1 million records to enhance our understanding of market trends and customer preferences.

Data warehousing:

• Assisted in the design and maintenance of data warehousing solutions using tools such as SQL Server, Amazon Redshift, and Snowflake, resulting in a 70% improvement in data retrieval times for reporting.

• Collaborated with cross-functional teams to ensure data integrity and consistency within the data warehouse, achieving a 30% decrease in data errors reported by end-users.

• Monitored data warehouse performance using tools such as Tableau and Power BI, achieving a 99% uptime and enhancing the reliability of business intelligence operations.

Dat flows:

• Assisted in the design and implementation of automated data flows that integrated data from multiple sources, contributing to a 50% improvement in data availability for reporting purposes.

• Supported the optimization of data flow processes, helping to reduce data latency from 24 hours to real-time, which enabled timely decision-making for stakeholders.

• Collaborated with cross-functional teams to uphold data flow standards and best practices, resulting in a 30% increase in data accuracy and consistency across reports.

• Monitored and maintained data flows, achieving a 99% uptime, which enhanced operational efficiency and reliability of business intelligence solutions.

Data pipelines (ETL):

• Assisted in the development and maintenance of data pipelines that facilitated the seamless transfer of data from various sources, resulting in a 60% reduction in manual data entry efforts for analysts.

• Supported the optimization of data pipeline processes, decreasing data processing time by 50%, which allowed for the generation of real-time reports and insights.

• Collaborated with data engineering teams to implement best practices for data pipeline management, leading to a 20% decrease in data discrepancies and errors in final reports.

• Monitored pipeline performance and resolved issues promptly, achieving a 95% success rate in scheduled data loads, thereby enhancing the reliability of business intelligence operations.

Product Operations

Product Testing:

• Collaborated with architects and tech experts to test the cutting-edge technologies to implement across the world.

• Supported project planning in phases for 70 factories and distributed across the stakeholders

• Participated in the testing of technologies prior to production

• Worked in changing the UX/UI with collaboration tools teams

IT Product index:

• The IT Product Index utilizes a distinctive framework that outlines the essential information that any product must provide and defined below measures.

• Adoption: it was necessary to first define the acquisition (target audience) to be reached. Then, the process involved measuring the activation, which encompassed the users, markets, roles, etc., that had used the app at least once. Activation was a cumulative number that ideally matched the acquisition.

• Usage: Understanding the activation is crucial. Usage is determined by the ratio of retention to activation. Retention focuses on the recurring audience. Monitoring usage helps assess user behaviour and the relevance of the solution, while also identifying the need for user training.

• Evolution: The idea of product evolution involves products changing over time to address new needs, enhance existing functionalities, and reduce technical debt, while still serving the same purpose. The standard IT process for managing product evolution is through the Software Development Lifecycle (SDLC), typically used for SAP and ServiceNow, and the DevOps Lifecycle.

• Health: When utilizing an application, our expectation is that it functions correctly, with efficient and seamless support, while also being compliant and delivering high customer satisfaction when resolving incidents or requests. The sub-scores within the health parameter are redefined annually, particularly in relation to the operational aspects.

Operations readiness:

• Through meticulous planning and collaboration, we ensured a seamless transition to operations during the readiness phase, enabling smooth system functionality.

• Acted as readiness responsible to collect all the evidence, documents etc from product owners with with collecting the technical aspects from vendors, suppliers. Below are the details of operations readiness assessment:

• Monitoring: Monitoring tools are in place, proactive tickets are generated with correct priority, the operations team is monitoring events and responding, there is a Dashboarding, the process to contact end-users/local IT is established, and there is a continuous improvement process to reduce unnecessary alerts.

• Incident / Request / Task Management: The Product operations team is trained on Incident/Request and Tasks management best practices, trained on Service Now, and there is a continuous improvement process established aiming to improve incident/request and tasks management processes.

• Escalations Management: There is an Escalation Management process in place for the Product, harmonized among different regions, with trained individuals listed, available and communicated to end-users/stakeholders, with phone, e-mail, and chats available for escalated issues, an implemented on-call model for onsite coordinators and Network leads, tested and verified E2E P1/P2 handling (dry run/simulated), and established Level 3 and provider support.

• Tools and Integration: Application created and approved, Assignment Group(s) created, Business Service configured, IT Assignment Matrix set up, Catalogue and Portal established, Knowledge Base articles created, Tool integration implemented.

• Dashboarding / KPIs: The Product Operations team utilizes the Service Now Dashboard for prioritizing ticket resolution, is trained in developing dashboards in Service Now, is aware of IT Performance KPIs, ensures proper cascading of KPIs to operations/partners supporting the Product, conducts regular reviews of these KPIs, and implements initiatives for continuous improvement based on IT Performance KPIs.

• Major Incident Management: Product Operations team and Regional Managers trained on Major Incidents Management, capable of detecting and driving Major Incidents towards resolution, key team members/partners trained as Major Incident Owners, established MIO roster for FTS support, common repository for documenting and handing over Major Incidents, appropriate communication during Major Incidents, and preparedness to document post-Major Incidents Executive Summary.

• Governance Reviews (DOR, WOR, MOR): The Product has monthly Governance review with relevant stakeholders (and partner, when appropriate), a tracker for repository, actions, and escalations in Governance meetings, supported by KPIs and action plans for improvement, and conducts DOR and WOR.

• Supporting Team / Partner Contract: The contract with Partner is aligned with Nestlé expectations for Product/service delivery, the Partner team is set up to support the Product as per the contract, the contract is aligned with Nestlé IT Performance Dashboard KPIs, and the internal Product and Operation teams are trained to manage critical deliverables and handle contract terms effectively

• Problem Management / Root Cause Analysis: The Product team or partner has a dedicated team focused on root cause analysis, is trained on Problem Management process and handling it in ServiceNow, and there are KPIs/Measures in place to guarantee completion of actions generated from Problem tickets.

• Other Service Management practices: Financial Management - Defined process for financial operations; Capacity Management - Process in place for meeting operational capacity needs; Documentation Management - Repositories established for relevant documentation; Compliance Management - Process defined for Risk & Compliance operations.

Major Incident management:

• Collaborated with major incident manager and major incident owners, tech experts, product owner, vendors, suppliers to orchestrate the major incident flow.

• Used IBM security QRadar SOAR (Security orchestrion, Automation and Response), which is a tool to orchestrate the series of tasks when a major incident triggers and automates the flow. Created the flow by collecting the information from the stakeholders depends on the role and activity

• Centralized Command: Establishing clear roles and responsibilities within the Major Incident Management team.

• Cross-Functional Collaboration: Involving various departments like IT, operations, and security for a comprehensive response.

• Standardized Processes: Implementing consistent procedures for incident identification, escalation, and management.

• Real-Time Communication: Using tools for immediate updates and information sharing among team members and stakeholders.

• Incident Tracking: Maintaining a centralized system to document actions taken and outcomes for future reference.

• Automation: Leveraging tools to streamline tasks and reduce response times.

• Stakeholder Engagement: Keeping all relevant parties informed throughout the incident lifecycle.

• Post-Incident Review: Analysing the response to identify improvements for future incidents.

• Training: Regularly training teams and conducting simulations to ensure preparedness.

Projects

Telecommunication services to factories:

• AS part of new product implementation, I supported as reporting specialist and testing the product

• Collaborated with stakeholders to test in headquarters before moving to the production for the headquarter

• Supported in arranging meetings for tests and changing user interface of the solution

Device migration:

• Created plan in 3 waves to get the devices from new supplier

• Made the analysis by breaking into 4 stages

  • Scheduled

  • Plan to be scheduled

  • In progress

  • Completed

• Successfully transformed 935 devices across countries with continuous operation while transforming from old supplier to new one

·          

PPDI analysis:

• Goal: Find the trends to improve the MS 365 products utilization in organization

• Sourced data from the data engineers through Azure data flow connection and analyse new, old, idle users and cut down the cost by 45% which saved more the half billion euros

Supplier incident ticket analysis:

• Services and technology provided by suppliers are verified and investigated if incidents occur and report it back to them.

• Conducted analysis and place holders to follow up the activities with engineers to resolve the situation

• Reported to senior leaders the resolution of the incidents

New product acquisition:

• Supported senior business analyst in acquiring new product (collaboration tool)

• Controlled quotations generated by the technology suppliers and followed up the prices and did cost benefit analysis, cohert analysis

Agile framework

• Led multiple Agile teams in the successful delivery of projects, achieving a 25% increase in team velocity and consistently meeting sprint goals.

• Managed stakeholder relationships by facilitating clear communication and collaboration, resulting in a 30% improvement in stakeholder satisfaction scores regarding project transparency and progress.

• Conducted regular planning meetings and Scrum ceremonies, including daily stand-ups, sprint reviews, and retrospectives, which enhanced team engagement and accountability, leading to a 40% reduction in project delivery times.

• Organized and facilitated agile games and team-building activities that fostered a culture of collaboration and continuous improvement, improving team morale and cohesion by 35%.

• Implemented metrics and reporting tools to track team performance and project progress, enabling data-driven decision-making and contributing to a 20% increase in overall project success rates.

Workshops

Mentoring:

• As part of a 10-member team, we embarked on a project to prioritize the well-being of employees by organizing workshops.

• We collaborated to collect the necessary resources and materials for the workshops, ensuring that all essential items were readily available. Together, we developed a comprehensive plan that outlined the structure, topics, and objectives of the workshops.

• During the sessions, I had the opportunity to deliver a motivating speech, setting the tone for the workshops and emphasizing the importance of mentoring.

• The workshops focused on fostering a supportive environment and providing guidance through effective mentoring practices. It was a rewarding experience to witness the positive impact of these workshops on the well-being and growth of our fellow employees.

Home (Karthik portfolio)