Ravi Kumar Krishnamoorthy ✓ Verified
Program and Transition & Transformation leader, governing managed-services onboarding from deal review through to operational handover.
Transition & Transformation
OPEN TO ROLESAbout Me
I lead Service Transition and Transformation programs: the work of taking a signed deal and turning it into a running, stable service that the customer and the delivery organisation both trust. That means deal review and due diligence at the front, transition planning and governance through the middle, and hypercare and operational handover at the end.
Most of my fourteen years in IT services has been spent on ServiceNow-led managed-services onboarding for European clients, working through offshore delivery teams. The part I care most about is governance that people actually use, which is why I have written the frameworks my programs run on rather than borrowing someone else's.
JORA CAREER™
Your professional identity.
Ravi Kumar Krishnamoorthy
Transition & Transformation · Bengaluru
Program and Transition & Transformation leader with 29 years of experience overall, 14 of them running ServiceNow-led onboarding and transition programs for European enterprise clients.
JORA Profile Snapshot
Transition and Transformation leader who has managed the complete T&T lifecycle from deal review to account handover, including due diligence, transition planning, go-live, hypercare and operational handover. Established program governance spanning WBS and scope, financial controls, RAID, compliance, contract governance and change control across multi-regional engagements. Delivered multi-million-dollar greenfield transformation programs across Europe through offshore delivery teams.
Education & Experience
Projects & Work
FedEx UK — Service Transition & Transformation
End-to-end T&T program for a European enterprise client: deal review, due diligence, transition planning, go-live, hypercare and operational handover into offshore managed-services delivery.
Georg Fischer, Switzerland — Greenfield Transformation
Multi-million-dollar greenfield transformation program delivered through offshore teams, covering process discovery, integration workshops, delivery-model configuration, foundation-data setup, SIT/UAT, ORR and knowledge transfer.
ITTF — Integrated Transition and Transformation Framework
An end-to-end handbook governing Service Transition and Service Transformation as parallel disciplines, with shared program initiation, governance and financial controls, plus a defined Shadow / Reverse Shadow methodology through hypercare.
Capability Record
Derived from the roles, programmes and work on this page. Each entry names what is evidenced, whether it was owned or contributed to, and when it was last practised.
- Manager Program, Transition and Transformation, DXC (2016–2025)
- FedEx UK — end-to-end T&T programme
- Georg Fischer, Switzerland — greenfield transformation
- Engagement Manager, Onboarding, DXC (2013–2016)
- ServiceNow-led managed-services onboarding
- Client workshops and stakeholder alignment sessions
- RACI and escalation matrices, T&T Client Services Delivery Framework
- Shadow / Reverse Shadow methodology through hypercare, ITTF
- Knowledge transfer to offshore operations teams
- WBS and scope, financial controls, RAID, contract governance
- Multi-regional engagements across Europe
- Process discovery, integration workshops, delivery-model configuration
- SIT/UAT execution and ORR
- Intake, qualification, prioritisation and capacity assessment
- AI & Automation Guide for the Demand Manager
- Senior Consultant, Delivery Excellence, DXC (2011–2013)
Nothing here is asserted separately from the profile above — every line points back to something on this page. This is also the record JORA SCOUT reads, rather than interpreting the prose a second time.
Derived by JORA
You wrote the profile above. This section is worked out from it by JORA — what the work evidences, where it carries, and what would make it stronger. Nothing here is a fact about you that you did not write yourself, and none of it is a score of you as a person.
Profile health
How complete and how current this page is. A measure of the document, not of you.
Updated this month. 1 capability is now dated. Capabilities age whether or not the page changes.
Still missing
- Photographs of the work
- A working way to contact you
- Documents or credentials
Scale & context
What this profile evidences for what you want
Each thing in “Open To”, against what is actually on the page. This describes the profile, not the person — and there is deliberately no readiness score.
Nine years as Manager Program, with WBS, RAID, financial control and executive reporting all evidenced as owned work.
The full lifecycle appears here, from deal review to operational handover, across named European engagements.
Three authored frameworks are strong evidence of advisory capability, but every engagement on this profile was delivered as an employee.
To change thatA single independent or advisory engagement, however short, would evidence consulting as its own discipline rather than an adjacent skill.
Where this transfers
Roles these capabilities read for, beyond the obvious one.
Directions worth considering
Suggestions, not instructions. Ignore any of them.
Framework and practice leadership
Three authored frameworks in active use is rarer than the delivery record itself, and it is the part that scales beyond one person.
NextPackage the ITTF as a teachable practice: a certification path, or a consulting offer built on it.
Platform breadth
The transition capability is strong but demonstrated almost entirely through ServiceNow, which narrows the roles it reads for.
NextOne engagement on a different ITSM platform would remove the single largest qualifier on this profile.
Advisory rather than delivery
29 years and a written body of work suit shaping how transitions are run more than running the next one.
NextPosition the frameworks as the product, and delivery experience as the proof.
Questions this profile invites
What someone reading this page is most likely to probe. Worth having an answer ready.
- How did you handle a transition where the customer's go-live date and your own resourcing plan were in direct conflict?
- The evidence here is ServiceNow-led throughout. How would your approach change on a different ITSM platform?
- What did the Shadow / Reverse Shadow methodology change about hypercare outcomes, in practice?
- Which of the three frameworks has been adopted most widely, and what made the difference?
To strengthen this profile
Honest gaps, and what would close each one.
No document evidences the named client engagements
Client work is under NDA and cannot be published. A named reference from a DXC delivery leader is the only route, and would lift the strongest claims on this profile from asserted to attested.
Certifications are listed but not verified
Adding the PMP, MSP(P), CSM and ITIL certificates lets each be confirmed against its issuing body.
Evidence is concentrated on one ITSM platform
Any non-ServiceNow transition work, however small, materially widens the roles this profile matches.
Currently
Building JORA Nexus, and open to program and transition leadership roles in enterprise service delivery.
Open To
- Program Leadership
- Transition & Transformation
- Consulting
Skills
- Service Transition & Transformation
- Customer Onboarding Governance
- Program & PMO Governance
- ServiceNow-Led Implementation
- Demand Management
- ITSM / ESM Process Design
Achievements
- MSP(P), PMP, CSM, ITIL and SAFe certified
- Delivered programs across Switzerland, UK, Spain and Sweden
- Authored three transition and demand-management frameworks in active use
Connect