Selected work

The programs that built the NSS approach.

Before founding NSS, Rakayat Nuruddin led and supported carve-outs, divestitures, ERP go-lives, and platform programs at Public Partnerships, Integer Holdings, Hillman, Alterra Mountain Company, and Worldpay. The same failure patterns kept appearing—so did the fixes. NSS turns those fixes into a repeatable system.

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Work performed by NSS founder Rakayat Nuruddin as an employee or consultant before founding NSS. These organizations are not NSS clients and do not endorse NSS.

45+

migrations in the Public Partnerships carve-out

5 → 2

CRM platforms consolidated in that separation

platforms separated in the Electrochem divestiture

~2,600

contingent workers on Worldpay's platform

Public Partnerships · Health and human services · enterprise carve-out

Carving Public Partnerships out of Public Consulting Group

Context: Public Partnerships LLC separated from its parent, Public Consulting Group. The business needed its own Azure infrastructure and DevOps, CRM and Dynamics 365 platforms, virtual desktops, and contact-center technology—plus an exit from transition services and a parallel UK separation workstream.
System challenge: Technical milestones alone could not show whether the separated business was ready to run on its own. Readiness had to be proven across technology, operations, vendors, and people at the same time.

A divestiture is not complete when the systems move. It is complete when the separated organization can operate independently.

Rakayat's role

Senior technical engagement and IT project manager, promoted to Director of Delivery and Implementation Management.

Scope and complexity

Approximately $25M program with 5 project managers and 12 workstream leads
45+ application, database, and file-share migrations
Application portfolio rationalized from 250+ to roughly 150
CRM platforms consolidated from 5 to 2
Dry-run rehearsal and production cutover in December 2023, sequenced to the TSA exit

Integer Holdings · Medical technology and industrial · divestiture

Divesting Electrochem Solutions from Integer Holdings

Context: Integer Holdings sold its Electrochem Solutions business to Ultralife Corporation. HR, payroll, ERP, and collaboration platforms all had to separate cleanly, with the transaction closing on October 31, 2024.
System challenge: Close was only the midpoint. Operational independence depended on transition services that continued into the following year, and on a receiving organization absorbing substantial platform change.

Plan the transition around the organization that will run the business afterward, not around the transaction calendar.

Rakayat's role

Program management leadership for the separation.

Scope and complexity

Workday, ADP, Dayforce, Oracle ERP, and SysPro in scope
Microsoft 365 tenant separation
TSA exit extending into 2025

Hillman · Distribution and hardware · ERP transformation

Go-live readiness for Hillman's Oracle Cloud ERP program

Context: Hillman Solutions Corp. was implementing Oracle Cloud ERP with a systems-integrator partner. As go-live approached, leadership needed an objective read on whether the business was genuinely ready.
System challenge: Status reporting and readiness evidence told different stories. The decision had to rest on formal exit criteria and evidence—not on schedule pressure.

The most valuable status report is the one that says “not ready” early enough to change the outcome.

Rakayat's role

Program leadership support: readiness assessment, risk analysis, and executive escalation.

Scope and complexity

Readiness measured against formal go-live exit criteria
Risk analysis across Oracle configuration, data conversion, integrations, and cutover
Executive decision memo with a clear recommendation

Alterra Mountain Company · Hospitality and travel · platform modernization

Replacing ERP and point-of-sale systems at Alterra Mountain Company

Context: Within Alterra Mountain Company's enterprise PMO, Canadian Mountain Holidays needed to replace its ERP, retail, hospitality, and point-of-sale systems—a replacement that earlier efforts had not completed.
System challenge: The program's own history was a constraint. Credibility had to be rebuilt through visible control and evidence of progress, not optimism.

When a program has stalled before, the first deliverable is not a plan. It is evidence that this time the work is controlled.

Rakayat's role

Senior project manager in the enterprise PMO.

Scope and complexity

Dynamics 365 Business Central and the LS Central suite
Payments integration and Dynamics CRM
Azure DevOps delivery under OnePlan portfolio governance

Worldpay · Payments · workforce systems during a corporate separation

A global contingent-workforce platform for Worldpay

Context: As Worldpay separated from FIS, it implemented a vendor-management system and managed-service-provider model for a contingent workforce spanning four countries.
System challenge: Policy, supplier, finance, and system changes had to move together across jurisdictions—while the enterprise itself was being restructured around the program.

Workforce systems are operating models in disguise. The platform is the easy part; the decision rights around it are not.

Rakayat's role

Senior consultant project manager.

Scope and complexity

Approximately 2,600 contingent workers
United States, Canada, United Kingdom, and India
Beeline VMS and Pontoon MSP operating-model implementation

Illustrative pattern · Illustrative pattern · knowledge-intensive operations

Designing an AI-enabled research and review workflow

Context: A business process relied on manual research, document review, repetitive synthesis, and informal quality checks.
System challenge: The workflow lacked consistent inputs, review criteria, source traceability, and exception handling—so automating it would have scaled its weaknesses.

The unit of AI transformation is not the prompt. It is the workflow.

Focus

Workflow architecture and human–AI responsibility design.

Scope and complexity

Source validation and classification
Human judgment and escalation checkpoints
Evidence retention and quality assurance

Breadth

Selected experience themes.

Enterprise transformation and PMO leadership
Mergers, divestitures, carve-outs, and TSA exits
Payments and financial-technology programs
Global workforce-system implementation
ERP, HRIS, POS, CRM, and cloud modernization
Go-live readiness and program recovery
Executive reporting and decision systems
AI-assisted workflow modernization
Multi-vendor and multi-country delivery

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