Nirali PatelMarketing Communications Specialist

Contact Information

Telephone: 972-896-9495

Email: NiraliTexas@yahoo.com

Location: Dallas, TX

Online: www.linkedin.com/in/niralicommunications

Writing and Design Portfolio

Nirali PatelMarketing Communications Specialist

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.

Areas of Expertise

Skill Experience

Marketing communications

development

12 years

Communication Planning and

Management

7 years

Microsoft Office Suite 12 years

Graphic Design 10 years

Oral Communication 6 years

Communications Compliance and

Standardization

12 years

Contact Information

Telephone: 972-896-9495

Email: NiraliTexas@yahoo.com

Location: Dallas, TX

Online: www.linkedin.com/in/niralicommunications

3PEPSICO CONFIDENTIAL

Our Vision and Mission

THE MISSIONPlace 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.

THE VISIONAccelerate

transformational

innovation and step

change R&D

capabilities to win in

Dairy and Chocolate.

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 2020.

• Allows you to challenge the norm and continuously grow your desired skills

• Supports AT&T Vision, Capabilities Evolution initiative, and Workforce 2020

What will I be asked?

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.

Why should I take the survey?

If you have a question regarding this survey, please email the Capabilities Evolution mailbox, or contact your supervisor.

To: Survey Participants

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.

Access the Survey

Help Shape the Journey to 2020

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.

XX/XX

Yes! Leadership will use the results of the survey to identify gaps in the

program and define actions that will help grow your capabilities.

Do my result matter?

We need your help to measure the success of Capabilities Evolution and Workforce 2020.

To test if we were successful in creating a culture that:

Our goal is 100% participation

CE ATO Culture Survey Email invitation for Survey Participants throughout AT&T.

Product Owner

TomorrowKey Focus

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.

Current roles mapped to future “Product Owner” – Product Owner, Product Owner Delegate, Requirements Engineer, Requirements Lead

• Development team’s connection to the client

• Manages client expectations• Final acceptance of work

product

• Responsible for overall vision & delivery of application components

• Owns product backlog & prioritization

• Drives feature delivery based on timeline & resource constraints

ExampleKey Skills

Key Courses*for a complete list, visit the Learning Portal

Agile Methodology (Scrum)

• Test-Driven Development

Executive Communications

• Communication, Secrets of Killer Presentations

Negotiation • Negotiation Essentials: Avoiding Pitfalls in Negotiations

• Negotiating Inclusively

Requirements Analysis

• Project Requirements & Defining Scope (PMBOK® Guide Fifth Edition)

• Refining & Documenting Requirements

Stakeholder Management

• Project Requirements & Defining Scope (PMBOK® Guide Fifth Edition)

• World Class Project Governance

Verbal Communications

• How to Speak so others will Listen

Written Communications

• Writing Skills for Technical Professionals• Effective Writing Techniques

Today

New Role ConversionA cheat sheet that helps employees compare their current role to the new, consolidated role catalog.

Email to ATO CERT Members

ATO CERT Vision and Member Responsibilities

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.

As a member of CERT, you will play a key role in creating the vision for and shaping the future of the ATO organization

ATO CERT Vision

Key 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

Lead by Example

• 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

Lead Decide Support

Talking points for Directors to introduce Workforce 2020 to their Managers

Workforce 2020 Talking Points

• 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.

Workforce 2020 Accelerator

Next Steps

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, immersenew 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.

• 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.

Illustrates how the Workforce 2020 Accelerator fits into, as well as enhance, the current training program

Role BasedSoftware EngineerScrum MasterProduct OwnerProgram Manager

0

Android

iOS

SpecialtyAPIBig DataCloud

DigitalDomain 2.0Mobile

Job ShadowingLearning from colleague in the role of the future

MentoringGuidance from peers in CDT’s diverse workforce

Foundational Hands-On On-the-Job

Open, Social Learning

New Work Opportunities

Extends the learning framework of Capabilities Evolution with applied learning options

The Workforce 2020 Accelerator

A network of social and mobile tools to help you grow

Business unit high-level status report: Key activities

Business Unit StatusDefine Org

Future StateDetermine and Define Roles

of the FutureIdentify Skills & Competencies

Map Emerging Technology Training

Develop Learning Framework

Business Unit Name(Lead)

On Track

85%100%

Completed95% Delivered by _______ Not started - Planned for 2015

Business Unit Name(Lead)

On Track

85%75%

Target End – MM/DD49 roles defined, streamline

20% Target End – MM/DD

Delivered by _______

Business Unit Name(Lead)

On Track

85%20%

Target End – MM/DDFuture Roles Identified

0%Target End – MM/DD

Delivered by _______

Business Unit Name(Lead)

Late 85%100%

Target End – MM/DDCompleted

95%Target End – MM/DD

Delivered by _______Target End – MM/DD

Technical Leader & Training Gap Closure

Business Unit Name(Lead)

Late 90%95%

Target End – MM/DDRoles Identified and defined

95%Target End – MM/DD

Delivered by _______Target End – MM/DD

Technical Leader & Onboarding

Business Unit Name(Lead)

On Track

85%80%

Target End – MM/DDIncorporating into Org

0%Target End – MM/DD

Delivered by _______

Oct Nov Dec Jan Feb Mar

Div – All

Div Specific

Div – PMO

Survey template for a meet and greet luncheon

Firstname Lastname

Nickname

Nickname

Role on Team

Role on team

Where I Live

Where I Live

Favorite Travel Destination

Favorite Travel Destination

Favorite food

Favorite Food

Hobby

Hobby

A typical….

A Typical Saturday Afternoon Consists of…

If I Wasn’t Working Here, I Would Be…

If I wasn’t…..

Little known fact

Little Known Fact

Photo Here

Photo Here

Infographic: Executive Buy-In for Process Change in a Technical Support Environment

Infographic: Executive Buy-In for Process Change in a Technical Support Environment

Infographic: Executive Buy-In for Process Change in a Technical Support Environment

Emailed to all Divisional Managers to obtain buy-in for the change in process

Emailed to all engineers to obtain buy-in for the change in process

Logos, graphics, and presentation icons