Shubham
Yadav

Part of a dedicated off-cycle standardisation team within JLR's R&D environment — authoring requirements, facilitating requirements workshops, and supporting Agile adoption while influencing without formal authority across engineering, validation, and programme teams.

• Generated and standardised engineering requirements across company-wide R&D programmes — authored and standardised technical documentation ensuring consistent interpretation across multiple programme teams and technology partners.
• Facilitated requirements workshops with engineering and commercial stakeholders, capturing and prioritising technical constraints against programme milestones — closing a historically fragmented feedback loop between R&D and business units.
• Supported Agile adoption within a traditional V-Model engineering team — contributed to Scrum-adjacent ceremonies and JIRA-based task tracking, improving delivery visibility while influencing without formal authority.
• Maintained RAID logs for own workstream deliverables, developing hands-on familiarity with risk identification, dependency tracking, and escalation frameworks used across the wider programme.
• Coordinated with senior managers across Systems Engineering to communicate requirements status, flag technical dependencies, and support programme governance activities.

7 years owning end-to-end programme delivery across a portfolio of 10+ projects, including 6 major OEM product launches across 5 Tier-1 brands — accountable for schedule, OEM client relationships, and supplier readiness from RFQ through DVP, APQP, PPAP, homologation, and mass-production ramp-up.

• Owned end-to-end programme delivery across 10+ concurrent projects including 6 major OEM launches across 5 Tier-1 brands — accountable for schedule, OEM relationships, and supplier readiness from RFQ through DVP, APQP, PPAP, homologation, and mass-production ramp-up to ~50,000 units/month.
• Acted as primary OEM relationship owner (SPOC) across all technical and commercial workstreams — coordinating a cross-functional team of 10–15 across R&D, Sales, Production, and QA to meet tight OEM launch windows with zero-defect delivery.
• Secured OEM approval for a high-visibility product in the first review cycle through targeted programme optimisation and zero tooling capital investment — one of six on-time launches delivered across tenure.
• Delivered a high-ROI change management programme consolidating fragmented legacy material lineups — leading change control, BoM alignment, and supplier readiness governance to achieve 50% improvement in production changeover efficiency with zero CapEx.
• Built and maintained integrated programme plans mapping engineering milestones to business readiness gates; introduced structured governance forums and NPI discipline that measurably improved delivery speed and documentation accuracy.
• Defined programme KPIs and led benefit-realisation tracking across all six launches, providing structured progress reporting to senior leadership and OEM partners throughout each lifecycle.