Areas Of Expertise:

• Project & Program Management
• Business Transformation & Optimisation
• Transition Management, Stakeholder Management
• Vendor Management,
• Relationship Management

Education:

• Bachelor of Engineering, Major in Computer Science & Engineering, Amravati University

About Yatharth Kararwal

A highly trusted project & program management professional with over two decades of diverse industry experience, including 15 years dedicated to driving complex medium to large-scale projects and programs across matrix organisations, managing budgets up to $20 million. Yatharth specialises in leading strategic initiatives like complex transitions & transformations, Infrastructure, Cloud & Cyber Security initiatives, Application Implementations, Integrations, Upgrades & Migrations, along with DevOps initiatives and Process Automations. He excels in relationship building, analytical thinking, and consistent execution ensuring successful alignment with organisational strategic objectives. 

What Yatharth brings

• Excels in building strong relationships, maintaining open communication, and aligning project goals with organisational objectives.
• Proficient in setting goals, coordinating resources, managing risks, and adapting to changes, all while ensuring stakeholder satisfaction and achieving successful outcomes.
• Skilled in business transformation and optimisation effectively redesigns and improves processes and systems.
• Flexibility that allows him to adapt to different project requirements and environments.

Key Clients:

• Transport for NSW
• AMP Capital
• Commonwealth Bank of Australia
• HCL Australia Services
• TransGrid
• Royal Automobile Club of Victoria
• Macquarie Group
• Fiserv
• Tata Consultancy Services
• DLF Pramerica Life Insurance
• Volkswagen-UK
• Kimberley-Clark

Key Achievements:

As Senior/Lead Project Manager at Transport for NSW (TfNSW), Yatharth managed the end-to-end delivery of a complex $20 million service transition and transformation for Managed Workplace Services (MWS), under the CREST Program, for the ISSI team within Corporate Services, with a project team of 15-20 resources and over 100 business stakeholders. He not only led the transition of services from an incumbent vendor to a new vendor, but also headed the transformation of services requiring a complete rebuild of IT Service Catalogue, while also redefining them in ServiceNow, updating workflows and process automations to align with the new service catalogue, vendor processes and service agreements. In addition, he executed the implementation and integration of new tools and processes, decommissioned the old ones, and handled the movement of huge quantities of IT equipment between warehouses. He managed all this ensuring alignment with scope, budget, and schedule. He developed partnerships across the organisation and rallied governance via committees and review forums. He went over contract documents to grasp and abstract the important elements for discussion in his team and gathered all tangible/testable requirements into a Requirement Traceability Matrix (RTM) created earlier so he could trace and verify that every single requirement from the contracts is realised. Yatharth was responsible for creating and maintaining detailed project plans with an agile-style tracker, he also addressed concerns as well managed risks on the project. He coordinated across multiple vendors and Transport PMs, managed interdependencies and facilitated various planning/execution activities. Yatharth collaborated with senior executives across departments, created and maintained project documentation and financial oversight, while ensuring effective and clear communication across the organisation. His efforts helped TfNSW save 20% in ongoing MWS operational costs, another $9 million by minimising the parallel run of vendors, while also enhancing the user experience by about 14% in the first quarter.

As Agile Project Manager at AMP Capital, Yatharth focused on delivering a Salesforce transformation initiative and the continuous improvement initiative for JD Edwards, optimising integration workflows and dataflows for improved performance and user experience, while working closely with the Real Estate business stakeholders to manage scope, budget, schedule, and requirement prioritisation. He also executed the migration of Hyperion Financial Management (HFM) to Oracle Cloud Infrastructure (OCI) within a tight timeframe, while also managing a compliance initiative to create bespoke HFM reports to meet new regulatory standards mandated by ASIC and APRA. These initiatives helped the Real Estate IT (REIT) team enhance user experience by about 23%, mitigated the risks around aging infrastructure, while also saving about 15-20% in ongoing operational costs. Yatharth also introduced and coached the REIT team and business stakeholders on the Scrum framework establishing an agile workforce, streamlining the project workflows, and substantially improving team collaboration and productivity. He was responsible for vendor negotiations, managing project teams of 5-10 resources, coordinating with multiple DevOps teams and Business teams, while also managing scope, budget, schedule and quality to ensure successful delivery of projects. Strong stakeholder relationships, proactive risk & issue management, effective governance, use of JIRA and Confluence for agile delivery, and fostering high-performing motivated teams were core to his success.

As Senior Agile Project Manager & Solutions Delivery Manager at Commonwealth Bank of Australia (CBA), Yatharth managed a major greenfield project to migrate the bank’s Enterprise Document Management solution (OpenText Documentum), with 200TB of sensitive and confidential customer data, from on-prem data centre to AWS Public Cloud, with a budget of $15 million, aligning with bank’s PaaS strategy. He also directed the implementation of CheckMarx, a Secure Code Analysis Tool, with a budget of $5 million, to enhance a critical security control aligning with bank’s strategic objectives. Additionally, he led a couple of compliance projects (i) to identify and address the gaps related to APRA regulation CPS 234, and (ii) the E2E Statements Review & Uplift initiative to ensure regulatory compliance for electronic statements. Through these initiatives, Yatharth helped CBA significantly improve their security and risk posture while also enhancing resilience and cost efficiency. His role encompassed managing project scope, budget, schedule, and quality, with project teams of 10-15 resources, coordinating with stakeholders, and ensuring effective governance and communication throughout the project lifecycle using JIRA and Confluence.

As Transition Manager for HCL Australia Services, Yatharth led the incoming transition of TransGrid’s IT Services from an outgoing vendor to HCL, while also managing the implementation and integration of ServiceNow and SCOM, integrating SSO with AD, and then integrating ServiceNow with various ITSM tools used by TransGrid’s third-party vendors. He also managed Infrastructure and Cloud projects for HCL client, Royal Automobile Club of Victoria (RACV), including Data Centre refreshes & relocations, Cloud Hosting & Security, and the ongoing management of client data centres. These initiatives had budgets ranging from $5-15 million with teams of 20-50 resources.

As Adoption and User Support Manager at Macquarie Group, Yatharth managed technology governance and reporting by controlling the inputs into Clarity and built appropriate processes around it to provide quality insights to senior leadership on a regular basis leading to routine portfolio performance analysis. He spearheaded the ongoing optimisation of Clarity operations, drove project management protocol standards and onboarded new teams onto Clarity. He also did sprint planning, backlog reviews and stand-up meetings in addition to user support, user trainings and performance improvements.

As Program Manager at Fiserv, Yatharth founded a new Offshore Managed Services team with over 250 engineers, transitioning roles from Fiserv US to Fiserv India, which cut monthly operational costs of Fiserv US by $700K and boosted Fiserv India’s annual revenue by $13 million. He also introduced a Shared Services Offshore Model that increased Fiserv India’s revenue by $16.5 million in its first year. In addition, he led a business transformation initiative to achieve CMMI SVC V1.3 Level 3 appraisal for his Offshore Business Unit and managed the deployment of CA Clarity PPM tool across Fiserv, including periodic upgrades and eventual migration to SaaS. Yatharth also oversaw server migrations for Fiserv’s Data Centre Consolidation Program, and enhanced crisis response for legacy systems through a comprehensive technical documentation project. At Fiserv, he managed over 50 stakeholders, direct reports of up to 10 resources, while functionally managing about 70-80 resources from different technology teams.

As Project Manager at Tata Consultancy Services (TCS), Yatharth established the IT Operations for DLF Pramerica Life Insurance by setting up their primary and back-up data centres along with their offices across India. He successfully managed the incoming transition of Volkswagen-UK’s IT Services from an outgoing vendor to TCS, including Data Centre Management, Network Management, Service Desk, and End User Computing. He also contributed to the retention of Kimberley-Clark IT Services account for TCS by implementing rigorous quality assurance measures and service improvement ideas. He managed teams of up to 30-40 resources.