Lean Six Sigma leader, Cyber & Data Resilience
Kroll · Bengaluru
The Lean Six Sigma Black Belt Leader is a full-time leadership role responsible for advancing operational excellence across CDR service lines and internal functions. The position will lead high-impact process improvement and transformation initiatives, applying Lean Six Sigma methods to simplify workflows, improve quality and throughput, reduce cost and process variability, and build scalable operating models across global delivery teams.
Based in Bangalore and reporting directly to the Chief Operating Officer, CDR, this leader will partner closely with Cyber operations leadership, technology and platform teams, and global capability center stakeholders. The role combines hands-on Black Belt expertise with enterprise influence, change leadership, coaching, and disciplined benefits realization.
Key Responsibilities
Lean Six Sigma and Process Excellence
Lead end-to-end DMAIC, Lean, and structured problem-solving initiatives across CDR operations.
Assess current-state processes, define future-state designs, and translate findings into prioritized implementation roadmaps.
Drive process standardization, SOP development, control plans, governance routines, and clear process ownership.
Define operational KPIs, baselines, targets, and measurement approaches to sustain improvements.
Redesign workflows to reduce manual touchpoints, rework, waste, handoffs, and process variability.
Build scalable, repeatable operating models that can be adopted across service lines and global delivery locations.
Validate and track realized business benefits, including productivity, quality, cycle time, capacity, and cost improvements.
Transformation Portfolio Leadership
Own and manage a portfolio of process excellence initiatives aligned to CDR strategic and operational priorities.
Facilitate workshops, value-stream mapping sessions, root cause analyses, and executive decision forums.
Identify interdependencies, risks, barriers, and resource requirements, and escalate decisions with clear recommendations.
Develop business cases and implementation plans that connect operational improvements to measurable business outcomes.
Ensure solutions are embedded through effective change management, stakeholder engagement, training, and sustainment plans.
Automation and Platform Efficiency
Identify and prioritize automation opportunities across service delivery and internal workflows.
Partner with technology teams to design and implement solutions using Power Platform, workflow, and orchestration tools.
Ensure automation is supported by sound process design, appropriate controls, defined ownership, and measurable outcomes.
Promote practical use of data and technology to eliminate low-value work and improve employee and client experience.
Data, Metrics, and Decision Intelligence
Build and improve operational dashboards, performance reporting, and management information.
Strengthen data quality, metric definitions, reporting standards, and governance frameworks.
Use data analysis to identify performance gaps, isolate root causes, test improvements, and support decisions.
Create transparent reporting on initiative status, realized value, risks, and sustainability of results.
Stakeholder and Change Leadership
Partner with CDR and Cyber operations leaders, service line leaders, IT and platform teams, and global delivery teams.
Lead cross-functional transformation initiatives that span organizational, geographic, and technology boundaries.
Influence senior stakeholders through fact-based insights, structured recommendations, and clear trade-off decisions.
Build commitment to new ways of working and foster a culture of continuous improvement and accountability.
Team Leadership and Capability Building
Provide direction, review, and coaching to process improvement practitioners and junior resources.
Build Lean Six Sigma capability through coaching, practical toolkits, training, and project-based mentoring.
Establish consistent delivery standards, quality expectations, and governance for improvement initiatives.
Develop a sustainable pipeline of improvement opportunities and internal change leaders.
Required Qualifications and Experience
8-12 years of experience in operations excellence, Lean Six Sigma, business transformation, or a related discipline.
Lean Six Sigma Black Belt certification required; Master Black Belt certification is an advantage.
Demonstrated success leading complex, cross-functional process improvement initiatives at scale.
Strong expertise in DMAIC, process mapping, value-stream mapping, root cause analysis, waste elimination, control planning, and benefits tracking.
Experience improving internal operations and designing standardized, scalable operating models.
Hands-on experience with Microsoft Power Platform, including Power Automate and Power Apps.
Experience with business intelligence tools such as Power BI or Tableau.
Working knowledge of Python, data preparation, or analytical methods is advantageous.
Experience driving transformation across global or GCC delivery environments.
Strong stakeholder management, facilitation, executive communication, and influencing skills.
Ability to work effectively across operations and technology teams and to convert ambiguity into clear action plans.
Bachelor's degree in business, engineering, operations, technology, or a related field; an advanced degree is advantageous.
Leadership Profile & Measures of Success
Enterprise-minded leader who connects process improvement to strategic, financial, client, and employee outcomes.
Hands-on change agent who can move from analysis to implementation and sustained adoption.
Data-driven problem solver with strong judgment, curiosity, and attention to detail.
Credible coach who raises capability while holding teams accountable for results.
Collaborative and inclusive leader who works effectively across cultures, functions, and locations.
Delivery of measurable improvements in cycle time, quality, productivity, cost, capacity, and process stability.
Adoption and sustainability of standardized processes, controls, and operating models.
Quality and transparency of the transformation portfolio, governance, and benefits reporting.
Growth of internal Lean Six Sigma capability and a stronger continuous improvement culture.
Effective partnership with CDR leadership, service lines, technology teams, and global delivery stakeholders.
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