Areas Of Expertise:

• IT Strategy
• Scaled Agile Frameworks
• Digital & ERP Transformations
• System Integration
• Practice Leadership across Project/Program Management
• Business Analysis
• Testing & Release/Environment management practices
• Data Migration
• Product Lifecycle Management
• DevOps

Education:

• Bachelor of Business (IT Management), Auckland University of Technology

About Rohit Satija

Rohit is an experienced Program Delivery Manager & Practice Lead, with a demonstrated history of Digital & ERP Transformations, Agile practices enablement in various industries & domains. He has had a strong focus on Delivery of large Programs, Portfolios of Projects, bespoke Application development & custom package implementation projects, Business Transformation programs & Change Management undertakings.

What Rohit brings

• Rigorous Analytical ability, process improvement skills.
• Highly experienced in project governance, frameworks, principals, tools and end to end financial reporting & analysis, risk and issue management.
• Demonstrated experience in Practice leadership across Project Management, Testing, ERP capability, Business Analysis & Release/Environment management.

Key Clients:

• AGL Energy Ltd
• Spark NZ
• Trust Power
• Two Degrees Mobile
• Coca Cola Amatil
• Ministry of Health

Key Achievements:

As Program Director for Retail Next program at AGL, Rohit was accountable for establishing the program structure, selecting partners for implementing Salesforce E&U Cloud and Appian BPM capabilities along with integration with several applications such as SAP CRM, ISU, Telco/Wookie, Avaya etc. He worked in establishing the delivery methodology, agile ways of working and governance across this significant undertaking with onshore & offshore teams. He setup supporting structures including TCS, Salesforce Professional Services and Appian partner interlocks and Executive Steering to ensure the engagements worked to provide AGL assurance for the success of the program. He worked very closely with the Technology team to ensure the environments, DevOps capabilities, Data Migration & Synchronization, Testing and Security aspects required for the implementation were successfully put in place and tested through a core release.

As Head of Delivery at Spark, Rohit Implemented Scaled Agile (SAFe) method across projects & programs and setting up regular release trains/rhythms for minor or major delivery streams. He brought in PI Planning, Estimation, Integration scrum, Scrum of Scrums & Resource planning across a team of 400-500 globally distributed engineers and established Release Train Engineer (RTE) role, cross-functional delivery squads & tech pods along with bringing in POs from business units to form delivery units. He collaborated with domain leads across key applications/platforms, architects & vendors to ensure solution outlined met requirements, resource profile & pipeline matched the work estimation and integration, dependencies & risks were well managed, delivering via a Delivery engine to various portfolios initiatives worth circa $120 million p.a. Rohit was the ongoing change management liaison via translation into business speak of all new features/changes being delivered across each release. This also included getting the channels ready via training & standard operating documentation.

As Program Director ERP at Spark NZ (Telecom NZ), Rohit managed the journey from legacy SAP implementation of 25 years to modern SaaS Microsoft Dynamics 365 ERP platform, re-engineering the way Spark do business in the future (circa $35-40 million).

He Led a large global team approx. 100+ across Auckland, Melbourne, Sydney and India based locations in an agile, business-technology squads and multiple vendors to design a future fit business platform.

He was responsible for practice establishment & leadership from ERP business case, tool selection, vendor selection through to defining program methodology, team structures & resourcing, program management, executive steering & Business stakeholder management, overall risk & change control management.

He undertook a large business process re-engineering & functional consulting effort across Billing, Sourcing, Supply Chain, HR & core Finance parts of the business to ensure a combination of technology & business process take the business to its desired digital future state Rohit setup & lead a large System Integration team that brought together D365 implementation along with integration with myriad of Spark’s own systems e.g. CRM or 3rd party apps e.g. Banks & EDI vendors to ensure end to end business functionality is enabled. This included & setup delivery of a complex Data Migration undertaking ensuring cleansed data, transformed into D365 format & loaded via various iterations aligning to business rules.

Rohit was also responsible for Test Program Management, defining Test Strategy across functional, integration & data migration lenses and building a RSAT/Selenium integrated automation capability suite, release & Deployment planning, reporting solution enablement, data archival integration with Snowflake data warehousing solution.

As Project Director at Trust Power, Rohit successfully managed a multi-million digital strategy implementation program managing a large team across geographies, multiple vendors and multiple sub-projects, creating a technology framework that will enable the organization to enter the Web 2.0 world: This involved SOA architecture & web-services framework setup, Public site & Private portal (‘My Account’), Back-end integration with various enterprise apps (Billing, CRM, Telco OSS/BSS, BI) , Interaction & Responsive design, Mobile web, Mobile apps, SEO, NET platform bespoke development & integration with Sitecore – Content Management, Digital Marketing & Campaign Management system. Rohit also introduced Agile methods in the organisation establishing Scrum delivery methodology & Atlassian toolkit (JIRA, Confluence etc.).

As Program Manager Lead at Spark NZ, Rohit delivered a multi-year, multi-phased, multi-million (circa $400 million) transformation program reengineering the whole IT stack, business processes and enabling the business to know it’s customer better, reducing the cost of operations and laying the foundation of digital services. He led the system Integration capability in-house to bring together the desired end to end solution together comprised of various OSS/BSS systems and multiple internal teams & globally distributed vendor teams. Rohit was accountable for delivery of end to end requirements and ensuring there is traceability to design process and operate solutions, he managed a large matrix organization teams to deliver complex solutions and integration across CRM, Order Manager, Online, Billing systems etc. and ensuring Data Migration, Deployment & Testing work streams is undertaken to deliver a quality solution outcome, and the alignment of the outcome delivery with change management plan in association with business change managers to ensure business is transition to future mode of operations successfully. Through phased releases, Rohit delivered customer journeys across Mobile Pre-Paid/Post Paid, Fibre & Wireless Broadband & 360-degree Customer channels across Online, App & In-Store touch points.

As Tribe Lead and Chapter Area Lead at Spark, Rohit designed the Agile at Scale framework with McKinsey Consulting team, using a Spotify framework flavor, especially taking a cross-functional IT/Business delivery lens. He led and managed an autonomous, cross-functional Tribe circa 180 people, leading charge of planning and delivery of complex digital products & releases. He had the responsibility of decentralising software delivery capability from IT across to specific Product Tribes while establishing a centralised Scaled Agile Framework (SAFe) to provide code consolidation, System Integration and quality go to market pathway. Rohit defined & enabled a delivery & release framework that allowed regular cadence of releases, providing managed environments and test capability to assure protection of production systems & customer experience. Embedding enablers for Spark’s transformation from a Project lead organisation to Product driven enterprise, customer centricity & product to market enablement focus. Rohit was also responsible for the annual budget planning, defining vision & OKRs for the squads through QBRs (Quarterly Business Reviews), Quarterly Big Room Planning (PI Planning) and managing P&L & Gross Labour costs.

As Program Manager at Trust Power, Rohit delivered major transformation projects such as building a new Digital channel, building new Products capability: Gas, LPG into core enterprise apps such as Billing & CRM system Gentrack, Telco business & systems transformation, Generation Asset Management (Maximo). He provided Portfolio Management across more than 20 projects, circa $15 million capex outlay. He established an Enterprise PMO, setting up Program & Project Management capability framework and executive governance, reported on Portfolio performance, Standards compliance & Budget/Investment Mix, project health, Tracking delivery against key milestones & quality measures. He was responsible for key Risks/Issues, Decision requests, financial performance vs budget and forecast on completion, setting up Tools, Templates, Reporting capability and standards for measuring compliance, managing & tracking portfolio financials, risks, issues & resource utilization.

As Project Delivery Manager at Two Degrees Mobile, Rohit was responsible for establishing and managing Program & Project Management, Business Analysis and Testing practices. Reporting to Exec Team as PMO Lead including Portfolio performance, Delivery status & Budget/Investment Mix, through annual budget planning processes, liaising with all internal customers to understand their business roadmap & projects/initiatives required to be executed to reach their EBITDA targets. Then facilitating justification, approval, initiation, resourcing & delivery of those initiatives. He was also responsible for planning during budgeting process and ongoing reporting on IT/PMO’s key metrics such as financial performance vs. capex targets, maximization of internal labour charge, apportioning costs against internal customer (business units), managing Testing team & capability: testing direction, toolkit selection, implementation. He acted as the interface between the Business and Technology teams providing overall Governance framework, Project/Product Selection & Business Case, Portfolio Management services and managed end to end Project delivery of approved Portfolio (circa 50 Projects, Programs, Change Requests at any time).

Rohit led the Digital Transformation program that rolled out a new Telco OSS/BSS stack along with Customer Self Service portal, Online Shop, Dealer Portal etc. that laid the foundation for Prepaid operations at 2Degrees Mobile. Over the next 3 years, Rohit worked on enabling Post Paid operations and further business enabling projects such as Commission Management, IBM Campaign Management & it’s CRM integration to name a few.

As Chapter Area Lead for Project/Program Management at Spark, Rohit managed Testing and Non-Production Test Environments Infrastructure and Release Management practices. He delivered & managed a product to market framework that allows for various Tribes to deliver features, capabilities and complex initiatives to market via a central delivery & testing function that ensures high quality outcomes to our customers. He delivered weekly, monthly & on-demand releases of regular product improvements, system upgrades and operational/sustain improvements, enabled Dev/Ops & CI/CD practices to ensure Product to Market processes are nimble & predictable, defined a roadmap towards more entrenched DevOps practices across various applications, system testing, NFT, shifting testing left & greater automation. Rohit developed capability/craft frameworks for practice teams to have growth staircases & development plans, best practices, defined tools, processes He managed around 200 people including hiring, remuneration & work allocation & vendor engagement to ensure ongoing permanent & contractor resource pool availability in line with initiatives.