Nirali Patel Marketing Communications Specialist
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1 Nirali Patel Marketing Communications Specialist Writing and Design Portfolio Contact Information Telephone: Location: Dallas, TX Online:
2 Nirali Patel Marketing Communications Specialist Skill Marketing communications development Areas of Expertise Communication Planning and Management Microsoft Office Suite Graphic Design Oral Communication Communications Compliance and Standardization Telephone: Contact Information Location: Dallas, TX Experience 12 years 7 years 12 years 10 years 6 years 12 years Online: Professional Background Nirali is a Marketing and Communications Consultant with 12 years of experience in creating internal and corporate marketing communications material by integrating multiple inputs and translating technical language to a message that addresses the audience s need, while aligning with the corporate objective. Develops content and provides guidance in creating and executing the appropriate communications strategy for each specified project/program. Establishes credibility and works directly with key stakeholders across multiple levels (Executive, Directors, Managers) to obtain raw data for communications development. Manages multiple, complex projects and adapts to timeline shifts due to internal/external forces. Highly innovative and creative in generating communications and stakeholder engagement opportunities. Proficient in MS Office Suite (Word, PowerPoint, and Excel), Adobe Photoshop and Illustrator, Lotus Notes, WebEx, and Jabber Video Select Projects and Roles Communications Consultant, AT&T via Accenture Develop and edit executive-level communication collateral and workforce-level marketing materials for multiple outlets. Ensure alignment of all key messages with program strategy and AT&T culture/tone. Marketing Communications Manager, Cisco Systems Translated technical material and concepts into marketing collateral for a variety of internal stakeholders representing several levels: Senior Executives, Line Managers, and Individual Contributors. Created new and edited existing strategic PowerPoint presentations for executive buy-in by synthesizing multiple inputs into a clear strategic narrative, which included impactful graphics. Created the marketing portfolio and communications guidelines for the Transformation Division. Internal Communications Consultant, Office of the Chief Information Officer at the National Heart, Lung, and Blood Institute (NHLBI) Developed communications documents that established clear communication lines, strategies, and management structure within NHLBI projects. Solicited requirements from a team of scientists to identify and eliminate inefficient practices and implement effective solutions to the NHLBI grant selection process. Communications Consultant, Office of the Associate Chief Information Officer (OACIO) at the Treasury Department Worked with senior-level federal counterparts to improve stakeholder communication and interaction (i.e., Informative PowerPoint presentations and white papers). Presented to Bureau CIOs, Chief Architects, and management staff of various federal agencies. Drafted the communications plan for the contract and the training manual and user guide for the SharePoint collaborative sites. Decreased status reporting cycle from 7 business days to real-time by introducing and implementing SharePoint to key stakeholders. Provided value-added capabilities for the implementation, and led the change management team on the project.
3 Our Vision and Mission THE VISION Accelerate transformational innovation and step change R&D capabilities to win in Dairy and Chocolate. THE MISSION Place PepsiCo at the forefront in Dairy and Chocolate across Innovation, Quality and Compliance. Acquire, adapt and transfer technologies. Make PepsiCo the #1 destination for external strategic partners. Leverage our internal Global R&D capabilities. Introduce best in class functional expertise. Provide extensive training to build technical skills. PEPSICO CONFIDENTIAL 3
4 To: Survey Participants Help Shape the Journey to 2020 CE ATO Culture Survey invitation for Survey Participants throughout AT&T. You have been selected to take part in a very important ATO Culture Survey. As we move towards a more social, mobile and collaborative AT&T, help us shape the culture that drives us to Why should I take the survey? We need your help to measure the success of Capabilities Evolution and Workforce Capabilities Evolution and Workforce 2020 are intended to create a social, mobile and collaborative environment that allows you to provide the right skills at the right time. Do my result matter? What will I be asked? To test if we were successful in creating a culture that: Allows you to challenge the norm and continuously grow your desired skills Supports AT&T Vision, Capabilities Evolution initiative, and Workforce 2020 Yes! Leadership will use the results of the survey to identify gaps in the program and define actions that will help grow your capabilities. Access the Survey 1. Click Here to access the survey. 2. Enter your ATTUID on the login screen. 3. Candidly answer all questions about the ATO culture - it should take about 15 minutes. 4. You can stop and return to the survey at any time. 5. Complete and submit your survey by xx/xx/14. Our goal is 100% participation XX/XX To ensure confidentiality, we are using an independent, third-party to analyze survey responses and results. Your results will be kept completely confidential - no individual responses will be reported. If you have a question regarding this survey, please the Capabilities Evolution mailbox, or contact your supervisor.
5 Product Owner Current roles mapped to future Product Owner Product Owner, Product Owner Delegate, Requirements Engineer, Requirements Lead Key Focus Today Development team s connection to the client Manages client expectations Final acceptance of work product Tomorrow Responsible for overall vision & delivery of application components Owns product backlog & prioritization Drives feature delivery based on timeline & resource constraints Example Key Skills Agile Methodology (Scrum) Executive Communications Negotiation Key Courses *for a complete list, visit the Learning Portal Test-Driven Development Communication, Secrets of Killer Presentations Negotiation Essentials: Avoiding Pitfalls in Negotiations Negotiating Inclusively New Role Conversion A cheat sheet that helps employees compare their current role to the new, consolidated role catalog. Role Definition Represent the customer to the development team. Maintain responsibility for the overall product vision. Aggregate input from users, stakeholders and other interested parties to define the features of the product and translate them into requirements. Own the product features list and prioritize requirements according to market value. Adjust this list every delivery cycle, as needed, to form a single view of prioritized requirements. Manage user expectations while driving trade-off decisions related to features vs. schedule vs. resources to give final approval on delivery cycle commitments and release date. Participate in daily team calls, review daily work product and accept or reject requirements based on acceptance criteria. Requirements Analysis Stakeholder Management Verbal Communications Written Communications Project Requirements & Defining Scope (PMBOK Guide Fifth Edition) Refining & Documenting Requirements Project Requirements & Defining Scope (PMBOK Guide Fifth Edition) World Class Project Governance How to Speak so others will Listen Writing Skills for Technical Professionals Effective Writing Techniques
6 ATO CERT Vision and Member Responsibilities You have been identified as a valuable and critical member of ATO CERT, established to provide leadership input, guidance, and decision-making on key aspects of the Capabilities Evolution Program to ATO CERT Members ATO CERT Vision The ATO CERT will set the direction and a consistent vison for Capabilities Evolution & focus on the mindset shift across all business units to achieve our transformation goals. Key Member Responsibilities As a member of CERT, you will play a key role in creating the vision for and shaping the future of the ATO organization Lead by Example Lead Decide Support Actively lead the ATO transformation in your groups Visibly demonstrate a can do, problem-solving mindset Work with employees to understand the future vision Make & Communicate Key Program Decisions Establish and communicate strategic direction Cascade program information to your groups Approve key decisions (I.E Role Framework) Provide Timely Support to Ensure Success Provide leadership guidance and oversight Allocate resources, as needed, to ensure success Maintain Program momentum in the right direction
7 Workforce 2020 Talking Points Workforce 2020 Accelerator BNCS and CDT are joining forces to accelerate Workforce 2020 as a means to realize Capabilities Evolution. Employees are encouraged to drive their own career and take advantage of the dynamic development opportunities available. Talking points for Directors to introduce Workforce 2020 to their Managers Goals & Approach Our goal is to move engaged and enthusiastic individual contributors to CDT over the next four years. To do this, we need to attract and retain key talent, accelerate Workforce 2020 by building our workforce of the future, immerse new employees in our culture, and demonstrate measurable progress. The leadership team, which includes GMs and Supervisors, all play a key role in accomplishing our goal and bringing our approach to life. Commitment to Workforce 2020 Accelerator Leaving your current team may seem like a risk, but the rewards are great and CDT is committed to the success of Workforce 2020 Accelerator and its participants. Critical roles in strategic areas are available today. Each individual contributor will have the opportunity to grow their skills and have leadership support to explore their options applying their new skills. Those who are interested in a new and exciting challenge are encouraged to 1. Discover and apply for an opening in the program, 2. Expand their skills with Capabilities Evolution, and 3. Evolve into their new role in a strategic business area. Don t be afraid to nominate your high potential contributors; they will maintain a focus on their current deliverables for 6-12 months to drive our collective success. Next Steps By the end of this year, we hope to recruit or refocus ~100 resources with on-boarding and training starting in October/November. GMs and Supervisors are expected to promote this effort, they will be provided with resources and helpful materials in the coming weeks.
8 Illustrates how the Workforce 2020 Accelerator fits into, as well as enhance, the current training program The Workforce 2020 Accelerator Extends the learning framework of Capabilities Evolution with applied learning options Foundational Hands-On On-the-Job 0 Role Based Software Engineer Scrum Master Product Owner Program Manager Open, Social Learning Specialty API Big Data Cloud Digital Domain 2.0 Mobile A network of social and mobile tools to help you grow Android ios Mentoring Guidance from peers in CDT s diverse workforce Job Shadowing Learning from colleague in the role of the future New Work Opportunities
9 Business unit high-level status report: Key activities Div All Oct Nov Dec Jan Feb Mar Div PMO Div Specific Business Unit Status Define Org Future State Determine and Define Roles of the Future Identify Skills & Competencies Map Emerging Technology Training Develop Learning Framework Business Unit Name (Lead) On Track 85% 100% Completed 95% Delivered by Not started - Planned for 2015 Business Unit Name (Lead) On Track 85% 75% 49 roles defined, streamline 20% Delivered by Business Unit Name (Lead) On Track 85% 20% Future Roles Identified 0% Delivered by Business Unit Name (Lead) Late 85% 100% Completed 95% Delivered by Technical Leader & Training Gap Closure Business Unit Name (Lead) Late 90% 95% Roles Identified and defined 95% Delivered by Technical Leader & Onboarding Business Unit Name (Lead) On Track 85% 80% Incorporating into Org 0% Delivered by
10 Survey template for a meet and greet luncheon Firstname Lastname Nickname Nickname Role on Team Role on team Photo Here Where I Live Where I Live Favorite Travel Destination Favorite Travel Destination Favorite Food Favorite food Hobby Hobby A Typical Saturday Afternoon Consists of A typical. Photo Here If I Wasn t Working Here, I Would Be If I wasn t.. Little Known Fact Little known fact
11 Infographic: Executive Buy-In for Process Change in a Technical Support Environment
12 Infographic: Executive Buy-In for Process Change in a Technical Support Environment
13 Infographic: Executive Buy-In for Process Change in a Technical Support Environment
14 ed to all Divisional Managers to obtain buy-in for the change in process
15 ed to all engineers to obtain buy-in for the change in process
16 Logos, graphics, and presentation icons
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