Jashwitha Nuthalapati

JashWithA

I build the enterprise planning systems that tell a business whether it can deliver on a commitment — before it makes one.

The whole is the point — in how I work, live, and think.

Open to roles in Enterprise Planning and Business Operations.

View my work View Resume

Demand visibility

66% → 95%

2023–2026, across 9 subsystems and 27 countries

Engineering cycle time

80h → 8h

a core process, automated across 5 product lines; company gold medal

Data sources unified

50+

demand, capacity, budget, headcount and actuals in one planning view

IBP model

Approved

for the Surface business unit, by the president, for MVP

in how Iwork

What I Do

I bridge the gap between strategy and execution.

Program Manager, Engineering Planning & Strategy · TechnipFMC · Houston

Engineering → Operations → Planning → Strategy

Today I program-manage planning for an engineering organisation of 6,000 people across 27 countries: the S&OP that shows what's coming, the scheduling that checks it can be delivered, and the reviews where leaders decide what to commit to.

What I do, continued

Projects

What I Built

I build the structures that make systems work.

Seven projects, one recurring question: can this organisation actually deliver what it commits to?

Featured work

Visibility

2023 – PresentS&OPPlanning

Engineering S&OP System

The process structure that made planning visible

9 subsystems. 6,000 engineers. 27 countries. The data existed. The structure didn't. So we built it, and took demand visibility from 66% to 95%.

→

Integration

2023 – PresentSystems DesignDigital

Integrated Planning Platform

The platform that made the planning data usable

S&OP had structure. But no one had a single view to decide from. Built the integrated planning ecosystem, 50+ data sources into one platform, that shifted leadership from data gathering to decision making.

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Feasibility

2024 – PresentPlanningExecution

Integrated Execution Scheduling

Where commitments meet delivery capacity

Tender inaccuracy and execution plan changes drove over 45% of value destruction. Built a scheduling framework that connects what is committed at tender to what is planned for delivery. Rolling out across 7 subsystems; 6 complete.

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Alignment

2025IBPStrategy

IBP for the Surface Business Unit

Where functional planning meets strategic alignment

Every function had priorities. The business had its own. IBP asked if they were ever the same. Proposed a three-anchor model that brought every function into one planning cadence. Approved by the president for MVP.

→

What I built, continued How I build

The pattern underneath

Feasibility Driven Planning

A fixed spine. Flexible everywhere else.

Most integration programmes try to standardise everything. This fixes only the spine (shared data structure, definitions, and review architecture) and leaves execution flexible, so the system survives reorganisations and tool changes.

Read the case study: Feasibility Driven Planning

How it connects