Growing up in a middle-class family, I learned how to value money since an early age. I realised my responsibilities and I was constantly motivated by the irreplaceable satisfaction that comes after achieving the set goals despite the roadblocks. In college I was involved in activities that came with challenges and strong competitions. As I had to manage these extra-curricular activities and my regular college simultaneously, time management was learnt hands-on. Moreover, the extra-curricular activities imposed additional expenses. So I learnt to manage my expenses including my college fees, hostel fees, mess bill from the merit based scholarship that I received. These years taught me to invest money wisely and it laid the foundation for my future.
During my schooling years as well as in undergraduate college I shouldered responsibilities of leading a group of people to achieve a particular goal. In this process I learnt the art of dealing with multiple minds, understanding every point of view and ensuring a proper flow of communication among everyone that I dealt with. Because of these past experiences, I am sensitive towards the needs and requirements of others.
While working at L&T Realty as Senior Engineer in the Contracts & Procurement Department for all Projects, my primary job responsibilities were of Contract and Vendor Management. In this process, I observed that the Work Orders awarded to various vendors were not monitored post award. Many factors (clauses) considered during contract formation were never looked into once the work started. This posed an impending threat to the monitoring of the works on site. I took the responsibility to initiate the Downstream Contract Monitoring and suggested to conduct the same through Internal Audits.
The first challenge was initiation: It was a completely new process and though the senior employees were aware of the theoretical application of this process, most of them were wary of its practical benefit.
The second challenge was acceptance by stakeholders: The stakeholders of this process were the Heads of various other departments and they were fixated on the existing process.
The third challenge was execution: Since the process was new and I was the only initiator and coordinator, I faced a hard time in getting the teams to send timely reports. I had to coordinate with employees who were senior to me in terms of experience and cadre. I learnt multiple techniques of people management at this stage.
The whole initiative was duly appreciated and recommended by the CEO to be continued on a quarterly basis.
Pursuing my MBA, I aspire to add more to this bundle of experience. Story of my life - So far So Good!
