Rohan Medhekar

Led high-complexity, multi-million-euro IT transformation projects across core travel platforms, ensuring alignment with business strategy, delivery timelines, and budget controls.
Managed end-to-end project lifecycle covering planning, execution, integration, testing, and deployment in a 24×7 mission-critical environment.
Coordinated large, geographically distributed teams (development, QA, infrastructure, business stakeholders) and external vendors across multiple countries.
Implemented robust project governance, including milestone tracking, KPI reporting, risk and issue management, and executive status reporting.
Led business consulting initiatives for 7+ major European and Middle Eastern airlines, delivering tailored solutions to meet complex and diverse project requirements.
Drove the adoption and implementation of industry best practices in business analysis within the travel technology domain, impacting 5 business units and 1000+ end users.

• Led a cross-functional team of 50, including 8 Business Analysts, 17 Testers, 20 Developers, 2 DevOps Engineers, and 3 UI Designers, managing complex digital initiatives across investment and insurance domains.
  Worked on integrating AGI and AI-driven robotic automation to streamline housing and commercial loan processes. In charge of the implementation self-learning systems using agentic process automation, resulting in an 87% accuracy rate and significantly minimizing human intervention.
  Program Manager for high-availability digital applications, enabling 24/7 uptime and supporting transaction volumes exceeding INR 5,000 crore (~USD 6 billion) annually.
  Defined and executed governance frameworks, including steering committees and management reviews, to effectively manage risks, budgets, dependencies, and issue resolution timelines.
  Applied core project management principles, creating end-to-end project documentation such as charters, schedules, risk repositories, RACI matrices, and executive reporting.
  In charge of a department-wide Agile transformation for all D2C applications within 1 year, collaborating with ThoughtWorks and EY to ensure enterprise-grade Agile adoption.
  Boosted customer registrations by 25–30% quarterly through techno-functional optimization and re-architecting application infrastructure to reduce response time from 15 seconds to 5 milliseconds.
  Managed CAPEX and OPEX budgets totaling USD 100 million, overseeing infrastructure, application support, and strategic initiatives planning and execution.

• Directed multi-million-dollar transformation programs (each exceeding USD 01 million) across EU, US, African, and Middle Eastern markets, with a specialization in Policy Administration System (PAS) implementation and modernization for leading insurance clients.
  Delivered complex enterprise solutions on time, within budget, and fully compliant with diverse regulatory frameworks and market requirements.
  Applied Lean, Kaizen, and continuous improvement methodologies to identify and eliminate inefficiencies, optimize resource utilization by 35%, and reduce project cycle times and costs by 20%, driving measurable gains in client satisfaction and delivery speed.
  Bridged techno-functional gaps by translating complex requirements into clear, actionable insights for executive stakeholders, enabling faster decision-making and stronger alignment across business, IT, and delivery teams.
  Led on-site UAT teams of 25+ members, coordinating between client stakeholders and internal delivery teams to ensure high product quality, rapid defect resolution, and a smooth user experience during pre-go-live phases.
  Established structured governance frameworks, including periodic C-suite updates, real-time KPI dashboards, and continuous feedback loops, enhancing transparency, risk mitigation, and delivery consistency.

Managed multiple European Operating Entities as an Account Manager for Allianz France and Allianz Germany
Environment technique and methodologies: JAVA, MS Projects
Acted as a single point of contact for stakeholders to identify and gather business requirements
Allocated suitable resources for projects and contributed to budget definition and prioritize portfolio initiatives by adding functional requirements dimensions
Ensured alignment between business strategies, enterprise transformation activities, and technology directions. Execute strategies, policies, standards, and practices while maintaining compliance
Led cross-functional teams including IT, business units, compliance, and external system integrators.
Established Steering Committee reporting, enabling executive-level visibility on progress, risks, financials, and decision points.

Led end-to-end project management for diverse projects including Common Service Centres, Enterprise mobility solution, Lead Management System, and Technology Transformation.

• Successfully managed CSC project, complying with government regulations and ensuring rural India had access to HDFC rural applications
• Led project team for Enterprise mobility solution and integrated sales workflows for Lead Management System project
• Nominated SME on insurance sales, mobility, and web portals for Technology Transformation project, involved in JAD sessions and requirement interviews

• Analyzed systems to understand business processes and workflows
• Acted as liaison between digital business users and development team
• Gathered and translated business requirements into functional specifications by producing clear, consistent, and well-structured instructions and documentation to convey information to stakeholders. Ensure that the functional architecture of solutions is easily understood by others
• Collaborated with QA team to validate test plans and cases