Ranjit Jesuraj

<p>Provided business transformation advisory support shaping AI enabled automation opportunities by evaluating existing processes, tech. ecosystem, identifying gaps, validating Agentic AI & RPA use cases, buy vs build analysis based on ROI & turnaround time, working with technology partners, functional and delivery teams, and advised clients on readiness & operating model redesign translating strategic priorities into a prioritized transformation portfolio based on value and risk.</p><p> Applied commercial due diligence to AI investment assessing over 25 AI & automation opportunities, examining the cost of service delays, manual decisions and operational exceptions across logistics, construction, facilities management, automobile and equipment dealerships, real estate sectors; shaped 8 business cases with modelled payback of 12-18 months.</p><p> Designed 4 opportunities around operating bottlenecks addressing; insurance document handling, shipment exceptions, rental-asset availability and resource allocation; compared process simplification, workflow automation and AI against cost, service impact and implementation effort with modeled reductions of 10-15% in avoidable downtime or resource waste.</p><p> Defined what a pilot needed to be worthwhile, assigning an operating owner, human review points and success measures; proposed an 8-week evaluation targeting 20% shorter handling time without deterioration in service quality.</p><p> Found capacity tied up in administrative work through mapping 12 document intensive workflows and developed automation cases targeting 45-60% less handling effort, with exception volumes and quality checks in staffing and cost model.</p><p> Drove buy vs build decisions across AI portfolio and managed strategic vendors (SAP, Palantir, Microsoft, Buynomics, Nagarro, Infosys); Designed and presented AI strategy & prioritized AI initiative portfolio to the executive board.</p>

<p>Led multi-year organizational development & change strategy transforming people, process, structure, culture and technology adoption from strategy through execution for a family owned and ownership led multi-entity/P&L holding group of companies with over AED 600M Turnover operating across all 7 emirates in the UAE.</p><p></p><p> Transitioned to leadership role and grew with the business as audited revenue rose from AED 124M (FY2015) to AED 629M (FY2024), restructuring core business units, service delivery, customer experience, transform enterprise systems & re-engineer business processes, and building, leading the centralized operational excellence and shared services (Finance, Procurement, HR, Logistics, Warehouse, Commercial, Planning and Cost Control) functions from the ground up, taking direct responsibility for functions under reconstruction and recruiting the leaders needed to sustain performance.</p><p></p><p> Led planning, skills & capability evaluation and execution of people strategy translating business priorities into culture shaping programmes; built change team through guiding innovation and workflow optimization workshops to surface frontline ideas identifying operational pain points and convert challenges into process and service improvement opportunity.</p><p></p><p> Designed the people & organizational components of the target operating model, aligning structures, reporting lines, roles, decision rights and accountabilities across functional and project teams, strengthening performance visibility and linked project plans to workforce demand, skills, availability and deployment to manage capacity, attendance, overtime and payroll.</p><p></p><p> Led recruitment of key management and support roles, capability building and built change champion network across 8 business verticals and strengthened digital first culture, alignment; restructured teams, reporting lines, and approval controls.</p><p></p><p> Designed and Developed Communication and Change strategy, Target operating model, governance frameworks and value delivery roadmap for enterprise ERP migration from on-premise to cloud and AI adoption, secured executive buy-in, partnered with external technology enablers (SAP, UiPath, Etisalat, HITEK, Microsoft) to identify opportunities, piloted tailored RPA-process automation & AI assisted solutions and scaled successful capabilities prioritizing by ROI, value, readiness and risks.</p><p></p><p> Developed & presented future state AI transformation and automation opportunity map covering; labour & equipment deployment, inventory optimization, demand planning, warehouse optimization, supplier performance, spend governance, demand ticketing & route optimization, fleet & asset utilization, document intelligence, O2C/P2P lifecycle improvement and multi-tier commercial pricing for enhanced visibility and decision support.</p>

<p>Led full lifecycle enterprise ERP transformation program and integrated digital platform delivery (Oracle EBS, EPROMIS on-premise, Candy) across 8 business units mapping customer journey, business processes, and operational controls.</p><p> Owned deliverables including BRDs, FRDs, process discovery, gap and impact analysis, identifying gaps and workarounds, control issues and operational pain points, and translate them into clear TO-BE process maps, future state operating model recommendations and drive change from stakeholder alignment to BAU handover by securing buy-in, engaging process owners, oversee change readiness criteria, adoption risks, training needs, stakeholder actions, and post-go-live reinforcement plans, with adoption ownership monitored through dedicated functional leads, change champions, SOPs, KPIs and reporting.</p><p> Mapped and re-engineered core business processes; Procure-to-Pay, Source-to-Pay, Order-to-Cash, Record-to-Report, Hire-to-Retire, warehouse & inventory, fleet & equipment, service workshops, customer journey, commercial & project control processes and defined structures, roles, KPIs, SOPs and established the transformation PMO function with workstreams, decision rights, stage gates, risk and change control, benefits owners and reporting.</p><p> Owned the business change and adoption workstream aligning leaders, managers and frontline teams on new ways of working and led role impact, readiness, process gap assessments and translated findings into AS-IS / TO-BE workflows, SOPs, approval controls, role based training, quick guides, adoption actions and go-live readiness plans.</p><p> Established change champion and super user networks across business units and supporting functions, coaching managers to reinforce adoption, resolve resistance, reduce manual workarounds and ensure business-system processes were embedded after go-live.</p><p> Prepared users to take ownership of changed processes, combining realistic transaction tests, role based training and issue resolution; achieved 95% acceptance test completion and 80% active use within the first 90 days of initial rollout.</p><p> Implemented third party solutions; facial recognition/biometric/GPS payroll & attendance for 7000+ employees, GPS fleet & equipment tracking for 350+ vehicles & 3000+ equipment, Route Optimization & AED750k/month fuel spend governance, custom P2P Lifecycle solution using Kissflow for FM and construction projects across 200+ concurrent projects with procurement value exceeding AED 10M/month, enhancing efficiency, cost visibility and procurement discipline.</p>

<p>Built and managed the IT function and service capability from the ground up, including enterprise infrastructure, secure networks, website, servers, file management, and implement several integrated on-premise business applications supporting inventory, sales, payroll and project billing and establish IT Operating standards and processes for support and continuity.</p>