Jan 2022 – Jan 2024 · 2 yrs

Jun 2019 – Dec 2021 · 2 yrs 6 mos

• I am the technical lead for Prime Video Global Catalog. I was responsible for defining the technical strategy for multi year initiative called One Catalog. The One Catalog program unified the five different PV catalogs (DE, JP, UK, US, and ROW) and the two technology stacks supporting these five catalogs. The goal of this program is to (1) improve the CX by eliminating duplicate titles and providing customers in all territories with consistent features and experiences, (2) unify the technology stacks to improve development velocity across Prime Video, and (3) improve the efficiency for Studios and Content operators by allowing Studios to deliver a single-copy of content to Prime Video.
• With this project, I got opportunity to influence all major parts of Prime Video. Technical strategy was defined with decoupling in mind which would allow 1) teams in PV to enrich catalog without needing support from core catalog 2) allow catalog to carry out major re architectures without having to run big program like One Catalog.
• Overall organization size is 600+ with 250+ SDEs.

Oct 2017 – Jun 2019 · 1 yr 8 mos

• Core Trans is the umbrella organization for transportation financial systems. I increased my scope to include complete core trans. It consisted of 300 SDEs.
• I envisioned a new platform called unified shipping solution which would allow federated development, easy self serve and reduced operational load. It required a deep understanding of logistics contract with carrier as well as on the ground logistics processes. I recommended building standard data model and started a working group to drive the standardization. I also recommended modelling carrier specifications and contracts. We were able to solve complex business use cases like disaggregated network and recursive networks.
• I influenced teams within my organization as well as outside of my organization.
• I continued to hire and mentor engineers and managers within and outside the organization

Oct 2014 – Oct 2017 · 3 yrs

• I proposed a radically different way of auditing and payments, code named CLAP . CLAP was a multi-year project that was a fundamental shift in strategy by introducing the concept of auditing at container level instead of at invoice level which would double the auto pay percentage. Additionally, CLAP enabled auto-pay on pay term, which would enable Finance Controllership to continue investigating disputes without being pressurized by impending pay terms. I influenced finance partners to change how they look at invoice auditing, as well as change many of their internal SOPs. Finally, I introduced the concept of automatic dispute detection and resolution via a new component, code named JURY. JURY provides a framework where different resolvers can be plugged in to resolve different classes of disputes. Besides laying down the long-term strategy, I came up with an execution plan that involved iteratively developing, testing and swapping out functionality that both minimized business disruption, and at the same time, enabled continuous system improvement by lowering invoice processing latencies and by improving automatic auditing accuracy.
• During this period, TFS grew from 25 to 75. I was involved in hiring and mentoring senior leadership.

Apr 2012 – Oct 2014 · 2 yrs 6 mos

• Joined as the first SDE - II is a newly formed team called transportation financial systems. As Amazon Logistics grew, business scenarios became complex. Amazon processes invoices from third party carrier like UPS etc. additionally programs like On My Way, I have Space and Ship With Amazon forced us to think differently. I envisioned a platform (BAPS) to support complete invoice life-cycle management capabilities (from creation to validation to auditing to payments), and on top of which both transportation payables and receivables functionalities could be built. This model was contradictory to existing internal and external financial systems, since those treated payables and receivables cases very differently. This was a highly scalable system processing more than 300K+ invoices per week with average line item size of 1000. The largest invoice processed was 25 million line items.
• During this time, I built good understanding of AWS products and capabilities. I also build good understanding of distributed systems and how to build micro services. I introduced engineering excellence best practices and full continuous deployment for BAPS.
• During this period, TFS grew from 4 to 25. I was involved in hiring and mentoring.

Aug 2011 – Mar 2012 · 7 mos · Bangalore India

Aug 2009 – Aug 2011 · 2 yrs · Pune Area, India

• 1.Complete Development and Ownership of change request submission portals for Major Pharmaceutical Client.
• 2.Developed an AJAX and .Net UserControls based framework for web UI customization to change look and feel on the fly, thus saving development time and effort for future enhancements.
• 3.Developed framework to change process workflow on the fly.
• 4.Led a team of 2 developers to understand the sql server architecture and its implications on our product and came out with recommendation document, which is now being used for server configuration and maintenance
• 5.Prioritized and led the efforts on fixing bugs in the product. Active interaction with clients including user education.

Jul 2007 – Jul 2009 · 2 yrs · Hyderabad Area, India

• 1.Develop system to convert existing OAF application in simple excel format for SMBs. This required converting oracle applications forms layout in simple excel format so that SMBs could afford it without the requirement of any consultant.
• 2.Create a new module for oracle HRMS suite which takes in values from existing modules like payroll, benefits, competencies etc and show up all the information at one place. Module also gives option to compare employees and generate reports. This project was also appreciated on web http://www.bersin.com/blog/post/Oracle-Is-Full-of-Surprises-These-Days!.aspx
• 3.Create an automated system to forward port bugfixes.