Bhushan Hukeri

Architected and implemented cloud initiatives, including public, private, and hybrid models, managing 300+ servers. Built strong influencing relationships with Business Partners and SMEs such as Global Infrastructure Services, Automation COE to bring in stability across critical application infrastructure and automate BAU activities which helped in saving 45% of human efforts. Increased visibility and transparency of IT operations; bringing all IT processes under ServiceNow and PowerBI interfaces for critical dashboards. Developed governance metrics and benchmarks with a focus on continuous improvement, for Senior leadership visibility on Performance of critical service availability, Incident resolution rate and Change and Service Request resolution rate. Drove AUD 60k savings by reducing subscription, rightsizing and migrating critical systems to cloud. Collaborated with the Infrastructure and Security teams to increase efficiency and ensure secured systems across the estate. Cross Functional team effectiveness to help manage KPIs and SLAs across the two accounts with a consistent rate of 99% achieved SLA for last two quarters. Team Management provide leadership and mentorship to team members to streamline process and bring in efficiency in overall operations by optimizing, new process implementation and strong governance to ensure KPIs/SLAs/OLAs in control. Resolution rate for change and Incidents were maintained at 99.5% for last two quarters.

Architected and implemented cloud initiatives, including public, private, and hybrid models, moved 80+ Applications hosted on legacy infrastructure to SaaS. Built strong influencing relationships with Business Partners and SMEs such as Global Infrastructure Services, Automation COE to bring in stability across critical application infrastructure and automate BAU activities which helped in saving 30% of human efforts. Increased visibility and transparency of IT operations; bringing all IT processes under ServiceNow and PowerBI interfaces for critical dashboards; was the first one to achieve this in Toll Group. Developed governance metrics and benchmarks with a focus on continuous improvement, for Senior leadership visibility on Performance of Application availability, Incident resolution rate and Change and Service Request resolution rate. Drove AUD 30k savings by reducing license cost and through vendor process optimization. Collaborated with the Infrastructure and application teams to increase incident resolution from 50% in FY’20 to 85% in FY’21.

Sought out to design, roll out and manage the enterprise-level IT infrastructure and governance plans to support organizational goals and implement scalable, sophisticated IT Project and Program for leading clients solutions. Unified/harmonized teams, processes, systems, KPI’s and technologies to bring in a customer centric approach and shift the team’s thought process towards a customer first thinking. Stabilised a compromised AS400 environment for a leading client; redesigned the entire IT infrastructure; established process governance, operational excellence, and automation deployment aligning it with client expectations and business goals within 90 days of taking over the operations. Critical infrastructure availability stood at 99.5% consistently YoY post taking over operations. Shouldered the responsibility of managing multiple towers in managed services mode. Restructured the team, implemented cross training, team building and efficiency enhancements that eradicated silos, raised morale and ensured low attrition below 1% (lowest among the group). Spearheaded the Infrastructure transformation for 2818 Legacy HW to latest HW (Hardware) [Servers, Storage and Backup devices] which helped reduced P1/P2 incidences by 55%. Credited for implementing 114 scripts RPA based automations that reduced manual efforts by 40%, thereby leading to onboarding new business of $3.3 million. Designed and implemented company-wide robust ITIL processes, resolving recurring business issues with improved change, incident and problem management processes; reduced P3/P4 incidences by 35%. Achieved >98% CSLA’s consistently over two quarters, zero surprise escalations, HCA percentage below 5% and 46% CCI which is highest at the DU Level for the projects managed. Deployed 18 BOTs in production systems to manage daily activities, that improved project profitability from -356% to 45% between 2014 - 2017.

Hired to address operational challenges in terms of customer dissatisfaction with infrastructure management/PMO related activities. Trusted to turnaround underperforming projects. Steered the full project lifecycle for technical infrastructure deployments, enterprise solutions and system integrations. Built, led and drove cross functional teams of engineers and developers to peak performance levels. Managed $30 Million P&L. Expanded organizational capabilities and clarified IT governance/roles across the business. Assisted in the recruitment of 500+ FTE’s. Streamlined the SOW process for 400 odd client contracts which were missing resulting into consolidation of revenue of $30 million. Recovered $15.5 Million in accrued revenue through consolidation of invoices for 340 odd clients. Won back the confidence of key customers by connecting with CIOs & CXOs and ensuring them the required support to enable stable process/ financials /Infrastructure operations. Implemented the Contractor business model in Asia region that improved top line revenue by 4% YoY. Applauded by Project Director/ CIO for delivering projects which were off track within agreed budget and timelines. Took on overall accountability for operations in the APAC zone including Australia, NZ, Malaysia and Singapore, EMEA, UK for new IT remote project and program management. Salvaged $10 Million YOY by transformation of Datacenter for 600 odd servers from physical to virtual environment. On-boarded >10 new clients for Remote Infrastructure operations adding $7.3 USD Million in FY 2012 and $4 Million in FY 2011.