Project Description

Rohit Satija

Program Director

Areas Of Expertise:

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


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

About Rohit Satija

Rohit is an experienced Program Director & Transformation Leader who joined Seven Consulting’s Melbourne team in June 2022. He demonstrated history of Digital & Enterprise Transformations (ERP, CRM), Strategic Technology Leadership, Agile Op-Model enablement & Business Process automation in various industries & domains. He has had a strong focus on Delivery of large Programs, Portfolios of 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:

  • Iress
  • Healthscope
  • AGL Energy Ltd
  • Spark NZ
  • Trust Power
  • Two Degrees Mobile
  • Coca Cola Amatil
  • Frucor Suntory
  • Ministry of Health
  • Yellow Pages

Key Achievements:

As Program Director at Iress, Rohit provided guidance around the separation planning, review business & technology architecture and validate the effort & investment requirement for the same. As part of their portfolio divestment process, Iress wanted to review the complexities inherent in separating a business unit, it’s complex landscape of business processes, technology platforms & data migration in selling it to an incumbent buyer. The exercise helped Iress in the negotiation process in forming an appreciation of risks, resourcing, timeline & effort, and cost forecasts that could be involved in this segregation exercise.

As Program Director at Healthscope, Rohit was engaged as Program Director to help Healthscope Exec team determine a path forward for their ERP implementation including determination of their Implementation methodology, Partner ecosystem, Team Structure & Governance and proposing a reset report identifying ideal schedule & budget recommendations Healthscope had been facing challenges in their envisioned ERP implementation roadmap of Technology One’s CiA platform focusing initially on Supply Chain, Procurement modules and Process automation. This included assessing the risks inherent in the Program, firming up Program scope, developing an integrated schedule with all workstreams and firming up the dependencies across all teams to be able to draw up the true timeline & costs for the program for the Exec Team’s decision making on resetting the way forward. The outcome was a review of the business case vis a vis investment outlook & timelines required, which provided transparency around the next steps.

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, Procurement, Supply Chain, Warehouse Management, 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 General Manager (Tribe Lead and Chapter Area Lead) at Spark, Rohit designed the Agile at Scale framework with McKinsey Consulting team, using a Spotify framework, 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 decentralizing software delivery capability from IT across to specific Product Tribes while establishing a centralized 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 led organization 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 for his Tribe & Chapter Area.

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 CoEs. 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.

As Group Program Manager at Frucor Suntory, Rohit led delivery of key programs of work across the Group in Australia and NZ, Vendor partnerships & commercial management. He setup a PMO across Aus-NZ, Project Reporting, Portfolio Management process & systems including Resource Management model for future Project portfolio roadmap. Key projects that Rohit led included:

SAP Warehouse Management integration with Voice Picking software. Deployment of Voice Picking technology (Dematic PickDirector) into the Frucor Warehouse in Auckland, to automate picking and dispatch operations. Integration with SAP Warehouse Management system for complete picking process automation and logistics improvement including custom SAP development, data migration/transfer between Pick Director and SAP WM. He led all streams including Infrastructure acquisition, deployment, network solution design per vendor specifications & Frucor enterprise architecture including integration across Wireless networks, Domain & Workgroups. Business change management to ensure smooth transition of dispatch & logistics process requiring stakeholder management across logistics, sales & operations functions.

SaaS B2B e-commerce enablement via EDI (SAP integration & customization with EDI exchange and GS1 EANnet for Product standardization with multiple customers). Established a strategic business and enterprise technical direction for conducting end to end electronic business with a multitude of customers in a hosted SaaS model. Setup EDI with David Jones Australia, Foodstuffs NZ, BP Australia, The Warehouse (NZ): delivering end to end Order to Shipment and Invoicing capability.

As Group Program Manager at Coca Cola Amatil, Rohit led delivery of key programs including SaaS B2B eCommerce, EDI Implementation between Coke and Foodstuffs. He delivered a B2B solution with bespoke EDI development, ERP (SAP) integration, GS1 EANnet bar-coding solution and integration with Foodstuffs Exchange. He ensured the Business Process Mapping and Reengineering required to embed the proposed Supply Chain changes were in place through this Business analysis and Change Management streams.

Some other projects included Avaya Contact Centre Express implementation, Maximo Asset Management integration with SAP (Procure to Pay process improvement), Digital transformation across Coca Cola’s website and Intranet and PayGlobal HRSS integration with Payroll.

Other Team Members