Aditya Lahade
Building products and digital solutions that turn complex business problems into measurable outcomes.
Seven years across Oracle ERP/Fusion transformation programmes — currently owning requirements, functional design and delivery assurance for the HRMS workstream at Visteon, a global automotive technology and manufacturing group.
Enterprise transformation fails at the definition layer more often than the build layer.
My work sits at the point where a business problem becomes something a delivery team can build. That means getting into the operating process itself — running workshops with the people doing the work, separating deliberate local variation from accidental drift, and writing requirements precise enough that vendors and engineers build from them directly rather than re-interpreting them.
On the Oracle Fusion ERP and HCM programme at Visteon I hold scope, timeline, risk, dependencies and stakeholder communication from business case through go-live and adoption. Requirements stay traceable from BRD through testing to go-live, and scope moves only through structured change control — which is what keeps a definition stable enough for delivery to work against.
The same discipline applies downstream. Test scenarios are designed from requirements rather than from the delivered build, so UAT answers whether the system meets what the business agreed to. KPIs earn their place on a dashboard by supporting a decision. And prioritisation runs on explicit frameworks, because a roadmap has to be defensible to the stakeholders whose requests were deferred.
Impact, measured only where it is verifiable.
Every figure below is drawn directly from documented experience. Where an outcome is real but was never quantified, it is described qualitatively rather than given a number it does not have.
Problems owned end to end.
Nine case studies across enterprise transformation, HR technology, data products, automation and vendor delivery — each structured as problem, discovery, approach, ownership and outcome.
What I bring to a product team.
Five capability areas spanning discovery through to enterprise platform depth. Select an area to see how it applies in practice.
Nine stages, each with real programme evidence.
Select any stage to see how it played out on an actual transformation programme — not a description of the method, but where it was applied.
Business challenge to measurable outcome.
Four roles across automotive technology, global logistics and multi-site operations. Expand any role to see the challenge, the initiative, what was owned, and what resulted.
Six steps, applied consistently.
The same sequence runs whether the output is an ERP transformation, a reporting product or a process automation.
Grouped by where they apply.
The short version.
Full CV available as a download. Summary below covers product ownership, transformation, enterprise technology, data and business analysis experience.
Let's build products that solve real business problems.
Open to product ownership, business analysis and digital transformation roles across enterprise technology, ERP and data.
- /in/adityalahade
- lahadeaditya7@gmail.com
- Phone
- +971 52 691 9520
- Location
- Dubai, UAE