Senior Operational Excellence Professional (Certified Lean Six Sigma Master Black Belt, PMI, MBA)


Administrative Services Manager


Phoenix, AZ

Education Level:


Will Relocate:



Rahul Semwal Senior Operational Excellence Professional (Certified Lean Six Sigma Master Black Belt, PMI, MBA) Salt Lake City UT 84065 | | (H) 801-207-7571 (C) 602-574-3535 Overview Senior operational excellence professional with successful proven track record across industries ranging from Business Process Outsourcing (Medical Transcription & Healthcare), Shared Services (Finance & HR), HR Consulting, Financial Services, Retail/ e-Commerce and Mining. Highly-skilled and experienced working with top executives like CEO’s & CFO’s, Senior Leadership as well as leading/ mentoring cross-functional, culturally diverse multi-site teams. Excelled in roles both as people leader managing more than 300+ people and also as individual contributor in project management/ leadership assignments. Exposure to working in big fortune 500 companies such as American Express, JCPenney, Rio Tinto as well as smaller set-ups like Hewitt Associates, and Heartland Information Services. Professional accomplishments and working knowledge across a number of business units such as • Lean Six Sigma (Operational Excellence, Continuous Improvement, Global Reengineering) • Sales & Marketing • Health, Safety, Environment and Quality (Mine, Concentrator, Refinery, Smelter, Tailings & Water Services) • Human Resources (Employee Engagement, HR Consulting, Policy & Guidelines, Hiring, Training) • Finance (Credit Cards, Payroll, Accounts Payable, Accounting) • Technical Services (Central Lab) • Supply Chain (Buyers, Procurement, Warehouse, Shipping & Distribution, Inventory Management) • Project Management Office (Expansion Projects, Engineering Services, Strategic Operations) • Business Evaluation (Capital Expense Projects, Merger & Acquisitions) • Technology & Value Planning (Information Technology, Value Stream Analysis, Metrics/ Information Centers) • Call Center (Inbound & Outbound) Dual US and Indian Overseas citizen. Language fluency in English, Hindi, Urdu, Garhwali, Punjabi. Key Accomplishments • Secured $15M reduction in freight costs in 10 months through multiple lean six sigma initiatives. • Developed two new business formats (Medical Transcription & HR outsourcing) in India and Nepal. • Directed the set-up of a new business location for 400 employees in Nepal – Reporting to the CEO. • Generated $5M in savings by developing people engagement and process improvement program “PRIDE”. • Reduced the supply chain cost by $40M and optimized operational efficiency by 500%. • Delivered $25M in cost savings through 40% optimization of travelers cheque product portfolio. • Migrated 2000+ business functions and 4 business formats spread across 13 countries. • Coordinated standardization of Standard Operating Procedures (SOP’s) for 2000+ functions across industries. • Obtained $10M savings through real estate optimization and $4M from reengineering for a center of 500. • Recipient of highest organizational awards like Managerial Excellence, People’s Champion, Project of the Year, Team Synergy, Value’s Champion, Best New Employee, Most Valued Associate, Chairman’s Circle, etc. Education/ Certifications • Masters in Business Administration – Dayanand School of Management Studies, India. • Bachelors in Economics (Honors) – Delhi University, India. • Lean Six Sigma Master Black Belt – Heartland Information Services, India. • Lean Six Sigma Black Belt – Heartland Information Services, India. • PMI Certified – Project Management Institute ( NIIT), India. Employment Roadmap Rio Tinto – Kennecott Utah Copper (Salt Lake City, UT) – Master Black Belt, Business Improvement • Network with Senior Leaders and GMs to define strategies and coordinate actions to fulfill corporate objectives. • Responsible for sustaining business improvement and doing site support for functional areas of HSEQ (Health, Safety, Environment and Quality), HR, Finance, Land &Water, Marketing & Sales, Projects & Expansion, etc. • Mentor and train Black Belts and Green Belts through formal classroom activities and site support visits and also work with business leaders to identify and prioritize strategic opportunities. JCPenney (Salt Lake City, UT) – Senior Manager, Operational Excellence • Business Improvement Project Team Leader for Accounts Payable, Inventory Management, Accounting, Payroll and Contact Center groups. • In addition to Lean Six Sigma effort, also lead Operations departments including Facilities Services, Mail Operations, Document Imaging, Print Services, Website Services, Supplier Control, Security and Administration, encompassing 48 associates and 5 direct reports. (Salt Lake City, UT) – Senior Process Improvement Engineer, Department of Excellence • Championed strategic business transformational projects such as being best in class in customer experience, first cost reduction of the products, freight optimization, cycle time and returns reduction with annual goal of $100M for the team. • Lead a team of 7 including Process Engineers, Project Managers. American Express (Salt Lake City, UT) – Senior Project Manager, Global Reengineering/ Strategic Operations • Developed and executed Senior Leadership strategies of making business more profitable through change & innovation and strong lean six sigma project management. • Assembled and worked with cross-functional global teams with members from multiple functional areas, geographies on high P&L impact projects driving business reengineering. Hewitt Associates (Delhi, India) – Service Delivery Leader, Consulting & Shared Services • Leader for a group of 175 employees including 8 Operations Managers and 25 Team Developers. • Drove successful transformations which included accelerating revenue and profit growth, creating new products, developing new clients and enabling new servicing solutions. • Maintained Service Levels, Communication & Reporting, Employee Engagement, Appraisals, Hiring and Training. Heartland Information Services (Delhi, India) – Director, Quality & Production • Managed daily operations for a shift of more than 300+ people in 24 x 7 x 365 environment including shift scheduling and optimization, workload balancing, forecasting, performance appraisals, etc. • Client manager for more than 100+ clients responsible for client relationship, productivity and quality goals. Employment Details and Professional Accomplishments Rio Tinto – Kennecott Utah Copper (from May 2011 till present) Responsibilities • Lean six sigma and project management support for Kennecott Utah Copper Support and Services (Rio Tinto Regional Center) which includes teams spanning across the functional areas of HSEQ (Health, Safety, Environment and Quality, Human Resources, Finance, Land and Water, Marketing & Sales, Projects & Expansion, Technology & Value Planning, Business Evaluation, etc. • Provide structure, support and strategic thinking to ensure KUC continues to grow and value Lean Six Sigma work culture. • Consult with Champions/ Process owners (Senior Leadership Team/ VP’s/ GM’s) to coordinate continuous improvement work efforts. • Report project performance to Champions, Process Owners and Key stakeholders as appropriate. • Provide site support to assigned BBs/ GBs to ensure efficient, sustainable, and proper closure of Business Improvement projects. • Provide assistance using tools (e.g. perform statistical analyses, facilitate FMEA, etc.) and help interpret results to ensure the assigned work site fulfills expectations associated with identifying problems, closing gaps, and implementing long term solutions. • Facilitate formal and informal training as assigned/ required. Formal training entails the delivery of modules associated with Business Improvement training (Green Belt/ Black Belt), Lean workshops, etc. • Lead “high-value/ high business impact” strategic projects as required using Lean Six Sigma methodology. • Update Reliability and Business improvement scorecards. • Enable and help project identification/ prioritization. • Organize and execute yearly audits to verify sustained performance. Achievements • Coached/ mentored 27 Green Belt and 5 Black Belt projects with overall business impact of 100M+. • Reestablished the Business Improvement program at the Regional Center through ongoing interactions with all VP’s/ GM’s, participation in team meetings/ planning sessions, helping teams to identify, scope and prioritize projects resulting in a lot of pull across the board for the Lena Six Sigma tools, methodology and resources. • Supported creation of 115 new standards for Regional Center business units as part of “Zero Harm – Safety” initiative. • Designed and implemented “Information Centers – Dashboards and Scorecards” across 7 business units in record 6 months to translate organization's mission and business strategies into performance measures and operating objectives. • Built an integrated approach to take business improvement program to the next level through these Information Centers to o Maximize ROI from the Improvement programs/ projects. o Maximize the impact of improvements for the customers. o Maximize corporate visibility and acceptance of the improvements. • Accomplished 100% conversion for all the aligned belts/ business units from training to project completion. JCPenney (contract assignment from April 2010 to May 2011) Responsibilities • Assist the Senior Leadership Team including the Division Head for the center to achieve the center vision of being the best shared services center in the world by building and sustaining Lean Six Sigma culture in a retail financial shared services environment. • Function as a Business Improvement Project Team Leader for the center of 500+ supporting Accounts Payable, Inventory Management, Accounting, Payroll and Contact Center groups. • Develop & deliver in-house Lean Six Sigma training and certification, conduct lean workshops/ kaizen events. • Establish and sustain metrics and scorecards for all the processes at team and center level. Achievements • Responsible for launching and establishing Lean Six Sigma effort in the company's Finance Division Shared Services Center consisting of Accounts Payable, General Accounting, Payroll/Tax and Call Center functions. • In first partial year of implementation, Lean activities produced over $1.8M in hard savings and another $3M in soft savings. Second year benefits over $3M in hard savings plus $3M in soft savings. • Facilitated the repositioning of Shared Services Center through customer and associate interviews, strategic planning sessions and external benchmarking efforts, all resulting in the creation of a new Vision, Mission and 5-Year Strategic Roadmap for the organization. • Selected as one of 10 Transformational Leaders for all of JC Penney, reflecting demonstrated leadership skills, business results and high potential for future advancement in the organization. • Participated and won the top spots in two categories in the Shared Services Outsourcing Network awards for the North America region. (contract assignment from March 2009 to April 2010) Responsibilities • Provide strategic support to the Senior Leadership and tactical support to the frontline leadership through the application of the Lean-Six Sigma Fundamentals to enable the business to meet the daily sales/ production goals. • Develop & deliver in-house Lean Six Senior Process Improvement training and certification. • Lead high-priority projects as recommended by the Senior Leadership. • Enhance customers experience through daily monitoring and enforcing of late shipments, order cancellations, and customer care email, and chat response times. Achievements • Enabled to have the first year with all four quarters profitable through building “Continuous Improvement” culture and supporting multiple process improvement/ process re-engineering projects. • Implemented robust department scorecards to track key performance indicators, resulting in the following improvements: Late shipments cut by 90%, order cancellations cut by 70%, time to receive products cut by 75%, time to ship products cut by 50%, and shipments per order cut by 22%. • Over $1.5 million annualized cost savings through Lean Six Sigma in converting liquidation to “re-stockable” merchandize. • Secured $15M reduction in freight costs through multiple initiatives in 10 months using Lean Six Sigma and renegotiating with external vendors such as UPS, etc. American Express (May 2007 to March 2009) Responsibilities • Develop and execute strategies making business more profitable through change & innovation and strong six sigma project management. • Work with cross-functional teams on high P&L impact projects driving business reengineering. • Determine optimal strategy via data, collective insights, and piloting, followed by rigorous execution and ongoing enhancements. • Communicate strategic projects portfolio update to the Senior Leadership on a weekly basis. Achievements • Reduced the supply chain cost by $40M, optimized operational efficiency by 500% along with increasing the usage of automated re-supply system by 90%. Achieved this by developing the capability to accurately identify, track and destroy $4B excess inventory globally. Received the “Most Creative Project” of the year award. • Delivered $25M in cost savings through 40% optimization of travelers cheque for 40 banks with ZERO impact on profitability. Exercised simplification opportunities doing in-depth analysis based on currency, cost, sales, profit, location, inventory levels. Identified competing, high risk and non-profitable products. Awarded “Expression of Excellence” for this project. Hewitt Associates (December 2003 to March 2007) Responsibilities • Accountable for day to day business delivery, Communication & Reporting, Employee Engagement, Appraisals, Hiring and Training. • Develop reengineering plans and process improvements and then implemented resulting initiatives in Latin America, Europe, Asia, and Australia. • Portfolio Management: Inspire 100% virtual team to achieve their individual and group potential—determine projects assignments, monitor workload, morale and satisfaction to drive high performance. Achievements • Generated $5M savings through process improvements, a 93% employee satisfaction score and 25% improvement in organizational engagement through “PRIDE” – an umbrella of initiatives focusing on talent development and retention, meaningful fun at work and facilitating business re-engineering at grass root level. Received “Peoples Champion” award for this effort. • Obtained $10M savings through real estate optimization by 55%, $4M from process improvements, 30% productivity increase by executing “Process Consolidation” for a center of 500 employees for effective workload distribution and optimum utilization of real estate. Performed analysis based on process complexity, volume, service levels, training requirement and frequency levels. Awarded “Most Valued Associate” for this project. Heartland Information Services (January 1996 to December 2003) Responsibilities • Manage daily Operations for a group of 300+ people including, shift scheduling and optimization, workload balancing, forecasting, performance appraisals, developing and maintaining “performance monitoring standards”, team building and communication. • Achieve daily productivity and quality goals as per service levels. Achievements • Evaluated an opportunity for Heartland Services to penetrate the business process outsourcing industry of $100B. Analyzed this business model, year over year growth, trends, market leaders and developed the overall strategy. Headed teams and successfully opened four offices in India and Nepal resulting in revenue increase of 500% in first year. • Achieved 70% increment in client experience though 28% reduction in operating expenses and 50% reduction in client escalations by designing and developing “Issues Database” integrating online capabilities and increased usage. Strategy was to have single touch point for all issues and resolutions to develop positive customer experience and develop capabilities around trending, voice of customer, etc.


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Hewitt Associates (Confidential) 3/2004 - 1/2007
Heartland Information Services (Confidential) 12/1998 - 3/2004



DSMS Business Management 1999 Master Degree
Delhi University Commerce 1997 Bachelor Degree



Special deputation to set up a new business location with a staff of 400+Successfully transitioned 1400+ processes/accounts for 81 Fortune 500 companies and 72 hospitalsMentored and completed 27 projectsSupervised and motivated multi departments with staff of 200+Serviced 1000+ customer transactions per day with impeccable service400K savings using Six-Sigma methodology

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Best Places to Work (Top 50 rated companies)


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Reporting to AVP - Responsible for managing business delivery, ranging from Operational Excellence, Project Management, Quality, Transition, Service Delivery, Communication & Reporting, Associate Engagement, Hiring, Mentoring, Training, Motivating staff of 75+ including 4 Operations Managers