Senior Director - Institutional Money-In Transformation Leader @ TIAA
Managing Director - Financial Services Business Performance Improvement @ Protiviti
Bank of America @
University of Pennsylvania
Atul is a Managing Director and a member of Protiviti’s Financial Services Industry (FSI) leadership team leading the FSI Business Performance Improvement practice. Atul has more than 20 years of broad industry expertise with deep skills in strategy, business process re-engineering, operational excellence, and six sigma. Prior to joining Protiviti, Atul spent the past 11 years with
Atul is a Managing Director and a member of Protiviti’s Financial Services Industry (FSI) leadership team leading the FSI Business Performance Improvement practice. Atul has more than 20 years of broad industry expertise with deep skills in strategy, business process re-engineering, operational excellence, and six sigma. Prior to joining Protiviti, Atul spent the past 11 years with Bank of America in various functions including Operations, Quality & Productivity, Channel Management, Retail Banking, and Technology. In his tenure Atul led numerous large, complex efforts. He also brings external consulting experience with Accenture and CSC Consulting.
Operating Strategy Development
Business Performance Management
Business Process Re-Engineering
Strategic Program Oversight
Managing Director @ Protiviti’s Financial Services Business Performance Improvement team is an industry-focused team of professionals providing a broad range of integrated services focused on helping clients deliver innovate customer experiences and achieve operational excellence (cost, quality, speed) in a way that is risk sensitive, well controlled, regulatory compliant and enabled by leading technologies. From August 2014 to Present (1 year 3 months) Charlotte, NCSenior Vice President, New BAC Portfolio Executive for Consumer Banking @ Responsible for providing execution oversight for portfolio of 700+ initiatives delivering $5 billion in benefits for the Consumer Bank over the next 3 years. Organized initiatives into major programs to align the work thematically across multiple Businesses versus individual initiatives. Implemented portfolio roadmapping and milestone tracking methodology by which execution progress can be tracked at a program level. Drive monthly management routines with senior executives regarding portfolio challenges and gaps to enable gap closure mitigates. From October 2011 to July 2014 (2 years 10 months) Charlotte, North Carolina AreaSenior Vice President, Initiative Management Executive for Retail Banking @ Have leadership oversight of successful delivery of enterprise shared capabilities. Responsible for successful implementation oversight of enterprise multi-channel capabilities including customer profile, contact history, product catalog, pricing engine, agreements management, offers management, events and triggers, and integrated referrals. Responsibilities include governance, gap identification and escalation, future investment planning.
Developed five year Online / Mobile strategy for China Construction Bank on-site in partnership with CCB personnel (2nd largest bank in China in which Bank of America has a strategic investment). From January 2011 to October 2011 (10 months) Senior Vice President, Quality & Change Delivery Executive for Online, ATM, and Call Center Channels @ Developed transformative business model for channels organization by identifying enterprise multi-channel capabilities, integrating underlying customer processes delivering seamless multi-channel customer experiences. Capabilities aligned to segment strategies for enterprise prioritization.
Led development of 3 year consumer bank technology strategy. Total budget of $3B was allocated to strategic priorities. Facilitated broad technology team of 50+ leaders. Incorporated enterprise multi-channel capabilities as backbone of technology strategy, obtaining $100MM in funding.
Developed three year strategy for eCommerce and ATM channels defining future breakthrough opportunities, future customer capabilities, long-term success metrics and people, process, technology, culture requirements to enable the strategy. Designed and implemented new organizational structure with an emphasis on associate role clarity and implemented three new functions: sales, product development, and operational excellence.
Redesigned executive dashboard to focus on quality metric addressing cost, quality, speed, and risk vs. unit sales. Developed metrics improvement approach that includes identification of gap closure projects with associated predictive impacts. Improved project delivery costs / schedules to 99% of plan. Improved use of online banking from 37% to 41% of customers. Improved over 3MM annual ATM customer experiences. Improved customer use of electronic statements over paper statements by 20%.
Redefined online deposit application process in conjunction with fulfillment operations organization and product organization to achieve customer expectations through error free quality processes. Reduced process defects from 213,000 DPMO to 118,000 DPMO. Quality of accounts is targeted to increase by 25%.
Implemented new project delivery and governance routines for Online/Mobile division. Deployed project management & six sigma training to all 650 associates. From September 2007 to December 2010 (3 years 4 months) Senior Vice President, Quality & Change Delivery Executive for Service, Fulfillment & Operations @ Achieved business goals by instilling management focus and discipline in root cause analysis. Leveraged six sigma approach to perform data analysis, identify gap closure projects, and track metric remaining gap to goal. Converted the business to a forward looking view approach versus strictly reporting historical results. Achieved $30MM in cost reductions.
For credit card payment operations identified tactics to reduce 2.9MM back dating instances resulting in a cost reduction of $6MM.
Replaced highly complex manual process with automated solution to review, place holds on, and correct ATM deposits in 35 operations sites. Solution was applied to paper envelope deposits as well as image based deposits resulting in $1.3MM in cost savings and a reduction in Bank compliance risk due to fewer hold errors resulting in six sigma Black Belt certification. Solution filed with patent office.
Implemented enterprise ATM deposit cost metric and led management routines to ensure goal was achieved. Developed E2E view of deposit processing timeliness from point of deposit through returns quantifying impact on fraud as a result of delays in the supply chain. Identified and eliminated long cycle time transportation routes reducing fraud loss. Initiated additional gap closure projects in the area of transportation, deposit processing, and check returns.
Developed approach to reduce 250 FTE in retail branch operations by optimizing existing transportation runs to maximize processing in back office operations versus retail branches.
Consolidated legacy Fleet Bank cash operations into BAC locations with a 35% reduction in headcount and consolidation of 4 system platforms to 2 with no impact on time & quality. Launched two enterprise-wide six sigma re-engineering projects seeing one through the Analyze phase and the other through the Define phase. Managed ATM cash outages and emergency shipments to a level below historical trends. From September 2005 to August 2007 (2 years) Senior Vice President, Strategic Sourcing Executive for Enterprise Software & Consulting Services @ Led 30 people organization responsible for sourcing and contract management of software for the enterprise. Staff put in place 750 contracts valued in total at $450 million. Led software escrow process re-engineering DFSS project resulting in six sigma Green Belt certification.
Led development of Supply Chain Management 5 year strategic plan and associated roadmap.
Led organization responsible for sourcing and contract management of offshore services, hourly technology consulting services, and deliverable based consulting services. From March 2003 to August 2005 (2 years 6 months) Senior Strategy Manager in National Supply Chain Practice @ Program lead for a global re-engineering of supply chain planning processes for a $16B pharmaceutical company. Developed future state Operating Model. Constructed and achieved consensus on a detailed time-phased 14 Business Release Roadmap to achieve the future state. Mobilized over 100 personnel to initiate 7 Business Releases (including APS software selection) to execute design, development, and implementation efforts. Functional areas included were forecasting, inventory planning, sales & operations planning, master planning, and production scheduling.
Developed detailed business case on supply chain improvement opportunities for a global $2B television manufacturer. Business case identified approximately $95MM in annual cost savings and revenue enhancement. Benefit opportunities included: capturing lost sales, direct shipping to regional customers, reducing out of territory shipments, and improving manufacturing efficiency through improved scheduling. From August 2000 to March 2003 (2 years 8 months) Principal in National Supply Chain Practice @ Led visioning, design, and implementation of advanced planning and scheduling capability for all manufacturing operations for a $5B paper products manufacturer. Developed future vision design including organization, metrics, and cultural impact accompanied with a business case identifying $170MM in EBIT and $150MM in one time savings. Implemented a new inventory planning technique at converting facilities and a new sales & operations planning process for the paper mills.
Implemented solutions in forecasting, inventory planning, and supply positioning for a $25B computer manufacturer. Implemented statistical forecasting resulting in CPU error reduction from 200% to 50% and options forecast error reduction from 400% to 75%. Business impact was a reduction in order cycle time by 32% from 22 days to 15 days maintaining existing inventory levels. Designed and implemented supply chain metrics scorecard leveraging regression analysis to provide real-time visibility. From July 1996 to August 2000 (4 years 2 months) Sales & Operations Planning Manager @ Led re-engineering of all facets of demand planning process. Led cross-functional team from sales, marketing, forecasting, production planning, and financial planning to evaluate, benchmark, and redesign process. New design resulted in selection and implementation of i2’s statistical forecasting software application. Re-structured Forecasting & Sales Administration departments. Implemented forecast accuracy metrics.
Developed category management service to identify product profitability for retailers. Managed 3 programs increasing retailer margin 3 points by demonstrating Hanes' higher level of profitability and obtaining incremental shelf space. Created selling materials and “called on” 10 retailers to present category management partnership. From May 1992 to June 1996 (4 years 2 months) Combat Systems Engineer @ Integrated various weapon systems into Aegis central command system. Designed, tested and deployed solutions to all Naval Cruisers. From 1988 to 1990 (2 years) Math Instructor @ Taught mathematics to middle and high school students selected at Duke's Talent Identification Program (TIP) summer camp. From 1984 to 1987 (3 years)
MBA, Finance, Operations @ Duke University - The Fuqua School of Business From 1990 to 1992 MSE, Electrical Engineering @ University of Pennsylvania From 1987 to 1988 BSE, Electrical Engineering, Computer Science, Mathematics @ Duke University From 1984 to 1987 NC School of Science & Math From 1982 to 1984 Atul Garg is skilled in: Six Sigma, Management Consulting, Operating Model Design, Change Leadership, Business Change..., Business Planning, Business Transformation, Business Process..., Program Management, Strategy, Leadership, Cross-functional Team..., Management, Banking, Strategic Planning, Operational Excellence, Consulting, Change Management, Financial Services, Process Engineering, Process Improvement, Business Strategy
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