Founder and Principal
Rakayat Nuruddin
Enterprise transformation leader and program architect. He has spent his career inside carve-outs, divestitures, ERP go-lives, and platform programs—and built NSS around what he learned there.
- PMP
- CSM
- ITIL
- Lean Six Sigma Black Belt
Biography
Why he built NSS.
Rakayat Nuruddin founded Nuruddin Strategic Systems after years of leading and supporting the kind of programs that cannot be allowed to fail.
At Public Partnerships, he helped carve the business out of Public Consulting Group—rising from IT project manager to Director of Delivery and Implementation Management on a separation spanning 45+ migrations and a TSA exit. At Integer Holdings, he led program management for the divestiture of Electrochem Solutions to Ultralife. At Hillman, he assessed go-live readiness on an Oracle Cloud ERP program and gave executives an evidence-based recommendation. At Alterra Mountain Company, he managed an ERP and point-of-sale replacement inside the enterprise PMO. At Worldpay, he managed a $150M+ global workforce operating model covering roughly 2,400 workers in more than 15 countries during the company’s separation from FIS, alongside payments programs including debit-routing modernization.
He has also supported ERP and data modernization for a national specialty retailer, and enterprise PMO, Workday, and automation work for a national healthcare revenue-cycle services company. His earlier assignments (2017–2019) spanned HR systems, M&A, and workforce programs: global HR integration during the $1.5B Getronics–Pomeroy merger, workforce and startup planning for XPO operations supporting Amazon, and SAP SuccessFactors testing.
Different industries, different platforms, the same pattern: capable people, serious technology, and ambitious strategies that still struggled to coordinate decisions and execution across organizational boundaries.
The limiting factor is rarely talent or effort. It is the design of the system the work has to move through. NSS exists to design that system—and Rakayat leads every engagement himself.
Where the approach was built
Five programs. One recurring lesson.
- Public PartnershipsCarve-out from Public Consulting GroupSenior technical engagement and IT project manager, promoted to Director of Delivery and Implementation Management.Read the story
- Integer HoldingsElectrochem Solutions divestitureProgram management leadership for the separation.Read the story
- HillmanOracle Cloud ERP go-live readinessProgram leadership support: readiness assessment, risk analysis, and executive escalation.Read the story
- Alterra Mountain CompanyERP and POS replacementSenior project manager in the enterprise PMO.Read the story
- WorldpayContingent-workforce platform and payments programsSenior consultant project manager.Read the story
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.
Recommendations
In the words of people who managed his work.
Rakayat is in the top 1%.
“As someone who has been a PM, Program Manager, and Fortune 500 IT PMO Director for a healthy part of my career, and assessed and/or interviewed over a thousand PMs, Rakayat is in the top 1%. In his last role, he was thrown into a very tricky ERP program/project at a subsidiary that had previously failed multiple times. With laser focus and based on data, he was able to very quickly identify root cause issues and recommend plausible solutions.”
Pete Fisher
Former Fortune 500 IT PMO Director · Managed Rakayat directly · April 2024
His ethics and authentic servant leadership style are genuine and second to none.
“I have had the privilege of working closely with Rakayat on a data center to cloud migration and the divestiture of a $150M company, and I can confidently attest to his outstanding skills, dedication, and professionalism… His ethics and authentic servant leadership style are genuine and second to none.”
Scott Smith, PfMP, PMP
Enterprise Business Transformation Leader · Managed Rakayat directly · November 2023
LinkedIn recommendations written for NSS founder Rakayat Nuruddin before NSS was founded. Shared with permission.
Approach
What he brings to the work.
- Enterprise transformation and PMO leadership
- Program and portfolio architecture
- M&A, separation, and transition assurance
- Governance and decision design
- Technology and workflow modernization
- Data and executive visibility
- Organizational behavior and adoption
- AI augmentation within accountable controls
Professional perspective
A technically correct solution can still fail when:
- Accountability is ambiguous
- Incentives conflict
- Information arrives too late
- Teams interpret priorities differently
- Governance lacks authority
- Workflows ignore how people actually work
- Leaders cannot see emerging constraints
- Change is imposed without building capability
His work connects formal architecture with operational and behavioral reality.
Credentials
Professional credentials and development.
Formal credentials, specializations, and professional certificates—labeled as what they are.
Professional credentials
Project Management Professional (PMP)
Project Management Institute
Certified ScrumMaster (CSM)
Scrum Alliance
ITIL
AXELOS / PeopleCert
Lean Six Sigma Black Belt
ASQ (American Society for Quality)
Certified Revenue Cycle Representative (CRCR)
Healthcare Financial Management Association
Specializations and professional certificates
AI for Business
University of Pennsylvania · Coursera
AI Product Management
Duke University · Coursera
Project Management Principles and Practices
University of California, Irvine · Coursera
IT Leadership
ServiceNow · LinkedIn Learning
Salesforce Administration
LinkedIn Learning
Product Management
Aha! · LinkedIn Learning
Agile Project Management and IT Service Management
Atlassian · LinkedIn Learning
Additional professional development spans HR management, Workday, Microsoft Project, design methods, and change management.
“I built NSS around a simple observation: organizations rarely need another disconnected plan.”
Discuss the problem directly with the principal.
Transformation, program recovery, carve-out, or go-live decision—the first conversation is confidential and carries no obligation.