160929 SS CV in WB and ADB Format

Curriculum Vitae (CV)
1. Position:
2. Name of Firm:
3. Name of Expert: Sanjay Suda
4. Date of Birth: 31 August 1957 Citizenship: New Zealand
5. Contact Address: 1-4 Wilford Street, Wallaceville, Upper Hutt 5018, New Zealand
sanjay@sanjaysuda.com
6. Education:
No Degree Institution Year Notes
1 MBA - Finance Faculty, of Management
Studies, University of Delhi
1983 2 years full time post graduate
Masters degree specialising in
Finance
2 B.Sc. Engineering Regional Engineering College,
University of Kurukshetra
1981 5 years full time Bachelors Degree
in Mechanical Engineering
7. Membership of Professional Associations: None
8. Other Training: IBM Mainframe, IBM AS/400, Burroughs 6800 MCP, WFL, MVS,
VM/CMS, OS/VS1, TSO, Pascal, COBOL, JCL, ADABAS, Natural, SuperNatural, Focus,
RPG III, OS/400, UNIX, DB2, Complex Problem Solving, Wharton School of Business
Executive Programme (through Ernst & Young), AIM Methodology, Information Engineering,
PMBoK, ITIL Standards, Structured Methods.
9. Countries of Work Experience: Australia, New Zealand, Indonesia, Ghana, Malaysia,
Macau, Hong Kong, Vietnam, Philippines, Nigeria, United Kingdom, India, Bangladesh,
Azerbaijan, Moldova, Ukraine
10. Languages:
No Language Speaking Reading Writing
1 English Good (native) Good (native) Good (native)
2 Hindi Good (native) Good (native) Good (native)
3 Punjabi Good (native) Fair Poor
4 Bahasa Indonesia Poor Fair Poor
5 Cantonese Poor Poor Poor
11. Employment Record:
From: 2002 To: Present
Employer: Self Employed – Global Reach Consultants Limited
Positions held: Managing Director & Lead Consultant on Projects
From: 2001 To: 2002
Employer: SAP Indonesia
Positions held: Director of Consulting Services
From: 1990 To: 2001
Employer: Ernst & Young, New Zealand

Positions held: Principal Consultant & Associate Partner
From: 1989 To: 1990
Employer: BAKST Consulting, Hong Kong
Positions held: Regional Operations Manager
From: 1988 To: 1989
Employer: Royal Life Insurance
Positions held: Information Services Manager (Australia & New Zealand)
From: 1986 To: 1988
Employer: National Westminster Finance
Positions held: Project Manager
From: 1983 To: 1986
Employer: Tata Consultancy Services
Positions held: Senior Systems Analyst & Project Manager
12. Detailed Tasks
Assigned (2002 to
Present)
Manage and lead large projects
and teams for various clients:
1. Sovereign Insurance, New
Zealand
2. Bank of New Zealand,
3. Asian Development Bank,
Philippines
4. Ministry of Finance, Govt.
of Indonesia,
5. Government of Nigeria
6. PT Indika Energy,
Indonesia
7. IRD New Zealand
8. Chorus New Zealand
9. Govt. of Bangladesh
10. State Statistical Committee
of Republic of Azerbaijan
Focus areas of projects included,
business transformation,
performance improvement,
strategic planning, IT
architecture planning, change
management, international
procurement, programme
management, quality assurance,
organisational change,
information engineering and
enterprise modelling consisting
of data and process modelling,
delivery of large and complex
GFMIS projects for sovereign
Governments (Ghana and
Indonesia)
13. Work Undertaken that Best Illustrates Capability to
Handle the Tasks Assigned
Name of assignment or project: Justice Reform for Govt. of Ukraine
Year: 2016
Location: Kiev, Ukraine
Client: World Bank
Main project features: World Bank wished to develop a detailed
portfolio of projects to assist the Govt. of Ukraine in its effort to reform the
judiciary sector encompassing all activities from court operations, office of
the prosecutor and all institutions related to the judiciary.
Positions held: Subject Matter Expert
Activities performed: Complete a review and analysis of the business
needs and existing ICT environment, identify improvement opportunities
and develop cost estimates for the portfolio of ICT projects to improve
overall business operations.
The scope of the project encompassed all the institutions in the justice sector
across the whole country. Existing business processes and enabling ICT
environment was studied. Improvement opportunities were identified in ICT
governance, ICT operational procedures, ICT skills and capabilities and core
ICT technology solutions encompassing COTS requirements. A portfolio of
potential improvement initiatives for ICT was developed and cost estimates
were provided for each of the ICT improvement initiatives.
Name of assignment or project: Justice Reform for Govt. of Moldova
Year: 2016
Location: Chisinau, Moldova
Client: World Bank
Main project features: World Bank wished to develop a detailed
portfolio of projects to assist the Govt. of Moldova in its effort to reform the
judiciary sector encompassing all activities from court operations, office of
the prosecutor and all institutions related to the judiciary.
Activities performed: Complete a review and analysis of the business
needs and existing ICT environment, identify improvement opportunities
and develop cost estimates for the portfolio of ICT projects to improve

Specialising in World Bank
funded projects (GFMIS &
National Single Window
(NSW)) – preparation of bid
documents, single and 2 stage
procurement, introduction of
good project management
standards and practices, bid
evaluation, contract
negotiations, contract
management, quality assurance
and project monitoring,
alignment of IT with business
needs, capacity building,
planning of transition and/or
modernisation plans,
development of owner estimates
and cost of implementation of
transition plans, risk assessment
and risk attenuation
overall business operations.
The scope of the project encompassed all the institutions in the justice sector
across the whole country. Existing business processes and enabling ICT
environment was studied. Improvement opportunities were identified in ICT
governance, ICT operational procedures, ICT skills and capabilities and core
ICT technology solutions encompassing COTS requirements. A portfolio of
potential improvement initiatives for ICT was developed and cost estimates
were provided for each of the ICT improvement initiatives.
Name of assignment or project: Land Port Modernisation for
Bangladesh Land Port Authority (BLPA) as a component of the Regional
Connectivity Programme of Work
Year: 2016
Location: Dacca, Bangladesh
Client: World Bank
Main project features: World Bank was in the process of preparing the
documentation for various procurement packages to assist Govt. of
Bangladesh Regional Connectivity of which the National Single Window
and the Land Port Modernisation are two major components.
Activities performed: Complete a full review and analysis of the
business needs, determine the ICT architecture that would effectively
support the business needs, prepare detailed technical specifications of ICT
requirements, have these reviewed and confirmed by key stakeholders and
integrate these requirements into a 2-stage bid document to be used for
tender. Prepare terms of reference for all supporting consulting
engagements, primarily business process improvement, change
management and project management and quality assurance. Prepare
owner estimates for all implementation projects including COTS solutions.
Govt. of Bangladesh has 22 land ports of which 10 are currently operational
and 5 of these are operated by private operators. Most of the Land Ports are
on the India border and all trade with Nepal and Bhutan also passes through
these Land Ports. India, Myanmar, Bangladesh, Nepal and Bhutan have
recently signed a number of agreements to improve trade and traffic transition
arrangements through Bangladesh. This requires that all Land Ports within
Bangladesh are modernised with suitable ICT solutions to improve
throughput and operating efficiency of each of the Land Ports. This requires
systems for traffic management, passenger management, goods warehousing
and integration of inspection of goods by multiple government agencies. The
Land Port modernisation initiative seeks to improve the overall operating
efficiency of all Land Ports, improve governance from the head office and
align all policies, procedures and standards with the operations of all sea ports
and river water ports also to enable multi-modal freight as well as road and
passenger traffic that is expected to increase multi-fold in the coming years.
Sanjay was the Lead Consultant to finalise the modernisation plans, business
requirements and the procurement plan for Land Ports modernisation
Name of assignment or project: Modernisation of State Statistical
Committee (SSC) of the Republic of Azerbaijan
Year: 2015
Location: Baku, Azerbaijan
Client: Govt. of Azerbaijan through the SSC
Main project features: World Bank funded project for the modernisation
and improved integrity and accuracy of the official statistics for the Govt. of
Azerbaijan. Required the preparation of the overall modernisation plan that
would then be followed up with the necessary finalisation of loans and
grants for funding of corresponding packages of work

Positions held: Lead Consultant
Activities performed: Complete a full review and analysis of the current
operation for official statistics within Azerbaijan, identify areas of
improvement, define logical components of work for improvement such that
these can be progressed into a structured programme of work. The baseline
for assessing existing organisation for and preparation of official statistics
was the United Nations (UN) General Assembly Resolution 68/261 as
adopted on 29 January 2014. Prepare terms of reference for all supporting
consulting engagements, primarily business process improvement, change
management and project management and quality assurance. Prepare
owner estimates for all implementation projects.
Sanjay applied the GSPBM (Generic Statistical Business Process Model), the
GSIM, Generic Statistical Information Model and the CSPA (Common
Statistical Production Architecture) methods to complete the study of existing
operations for the State Statistical Committee (SSC). Key improvements to
the business areas were identified and the associated ICT functional and
technical requirements were developed. An overall modernisation plan for the
SSC was defined with key initiatives scoped out. The ICT requirements were
integrated into a 2-stage bidding document for later procurement and the
modernisation plan progressed into a staged sequence of improvements for
the business to make the production of official statistics more aligned with
international standards and UN guidelines.
Name of assignment or project: Introduction of National Single
Window to facilitate international trade for Govt. of Bangladesh as a
component of the Regional Connectivity Programme of Work
Year: 2015 & 2016
Location: Dacca, Bangladesh
Client: World Bank
Main project features: World Bank was in the process of preparing the
documentation for various procurement packages to assist Govt. of
Bangladesh with implementation of a National Single Window (NSW)
operation encompassing procurement of a complete ICT solution and
infrastructure as well as setting up of an ICT operation specifically for the
NSW
Activities performed: Complete a full review and analysis of the
business needs, determine the ICT architecture that would effectively
support the business needs, prepare detailed technical specifications of ICT
requirements, have these reviewed and confirmed by key stakeholders and
integrate these requirements into a 2-stage bid document to be used for
tender. Prepare terms of reference for all supporting consulting
engagements, primarily business process improvement, change
management and project management and quality assurance. Identify
potential COTS solutions, and develop owner estimates for all
implementation projects.
Govt. of Bangladesh had a number of different ministries and agencies
involved in providing a diverse set of licenses and approvals for imports and
exports. Existing arrangements were not efficient and had a high cost of
compliance from all traders, brokers and other agencies involved with
international trade. This had undesired impact on the overall economy.
Besides developing the technical ICT requirements and the 2-stage bid
document, Sanjay also reviewed options for the establishment of the NSW
operation and its associated ICT component. Various options were considered
as to the structure and governance of the NSW operation and its relationship
with other Govt. departments and agencies. Possibilities of a Public-Private-
Partnership (PPP) for the ICT operation were also considered. NSW removes
duplication of effort for submission of documents, streamlines the workflow
for import/export activities and allows online access for all purposes in a

secured and efficient manner. It services the needs of a wide base of the user
community from traders, brokers, and students or others seeking aggregated
statistical information. Sanjay was engaged by the World Bank to assist the
team through his experience in all NSW and associated ICT related matters.
Name of assignment or project: Step-back Review of Change
Management within Chorus
Year: 2013
Location: Wellington, New Zealand
Client: Chorus
Main project features: Chorus has been established recently to manage,
maintain and invest in telecommunications infrastructure that is utilised by
a number of Retail Service Providers, including Telecom New Zealand, to
provide value added telecom services to New Zealand users
Positions held: Subject Matter Expert & Consultant
Activities performed: Complete a full review and analysis of the change
management process within Chorus. This involved developing a structured
questionnaire to be used with internal and external stakeholders as well as
a separate questionnaire for a survey of sample staff within Chorus. Carry
out interviews with 35 internal and external stakeholders (external
stakeholders being drawn from the service companies used by Chorus).
Complete the information collection, from interviews and the integrate with
the results from survey of staff, analyse the results, identify problem areas
and recommend corrective actions.
Chorus had been established recently through separation from Telecom New
Zealand and was faced with an enormous task of completing the separation
from Telecom New Zealand, meeting Government requirements for
investment and roll-out of fibre infrastructure throughout New Zealand while
meeting normal challenges faced by any large organisation. It had grown
rapidly from an initial core of 250 people to more than 700 staff and was
facing the pains of such rapid growth. Being a newly established enterprise, it
did not have sufficient organisational maturity and was lacking in common
standards across all operations as well as having to setup new functional areas
from scratch e.g. human resources, finance etc.; such services had been earlier
provided through the Telecom New Zealand operations. Sanjay was a key
member of the team from Better Change that had been tasked to assist Chorus
in doing a quick review of existing change within Chorus to assess how well
was Chorus responding to the key driving factors (external & internal) and
determine if it had sufficient capability and capacity to continue to undergo
the volume of change that was anticipated. This was achieved through
structured interviews with key internal & external stakeholders, a survey of
sample staff from different functional areas and review of existing
documentation. Information was collected on a wide set of topics covering
Leadership, Collaboration within Chorus, existing capability and skills,
methods and approach for delivering change as well as communications.
Information so collected was aggregated, analysed and fed back to the
stakeholders – all findings were accepted by Chorus and a portfolio of
initiatives for immediate and medium/long term improvement was identified
which was also accepted by Chorus. The project was completed in
collaboration with the team assigned by Chorus, in a very short duration.
Name of assignment or project: Programme Management & Quality
Assurance (PMQA) for Implementation of Budget Planning, Execution &
Treasury Systems
Year: 2011 thru 2014 (with short break in 2013 for Chorus project)
Location: Jakarta, Indonesia
Client: Ministry of Finance – Government of Indonesia
Main project features: Implementation of Oracle EBS and Hyperion

COTS solutions for budget planning and treasury operations across the
federal government in over 200 locations for about 5,000 users – overall
transformation of the core business of budget planning and budget
execution for Government of Indonesia and required co-ordination with
multiple suppliers, counterpart teams in 3 different Directorates of Ministry
of Finance plus World Bank – scope of work included preparation of bid
documents and procurement for project needs not fully within scope of
turn-key supplier, establishing a shared services ICT unit, ensuring
compliance to good project management practices and disciplines,
organisational change across the Ministry, substantial change management
effort including training in systems, new processes and standards. Ensure
overall preparedness within the Ministry of Finance to work with and
support the new systems. This involved development of owner estimates for
a number of different initiatives including all COTS solutions for public
financial management.
Positions held: Senior Advisor & Programme Manager (single role)
Activities performed: Lead a team of consultants to assist the client
(Min of Fin) in ensuring ultimate success of the project through supplier
management, controlling work outputs and deliverables and monitoring
risks throughout the project.
The Ministry of Finance (MoF) for the Government of Indonesia (GOI) was
in the process of implementing Oracle EBS and Hyperion COTS solutions for
their Budget Planning & Treasury needs. The project encompassed over 4,000
users across 200 offices of the Ministry of Finance as well as 78 Line
Ministries of the GOI. This involved multiple suppliers, LG CNS for core
solutions and PriceWaterhouse Coopers (PwC) for Change Management and
Communications. Sanjay led a team of international consultants to provide an
over-arching function of PMQA accountable for timely delivery of all
activities and tasks as well as quality of all outputs and outcomes. This
included development of bid documents, completion of procurement and
included development and introduction of good project management practices
and guidance to client staff in adherence and compliance with such practices.
It also involved monitoring of contract compliance from all sides. This was a
very challenging assignment since the role of PMQA did not have a direct
mandate but the client (MoF) was still heavily dependent upon the work done
by the PMQA Team. Where required, Sanjay also provided necessary input as
a subject matter expert in the areas of change managements, IT planning as
well as developing new methods and approaches to keep the overall
programme aligned with the baseline plan. During the project, Sanjay led by
virtue of his depth of knowledge and diversity of experience, providing cover
in multiple areas, as and when required. His opinions were well regarded by
all stakeholders. Sanjay performed the role of an expert in all World Bank
standards and procedures governing the execution of all contracts supported
by World Bank Funding, including all matters pertaining to contract
administration.
Name of assignment or project: Information Management
Year: 2011
Client: IRD New Zealand, Government of New Zealand
Main project features: Development of a strategy and a detailed plan for
ensuring that IRD New Zealand was in compliance with all Government of
New Zealand information management, archival, retrieval and accessibility
procedures and standards. Required assessment of different business units,
nature of information held and managed, key factors influencing storage
and retention of information and current status of information
management techniques, and technology applied. Ensure that a common
framework for Information Management was institutionalized across the
whole department
Positions held: Senior Advisor & Programme Manager (single role)

Activities performed: Lead a team of in-house staff to review current
state, develop future state requirements, obtain stakeholder acceptance and
buy-in, identify transition plan to implement desired future state and train
in-house staff to sustain the on-going implementation of the detailed plan.
Maintain liaison and co-ordinate diverse needs within IRD. This involved
development of detailed business cases encompassing costs of
implementation versus expected benefits to be derived from various
initiatives.
IRD NZ is the primary revenue collector for the Government of New Zealand.
Sanjay was responsible for the development of a comprehensive Information
Management Strategy covering structured and unstructured information
across the whole department. In this role he and his team were expected to
develop an over-arching information management strategy consisting of
principles, policies, standards and procedures, implementation of this strategic
framework across the department, identification and implementation of key
technology enablers that would enable integration of information
management for the organisation and also drive the necessary behaviour
changes for the strategy to succeed. The scope and scale of the project was
very large and complicated. At the start of the project, IRD had over 26
different information repositories with no metadata standards and these had to
be consolidated into a limited number of preferred target repositories with
structured procedures and standards governing all aspects of information
management within the department.
This detailed planning included development of enterprise architecture for
information and document management within the organisation and to
integrate this with existing models used for all other core systems. The
Zachman framework for enterprise modelling was applied for this
assignment. Sanjay completed the initial planning and design and after 9
months on the project handed it over to a replacement as he had been called
back by the World Bank to continue to assist the MoF of the Govt of
Indonesia, a project he had been working on since 2005.
Name of assignment or project: Business Transformation
Year: 2009 thru 2010
Client: PT Indika Energy (public listed company)
Main project features: Establish centres of excellence and shared
services for all Group Companies. Shared services were to be delivered for
ICT, Finance, Human Resources, and Legal Services to various group
companies consisting of Engineering & Construction, Contract Mining for
Coal, Offshore oil exploration, onshore crude processing and river
transportation of bulk energy supplies
Positions held: Programme Director
Activities performed: Lead and provide thought leadership to a team of
in-house staff to ensure successful merger of different operations, utilizing
shared services in place of captive resources, thus saving substantial costs
and providing performance improvement and standardization of
procedures. This involved development of detailed business cases
encompassing costs of implementation (hardware and COTS solutions)
versus expected benefits to be derived from various initiatives.
Indika Energy is a highly diversified group in the business of Energy
infrastructure, resources and services. It owns outright or has majority
shareholding in a number of mining, oil exploration, and engineering firms in
Indonesia. Sanjay was hired as a Project Director to assist Indika Energy in
the establishment of shared services centres for its Information Technology
and other back office services covering financial management, HR, and legal
& compliance activities. In addition, Sanjay was responsible for the detailed
planning for merging operations of new acquisitions into the existing

organisation and operations structure which were under change already,
resulting from the establishment of the shared services centres. The strategy
that was developed by Sanjay was first to establish the shared services centres
that would then develop and implement standards and procedures that would
then be the foundation for absorbing all new acquisitions. During the project
duration, 3 new acquisitions were merged into existing operations. The scope
of work for Sanjay included strategic planning, business process design, and
organisational change management. He worked with a number of third parties
and suppliers and co-ordinated all aspects of the overall business
transformation effort of Indika Energy.
Integration of multiple IT operations with diverse technology and the
establishment of an integrated IT operation required integration of existing
models used for core systems across the different business operations being
integrated and the need to rationalise existing technology architectures such
that a single architecture can be identified as the target for transition and
detailed plans for the necessary transformation can be completed as part of
overall strategic planning
Name of assignment or project: Information Technology Architect
Year: 2007
Location: Abuja, Nigeria
Client: Bureau of Public Service Reform, Government of Nigeria
Main project features: Develop an integrated Information Technology
Architecture for the Federal Government in the areas of Finance, Customs
& Tax Departments, to reduce cost of procurement and operations as well
as provide standardised service levels and performance improvement to
business operations
Positions held: Senior Advisor & IT Architect
Activities performed: Review business needs, identify technology
options, confirm Government preferences and infrastructure needs from
various initiatives already underway, align technology architectures and
prepare a comprehensive procurement plan. This involved development of
detailed cost estimates covering all hardware and software as owners
estimates to be used during procurement for various projects.
This project was an ancillary project to a number of other projects funded by
the World Bank and required development and definition of a standard ICT
architecture that would serve the business needs for the Federal Government
in the areas of Finance, Customs and Tax. Such architecture would then be
used for procurement of standardised technology for a number of different
projects. One of the key challenges was to identify suitable solutions for
widely differing business areas with wide ranging critical success factors.
This required the definition of an overarching ICT architecture that could be
used as a common basis across different government departments.
In addition, Sanjay was required to complete a review of the project status of
the IPPIS project that was being rolled out as a pilot. The review required
confirmation as to the suitability and success of the pilot for a nationwide
rollout of the solution. This nationwide rollout would be based on the ICT
architecture defined above.
The final deliverable for this project were two Bid Documents – one for the
procurement of the LAN/WAN infrastructure for the nationwide rollout and the
other for the extension of the IPPIS solution for use nationwide and in remote
areas.
Name of assignment or project: Integrated Personnel & Payroll
Information System (IPPIS)
Year: 2006

Location: Abuja, Nigeria
Client: Bureau of Public Service Reform, Government of Nigeria
Main project features: Complete bid evaluation of 16 bids, provide
professional advise on Information Technology matters and prepare Bid
Evaluation Report
Positions held: Information Technology & Procurement Advisor
Activities performed: Organise resources from Govt. of Nigeria to
evaluate 16 bids, develop method and approach to complete the work in an
efficient manner, prepare templates to record results of evaluation, guide
the teams through the full bid evaluation process, collate findings into a Bid
Evaluation Report – all accomplished within 12 days since the client was
running out of time for the project
This World Bank funded project was for the procurement and implementation
of an Integrated Personnel and Payroll Information Solution (IPPIS). Sanjay
was invited to work closely with the evaluation team to assist in the drafting of
the Bid Evaluation Report and to also provide advice on technical matters
related to the project. This was a short assignment and one of the key challenges
was to hold the bid opening, complete the evaluation, and submit a draft bid
evaluation report within 12 days. This was achieved successfully to the
satisfaction of all stakeholders.
Name of assignment or project: Independent Validation &
Verification (IVV) Services
Client: Ministry of Finance, Government of Indonesia
Main project features: Modify stage 2 bid documents of a 2 stage
bidding process, ensure bid documents clearly reflected business and
commercial needs, introduce robust bid evaluation criteria, Coach client in
good bid management and evaluation practices, Complete bid evaluation of
a 2 stage bidding cycle for the procurement of a turn-key solution for
Budget Planning & Treasury Operations. It also involved assisting and
preparing the MoF with proper organisation and processes to manage the
project after bid award.
Positions held: Project Director
Activities performed: Lead a team of Consultants to evaluate bids, hold
bidder clarifications, develop addenda for existing bid document, prepare
terms of reference and bid documents for other consulting engagements,
ensure the client team fully appraised of procurement standards and
procedures, assist the client to bridge gaps in evaluation and provide inputs
on best practices to enable an informed procurement. Ensure that client is
fully prepared to manage project after bid award. This involved
development of detailed cost estimates covering all hardware and software
as owners estimates to be used during procurement for various projects
The Ministry of Finance (MoF) project for its Treasury Operations was
funded by the World Bank. The project was to transition the existing Treasury
Operations across the country to a new automated systems solution. The
Independent Validation and Verification Services (IVV) were required to
provide support to all the efforts of the MoF during the two-stage
procurement process as well as the implementation of the solution through a
turnkey contractor. This involved reviewing bidders responses, preparing bid
evaluation reports, holding vendor clarifications, and advising the MoF on all
aspects of the full procurement process.
In addition, the IVV Team also provided support in all areas of business
process improvement, organisational change management and information
technology. This included advising the MoF on key risks, evaluation of
options and guiding their decision making throughout the process of

procurement as well as implementation. During the procurement stage, the
primary effort on the project was to ensure that the MoF was prepared and
ready for the ultimate deployment of new technology. This required a review
of all aspects of their business and close collaboration with client’s staff, other
consultants and advisors as well as the World Bank
During his 3 years on the project, Sanjay successfully led a team of
international consultants for this critical assignment for the MoF and played a
key role of not only the Project Director but also the thought leader for the
team as well as the project for the MoF. He provided assistance and guidance
in the following areas
• Alignment and compliance with World Bank procurement
procedures and standards
• Implementation of project management standards and procedures
• Matters pertaining to organisational change management –
establishment of a dedicated business transformation unit within the
directorate general of treasury to manage the project. This included
the development and introduction of good management practices in
an environment that had no prior experience in such matters
• Review of and recommendations for new business procedures
• Development of various ToRs for necessary consultancy services
• Cost estimation for all project components
• Information Technology and Systems strategic matters
• Preparation of bid documents as per World Bank standards and
procedures
• Completion of a complex 2 stage bidding process and finalisation of
detailed Bid Evaluation Report
During this lengthy assignment, other projects were also completed for Govt
of Nigeria and MediaLab – this was done during periods when there was not
much activity on the assignment.
Name of assignment or project: Express Programme
Year: 2007
Client: MediaLab, New Zealand
Main project features: Develop programmes to commercialise research
carried out in tertiary educational institutes in New Zealand and obtain
Government funding where available
Positions held: Programme Manager
Activities performed: Co-ordinate private and public sector stakeholders
with educational institutions, prepare necessary documentation as per
standards, make presentations and promote concepts, integrate projects into
programmes of work of similar content
MediaLab, an organisation backed by industry, tertiary institutions, and
Government of NZ, had developed a programme of work for the ICT industry
in conjunction with Telecom New Zealand, Alcatel, and Lucent. This
programme of work contained 6 research projects that needed to be
structured, proposals submitted for review and approval by the stakeholders,
and documents prepared to obtain the necessary funds and grants from the
Government.
Sanjay as Programme Manager was responsible for ensuring that the project
concepts were robust, the tertiary institutions were vigorously involved and
the project plans and business cases were developed to support funding
requests from the Government of New Zealand.
Sanjay was invited to work on the programme for a short period based upon his
track record on the PSTN project with Telecom earlier. Sanjay worked on the
programme for an initial period of 5 weeks to ensure that the necessary

structure and plans were developed and then handed over the programme to
another programme manager due to prior commitments.
Name of assignment or project: Office of Information Systems &
Technology (OIST) Restructure
Year: 2005
Location: Manila, Philippines
Client: Asian Development Bank (ADB)
Main project features: Assist the Director of OIST to achieve desired
performance improvement and cultural cohesion within the ICT operations
of ADB
Activities performed: Review OIST operations, identify improvement
opportunities, adjust existing organisation structure, revise procedures and
standards, refine roles and responsibilities, provide training in new
techniques and establish measurable key performance indicators
Sanjay had been working with the ADB since 1996, having successfully
completed 4 assignments between 1996 and 2005. In early 2005 Sanjay was
retained by the ADB to facilitate a total restructure of the Bank’s IT
operations (OIST). OIST had a staff strength of over 200 and was suffering
from a number of years of poor governance and inappropriate expenditures
culminating in a situation wherein other business areas had started to establish
their own little IT operations to obtain necessary support.
Over a period of 9 months Sanjay and his team were responsible for a total
review of the operations, the processes, and the skill sets available;
development of a target organisation structure; definition of new processes
and assessment of available skills and staff. All recommendations were
accepted by the Bank and Sanjay and his team assisted the management to
transition to the new structure and processes while assisting them to recruit
the right skills to populate the new structure.
Name of assignment or project: PSTN Life Cycle Extension
Programme
Client: Telecom New Zealand
Main project features: Review the failure rates of PSTN network
components and identify risk mitigation actions such that the revenue base
of the PSTN network is protected while a new generation network is rolled
out – the PSTN supported NZD3 billion in revenue and the supplier of
infrastructure had stopped manufacturing the components and spare parts,
thus leading to a critical situation for Telecom New Zealand.
Activities performed: Complete a risk profile of failure for the PSTN
network, identify mitigation actions, develop a programme of work for all
risk mitigation actions and ensure appropriate funding is allocated to the
programme of work
After successfully planning the details for multi service core implementation,
Telecom invited Sanjay to lead the planning and research activity to
understand how existing services on the existing PSTN platform could be
extended to maximise the financial returns and allow Telecom to delay large
investments in NGN technology (allowing the technology to mature prior to
investment). This programme required statistical modelling of approximate
2,500 PSTN components and their failure rates, along with review of all
systems applications and business processes and skills within the
organisation. The project was successfully completed within 9 months, at the

end of which a detailed risk profile for extending the PSTN Lifecycle (along
with associated mitigating actions) was approved by the executive. This was a
business critical programme for Telecom and was completed within
established baselines of time, effort, and financial resources. The key to the
success of this programme was the thought leadership provided by Sanjay
throughout the programme. The outcomes from these planning efforts are still
being applied by Telecom New Zealand and the life cycle has now been
extended to beyond 2020 due to this work (as compared to the original
estimate of 2007).
Name of assignment or project: Multi-service Core Implementation
Main project features: Replace the existing telecom services offered
through the PSTN network by new generation technology based upon IP
addressing
Activities performed: Prepare a detailed work plan for transition from
PSTN to NGN network technology and handover to in-house team
This programme is one of the very large programmes within Telecom and
encompassed the full implementation of NGN based services to replace the old
TDM based POTS services. This programme anticipates the eventual
nationwide rollout of IP based and multimedia services for the future. Sanjay
was the Programme Manager to initially structure and complete detailed
planning for the full programme prior to it being handed over to an in-house
Programme Manager.
Name of assignment or project: Immediate Quality Improvement
Plan
Year: 2003
Main project features: Improve quality & reliability of services offered
over the new IP based network – improve customer satisfaction
Activities performed: Identify causes for poor quality of service (QoS),
assess impact of different causes, identify and prioritise corrective actions,
monitor progress of corrective actions and confirm measurable
improvement in QoS
Telecom’s new generation services (IP based services) were suffering from lack
of reliability and poor customer satisfaction. Sanjay was Project Director of a
comprehensive quality improvement programme that identified the various
causes for lack of acceptable service levels and developed appropriate action
plans for addressing the root causes of poor performance. This project was
delivered successfully within 3 months of commencement
Name of assignment or project: Process Improvement
Year: 2003
Client: Bank of New Zealand
Main project features: Improve efficiency and effectiveness of the
lending process within the Bank – covered all retail lending only (excluded
credit cards and commercial lending) – primarily for personal loans and
home mortgages – included debt collection also

Positions held: Lead Consultant
Activities performed: Complete current state assessment of the lending
process, identify causes for delay and identify improvement opportunities,
design new “to be” business process, obtain stakeholder acceptance and
ensure ICT support was able to support the “to be” business process.
BNZ Bank was in the process of reviewing its end-to-end lending process.
Sanjay was engaged as the lead consultant to document and identify possible
improvement opportunities for mortgage lending through the Bank’s branches.
This project was completed in early 2003 within 9 weeks. Sanjay was later
retained to develop the process map for the debt collection process for credit
card as well as retail unsecured outstanding debt. This was done to transition the
existing systems support from Melbourne to Wellington. This project was
completed within 2 months.
Name of assignment or project: Consolidation of Legacy Systems
Location: Auckland, New Zealand
Client: Sovereign Insurance
Main project features: Consolidate the company’s customer and product
base from 16 diverse and disparate legacy systems – required a strategy and
a detailed action plan to be developed – involved procurement & installation
of new infrastructure
Activities performed: Lead an in-house team to review all legacy
systems, identify a preferred target system, devise plans to migrate products
and customers while sustaining business, prepare plans to discontinue
products that had low volumes, ensure efficient usage of existing and new
infrastructure, introduce new technologies where relevant
Sovereign is the largest life insurance company in NZ and is a diversified
financial services provider. Sovereign has over the years, through mergers and
acquisitions inherited a large number of legacy systems that numbered over 16
and supported over 2,000 different products. Sovereign had been attempting to
identify a suitable approach and solution to this problem for over 18 months.
Sanjay was charged with the responsibility of developing an approach and a
detailed plan for the consolidation of all the legacy products and systems such
that the business will realise the benefits as soon as possible. This plan was
developed within 4 months, was accepted by the Steering Committee and the
shareholders, and was implemented using third party resources with appropriate
price and risk sharing. Sanjay's completed his responsibilities on the project by
identifying a suitable third party to deliver against the plan on a fixed price and
risk-sharing basis.
Detailed Tasks Assigned
(2001 to 2002)
Responsible for provision of all
consulting services to SAP
clients in Indonesia. Responsible
for annual revenue targets from
all consulting services, primarily
for planning and implementation
of SAP solution in the
manufacturing, retail and
pharmaceutical sectors in
Indonesia
Work Undertaken that Best Illustrates Capability to Handle
the Tasks Assigned
Name of assignment or project: Multiple assignments
Client: Multiple
Main project features: Line management role responsible for a team of
specialist consultants and sub-contractors providing services to a number of
different clients on a number of different projects
Positions held: Director of Consulting
Activities performed: Lead a team of consultants & sub-contractors,
HR planning for recruitment and retention of skills, assess project needs
and assign resources, ensure client satisfaction from services, generate new

revenue streams through new clients, financial management of the profit
centre
Sanjay was head of the consulting services business unit. In 2001 it had the best
performance of all the consulting services units in the Asia Pacific sector. He
was responsible for over USD100 million in annual revenues delivered through
a combination of over 30 local consultants, contractors, and staff from other
SAP operations. He left this job due to family pressures that forced him to
return to New Zealand in early 2002
(1990 to 2001)
Responsible for the consulting
business of E&Y for retail
banking, and
telecommunications industries –
main projects included
implementation of a nation-wide
ADSL system for AAPT in
Australia, complete business
transformation of a note issuing
bank in Macau, multiple World
Bank projects for transformation
of PT Telkom in Indonesia,
implementation of Govt.
budgeting & Treasury systems
for Govt. of Ghana and
implementation of the motor
vehicle system for Govt. of New
Zealand, review of IT for Asian
Development Bank
Only limited projects listed here
– more details available on
request
Practice Leader for the firm's
banking and finance industry
clients for the information
services function, which
involves managing and
conducting a wide range of
engagements covering all
aspects of information
technology and systems in New
Zealand and SE Asia.
Key areas of expertise in the
work undertaken for clients
covered information system
strategic planning, performance
improvement, implementation
of methodologies and standards
and implementation of new and
emerging technologies to
provide maximum benefits to
organisations.
The work experience
specifically relates to
restructuring information
services function within
the Tasks Assigned
Name of assignment or project: Implementation of ADSL Services
Location: Sydney, Australia
Client: AAPT (subsidiary of Telecom New Zealand)
Main project features: Introduction of nationwide ADSL services for a
telco company whose existing core business was long distance telephony –
required substantial organisational change, introduction of new products
and services and new procedures for retail based service & support
Activities performed: Lead a team of E&Y consultants & in-house
staff, plan the ADSL services and support systems, complete necessary
procurement, drive change within the organisation, implement new
technology and configure ADSL services, enable supporting systems and
integrate with new business processes, deliver necessary training
AAPT - a subsidiary of Telecom NZ, had decided to introduce ADSL services
for its clients in Australia. The programme for implementation of ADSL was
managed by Sanjay Suda from start to finish. This involved the procurement of
CISCO switches, installation of switches at Telstra sites, implementation of
switch and service software, implementation of appropriate management
systems and complete re-engineering of all business processes. The existing
business of AAPT was mostly long distance that was a high value low volume
business whereas provision of ADSL services would have introduced AAPT to
low value and high volume business for the first time. As an example, in
August 2000 AAPT was handling no more than 70 to 80 new connections per
week whereas the introduction of ADSL would require the same organisation
to handle up to 300 new connections per day. This required a complete
overhaul of all management systems and associated business processes
including substantial training for all users. Sanjay was the Programme Director
charged with the responsibility of delivering on strict time frames clearly
defined business outcomes. As a comparison, Telecom NZ spent 24 months for
the introduction of its ADSL service Jet Stream and AAPT wanted it to be
completed in no more than 9 months. This challenging task was completed
successfully by Sanjay in May 2001 and delivered to AAPT for further
extension beyond Sydney and the metropolitan cities
Name of assignment or project: Implementation of Budget Planning
& Expenditure Management System
Location: Accra, Ghana
Client: Ministry of Finance, Government of Ghana
Main project features: Procure and implement nationwide budget
planning and expenditure management systems for Govt of Ghana
Activities performed: Lead a team of E&Y consultants & Government

organisations to make them
more effective and supportive of
business needs and objectives.
During this period Sanjay played
a number of different roles,
practice leader for financial
institutions in NZ, helped
develop the overseas business for
E&Y New Zealand with the
result that by 2002 E&Y NZ
owned half the consulting
practices in Malaysia and Hong
Kong and he was also
instrumental in converting the
PWC practice in Ghana to E&Y.
Trained in and became a leading
expert in the areas of Information
Engineering, Enterprise
Modelling and Business
Transformation
staff, plan for the system, complete procurement within WB guidelines, and
guide the implementation through the turnkey provider, provide quality
assurance and ensure overall preparedness within the Government to work
with new systems
This World Bank funded project aimed to provide automated budgeting and
financial management systems for all the government ministries, departments,
and agencies across the country. The first phase of the project was to
implement the solutions in 7 pilot ministries (across 78 sites in the country)
providing automation for the first time for 80% of the government expenditure.
Sanjay had overall responsibility for the delivery of all systems, procedures,
hardware, software, and training across 700 staff over a period of 18 months.
He was responsible for an international and integrated team from E&Y as well
as the government.
The overall scope of work included finalisation of bid documents and
completion of bid evaluation for selection of the preferred turn-key supplier.
Name of assignment or project: Head Quarter Information
Technology and Office of Computer Services Review Project
Year: 1996
Location: Manila, Philippines
Client: Asian Development Bank
Main project features: Assess effectiveness of Bank’s IT Strategy and
delivery of its outcomes
Positions held: Senior Advisor
Activities performed: Review existing level of services and initiatives,
assess alignment with IS Strategy and business needs, review plans and
architectures, provide a report of detailed assessment and suggested
corrective actions
An internal ADB project with the objective to ascertain the overall
effectiveness of the Information Services business area within the Bank. The
project reviewed the IT Strategy of the Bank as developed in 1992 and
adopted a process view to determine the overall effectiveness. The IS Process
landscape framework was used to assess each major and sub process within
the business area. In addition a complete review of all the technology
components and the organisation structure was also completed.
The project identified potential issues within the IS function and identified
areas of improvement. The project was successfully completed within a very
tight schedule and the final recommendations were seriously reviewed and
some were adopted over a period of time.
Name of assignment or project: Various World Bank Funded
Projects
Location: Bandung, Indonesia
Client: PT Telkom, Indonesia
Main project features: Transition of PT Telkom from Government
Department to State Owned Enterprise and ultimate privatisation of
various components of PT Telkom (Regional Operating Companies)
Activities performed: Review existing level of services and initiatives,
assess alignment with IS Strategy and business needs, review plans and
architectures, provide a report of detailed assessment and suggested
corrective actions

Lead an international team responsible for both components of the project,
establishment of an Office for Programme Management as well as the IS
Strategy components.
A detailed IS Strategy was developed for PT Telkom which included guiding
principles and policies as well as a governance structure. The strategy also
included a detailed outsourcing strategy for IS within PT Telkom. Enterprise
wide data, applications, and technology architectures were also developed for
Telkom. These architectures were to be the basis for all future IS
development and software implementation.
PT Telkom had undertaken a major initiative called T-2001 (which was also
developed by Sanjay in an earlier project) which aimed to move Telkom
towards a World Class Operator Status (WCO) by the year 2001. This
initiative included more than 100 projects with a total investment of
approximately US$ 4 billion. As part of the responsibility for the
establishment of an Office for Programme Management, the project
developed a detailed organisation structure, defined the software needs for
knowledge enablement and sharing across all projects, identified the roles
and responsibilities, developed a detailed training and communications plan
as well as the methods and procedures and performance measures for
programme and project management within Telkom.
Lead an international team responsible for undertaking re-engineering in key
strategic business areas of Telkom. These areas included Customer Contact,
Revenue and Billing and Information Systems. The scope of the assignment
included current state assessment, future state visioning, and value
proposition development aspects in each of the strategic areas. The role also
included responsibility for undertaking re-engineering in the area of Research
& Development and a lead role in the areas of Information Systems and
Business Processes and Systems.
Responsible for conducting a detailed review of a US$180 million software
package implementation project. The software package was to automate
Telkom’s customer services, network management, line fault location, and
billing and revenue collection. The review included business case
development, review of the contracts, project management, and project
implementation.
Development of a framework to manage 160 projects (together referred to as
“T2001”) with a combined value of approximately US$4 billion to focus
Telkom’s achievement towards it’s goal of being a World Class Operator by
the year 2001.
Development of a Communication Strategy for T2001 to ensure effective
communication and support from all of Telkom’s 40,000 employees with a
view to maximising the benefits from T2001.
Responsible for the Information Services Function for this World Bank
funded restructuring project involving managing and working with a team of
consultants and PT Telkom's Restructuring Task Force to critically review PT
Telkom's operations and developing a tailored restructuring approach after
evaluating several options. This project involves recommending how the
following issues could be addressed, in the increasingly changing industry
and economic environment in Indonesia and in the region, and assisting PT
Telkom with implementation:
• meeting the funding requirements for the major development program to
meet the growing demand;
• balance sheet management;
• planning cycle;
• profitability and productivity;
• cost management;
• business processes distinguishing core and non-core activities. Focus on
development, service provisioning, maintenance, operations and network
management;

• quality of service and implications of use of technology as an enabler;
• market segmentation and revenue generation;
• pricing;
• management practices;
• financial and treasury management;
• competition;
• performance measurement; and
• commercialisation meeting stakeholders expectations including
regulatory and legal requirements.
A definition of the future state for the IS Division of Telkom has been
developed along with a practical implementation plan to migrate to the future
state for the IS Division. This has addressed the following issues for the
Division:
• Identification of major IS processes
• Definition of the goals and objectives of the IS Division
• Development of a practical organisation structure
• Association of the IS business processes to the recommended
organisation structure
• Definition of a performance measurement framework
• Development of a business and staffing plan
• Detailed job descriptions
Name of assignment or project: Information Services Restructuring
& IT Strategy
Location: Macau
Client: Banco Nacional Ultramarino SA (BNU)
Main project features: BNU was a note issuing Bank in Macau and was
faced with increased competition from Bank of China resulting from the
planned handover of Macau to China – need to revamp and modernise its
systems and build new data centres
Activities performed: Strategic review of all systems and development
of IT Strategy, Preparation of bid documents and procurement of goods
and services, implementation of selected solutions, process improvement
and change management across the whole Bank
As Programme Director worked with a team of in-house staff to plan, execute
and deliver on all the key initiatives
Upgrading of information systems of a major commercial and note issuing
bank in Macau to improve efficiency and quality of service to all customers.
Project Director for all projects and activities related to the total revamp of all
aspects of information services within the Bank. The following major
projects were successfully completed:
• strategic review of information systems and development of a detailed IT
strategy for the Bank
• preparation of Request For Proposals (RFP’s) for purchase of hardware,
software and services to replace the complete existing IS infrastructure
• evaluation of responses to all RFP’s
• vendor selection and negotiation of all purchase contracts on behalf of
the Bank
• implementation of selected solutions
• re-engineering of business processes to match with solutions being
implemented
• organisation change management to reflect new business processes and
associated responsibilities and authorities.

Besides being a commercial and retail bank, BNU also had note issuing
responsibilities for the Portuguese enclave. In this role the treasury operations
also played the part of the central treasury for the Monetary Authority of
Macau and as the Central Bank maintaining the reserves for all the other
commercial Banks. BNU was also the clearing house for Macau Patacas.
During this project a new data centre was also designed and built by the
Bank. The specifications of the data centre and the supervision of building
the computer room to house the new hardware was also completed
successfully. A new data communications network was also designed and
implemented. The cabling infrastructure was replaced across all the offices.
In short Sanjay completed the responsibility for all aspects of implementation
of new technology and systems selection and integration successfully. The
business areas encompassed during the project were:
• full retail banking
• loans & mortgages
• branch automation
• treasury operations
• international banking
• trade finance and documentary credits
• executive information systems
• general ledger
• accounts payable
• fixed assets register
• integrated customer information file
• note issuing
• coin management
• payment systems (clearing)
The overall IT strategy included development of an enterprise model
including data and process models, preparation of bid documents for
procurement of multiple components (since a turn-key provider approach was
not adopted), completion of procurement for each of the constituent
components – more than 14 and subsequent integration of project schedules
across all suppliers
Name of assignment or project: Implementation of Motor Vehicle
Registration System for New Zealand
Client: Land Transport Safety Authority, Government of New Zealand
Main project features: Replace existing motor vehicle registration
system with a completely new system with new technology and new
processes for citizens to register and buy/sell motor vehicles in New
Zealand
Activities performed: Fully accountable for all aspects of the project
and successful delivery to a tight schedule since the new laws and
regulations were to come in effect and required the new system to be in
place
In this role Sanjay was responsible for the following areas:
• Systems development and its implementation on schedule, including
disaster recovery planning, stress testing and development of all
interfaces e.g. interface to Motocheck, interface to the police data base,
interface to direct mailing systems etc.. Systems development was based
strongly on information engineering models (data and process)
developed as part of the initial planning process.
• Introduction of legislative changes required for the new MVR system.
Government had already enacted the legislation in 1992, but this had to
be brought into action in conjunction with the new systems, which

included new licence labels and new procedures for change of ownership
of vehicles.
• Development of an alternative agency network. As part of the
implementation, NZ Post who had till recently played the role of the only
nation-wide agency network for all MVR transactions, were scheduled to
discontinue registration and plate transactions. Hence a viable network of
alternative agents needed to be established within the project
implementation time frames.
• Responsible for all publicity requirements, which included publicity to a
wide variety of interest groups, direct consumers for change in
procedures, industry interest groups (e.g. motor vehicle dealers) for co-
ordinated effort for the implementation of new legislation and
procedures, other key players e.g. members of parliament.
During this project, Sanjay was responsible for liaison with multiple third
parties to ensure the success of the project. These included:
• Unisys who were the systems integrators for the project and were
responsible for all systems development.
• EDS who were the facilities managers of the hardware installation.
During the course of this project, EDS wanted to relocate the LTSA
machine from Wanganui to Auckland, which was also managed by
Sanjay.
• Ministry of Transport, to ensure that appropriate legislation was enacted
by the Government.
• Hardings, who were the sole suppliers of registration plates.
• Moore, who were responsible for provision of all forms and computer
consumables.
• Personalised Plates Limited, who were responsible for issue of
personalised registration plates.
• Motor vehicle dealers and manufacturers.
• Other motor vehicle interest groups e.g. MTA.
(1989 to 1990)
the Tasks Assigned
Name of assignment or project: Multiple
Location: Hong Kong
Client: Government of Hong Kong
Main project features: Multiple Projects
Positions held: Regional Operations Manager
Activities performed: Responsible for running all consulting projects
and operations for the company in the SE Asian region. Countries covered
included all countries from Singapore to South Korea (excluding Japan).
This responsibility specifically involved managing a large number of skilled
information systems consultants (76 in total) on various projects
throughout the region. The responsibilities also included existing client
management and identification of new business
(1988 to 1989)
the Tasks Assigned
Name of assignment or project: Manager of all IS for the company
Client: None
Main project features: Management of IS Division

Positions held: Information Services Manager
Activities performed: Responsible for activities and tasks of the
information services function for the company. Prime objective to be
achieved was to implement appropriate standards and management
practices such that the company may realise maximum value from
divesting its operations in Australia and New Zealand. This included
restructuring of the IS function and assessment of all planned investment
activities to ensure the value of the business was maximised
(1986 to 1988)
the Tasks Assigned
Name of assignment or project: Funding Systems
Client: None
Main project features: Management of IS Division
Activities performed: Responsible for implementation of a funding
system to replace old technology running on ICL machines. This included
all aspects of business needs analysis, customisation of purchased package
solution, migration of data and implementation including definition of user
procedures and user training.
(1983 to 1986)
the Tasks Assigned
Name of assignment or project: TAMAR Retail Banking System
Location: Plymouth, United Kingdom
Client: Western Trust & Savings Limited
Main project features: Bespoke development and implementation of a
full retail banking and branch management system
Activities performed: Provide support for information systems to all
clients of TCS. A major project was the development of a retail banking
system for a client in United Kingdom. In addition, small systems analysis
and development projects were supported in France, Belgium, Holland and
Luxembourg. These frequently involved provision of technical training in
special software like data base management systems and executive
information systems.
14. Certification:
I, the undersigned, certify to the best of my knowledge and belief -
(i) this CV correctly describes my qualifications and my experience YES
(ii) I am employed by the Executing or the Implementing Agency NO
(iii) I am a close relative of a current ADB staff member NO
(iv) I am the spouse of a current ADB staff member NO
(v) I am a former ADB staff member. NO
If yes, I retired from ADB over 12 months ago N/A
(vi) I am part of the team who wrote the terms of reference for this consulting services assignment NO
(vii) I am sanctioned (not eligible for engagement) by ADB. NO
I understand that any wilful misstatement described herein may lead to my disqualification or
dismissal, if engaged.

Full name: Sanjay Suda Date: 29 September 2016

160929 SS CV in WB and ADB Format

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160929 SS CV in WB and ADB Format