Apr 2014 – May 2019 · 5 yrs 1 mo · Bangalore

• Product Program Management/ Portfolio Management Quickbooks Desktop
• Based on Business Priorities (Roadmap) and strategy, quarterly planning across the QuickBooks Desktop Ecosystem for a prioritized backlog for the Quarter. The prioritized backlogs across the 25+ QuickBooks Desktop Ecosystem scrum teams are aligned to strategy which includes both horizontal and vertical initiatives and teams execute towards the same. Reviewing progress of the initiatives, ensuring status updates, mitigating risks, managing dependencies & timely escalations to leadership
• Leading a team of 4 Program Managers, coaching & grooming as appropriate
• Escalation point for scrum teams across the Portfolio
• Handling multiple horizontal technical & product feature initiatives across the QuickBooks Desktop Ecosystem such as Security (oAuth, TLS 1.2, PADSS 3.2 compliance) initiatives, migration of Desktop Services to the cloud (AWS) etc.

Jan 2010 – Mar 2014 · 4 yrs 2 mos · Bangalore

• Program management for Advertising and Data portfolio (multiple products for Display Advertising such as Apt (Guaranteed Delivery), Dots (Apt Db), Beap (Beacon platform) & SOO (Stream of Objects on the Cloud)
• Program management for the Entertainment portfolio (multiple products across the Movies.yahoo.com, Tv.yahoo.com and omg.yahoo.com, legacy entertainment properties)
• APAC lead for the Rally rollout for Portfolio management for Media. This involved getting trained and certified as a Safe Program Consultant (SPC) in the US, co-ordinating trainings and rollout plans for teams in APAC and providing them with the required consultation & guidance.
• Agile Scrum Coach and mentor for teams
• Program management responsibility includes the following across the entire product portfolio:
• Implementing Agile processes across the program scrum teams
• Release planning and management. Launched mobile and internet/ web products and incremental feature releases (high business value) on an on going basis.
• Deep expertise in Agile based Strategic planning for the Program, conversion of the strategic vision into the operational execution plan and managing the Plan of Record. Handled 100+ sprints as scrum master
• Project prioritization, status reviews, status reporting, metrics monitoring and overall health check of the program (Scrum of Scrums)
• Primary contact for stakeholders for the program, point person for Program level escalations
• Monitoring of the Program level issues and risks (mitigation plans), trends in various areas, etc.
• Roadmap & strategic planning
• Communication to stakeholders on current status, regular touch points for obtaining feedback on features, product backlog prioritization etc.
• Working with multiple cross functional and cross platform team leaders to ensure alignment and prioritization of Program level dependencies and feature requests.
• Design, refine, communicate and drive improvement of processes in the Program

Jan 2009 – Jan 2010 · 1 yr

• Key Responsibilities – Manage & deliver all the implementation projects in the product portfolio
• Delivery management responsibility includes:
• Delivery within scope. Scope is different for each of the 8 projects in the portfolio
• Budget & cost control for all the projects
• Delivery scheduling. Multiple concurrent scheduling for all the ongoing projects
• Program management responsibility includes the following across the entire product portfolio
• Program level resource planning, mobilization and allocation
• Multiple project status monitoring and overall health check of the program
• Monthly and quarterly status reviewing of the program with Wipro management
• Critical issue resolution
• Customer Relationship Management responsibility includes
• Ensuring resolution of customer complaints and project issues
• Ensuring customer satisfaction through active role in project and program governance. This includes weekly, monthly, and quarterly reviews.
• Strategic planning for the Program
• Client Expectations management
• Portfolio Management Office
• Status reporting and review of the projects in Programs with the clients on weekly, monthly and quarterly cycles
• Status reporting and review of the projects within Wipro on weekly, monthly and quarterly cycles
• Negotiate and set customer and Internal Metrics to be monitored at Program level
• Monitoring and ensuring Projects and Programs compliance to Process
• Monitoring of the Program level issues and risks, trends in various areas, etc.
• Major Customer Accounts
• Sears, Origin Energy, Harman, National Grid, Arcelor Mittal, Alcatel Lucent, BCG (Boston Consulting Group), Inbev and ATCO.

Jul 2003 – Jan 2008 · 4 yrs 6 mos

• Key Responsibilities
• Overall responsibility of successful Project Delivery within scope, cost, schedule and quality for all projects assigned in client Accounts
• Account level Resource Mobilization and Planning
• Multi Project Status Monitoring and Control
• SLA management
• Monthly and Quarterly Status reviewing
• Critical issue resolution
• Proposal (RFP & proactive) submissions, estimation as per customer requests
• Handling of the large 170 people ODC (peak account size at 270)
• Customer Relationship Management
• Ensure resolution of Customer Complaints and project issues
• Ensure customer satisfaction through active role in project and program governance. This includes weekly, monthly, and quarterly reviews.
• Hosting client visits to the ODC.
• Strategic planning for the account– priorities, growth, induction, areas of focus, client mapping
• Client Expectations management
• Program Management Office
• Managing the entire reporting of the ODC (Offshore Development Center), Weekly, Monthly, Quarterly. Reporting to client as well as reporting to Wipro higher management
• Moving of the ODC activities to the ODC Management tool
• Customer and Internal Metrics to be monitored at project and account level
• Monitoring and ensuring Projects compliance to Process
• Resourcing at the account level for the various areas
• Monitoring of account level issues and risks, trends in various areas, resourcing etc.
• Execution of Account Level Six Sigma projects (Knowledge Retention, Operating Margin improvement projects in 2007)
• Ensuring compliance to operational parameters set by the organization
• Onsite Offshore Team Management
• Managing both the onsite and offshore teams
• Regular communication, team meetings, reviews and escalation management
• Handling and resolution of People issues
• Major Customer Accounts
• Ericsson Hutch, H3G (Hutchinson 3G UK), IDX, Hill-Rom

Nov 1999 – Apr 2002 · 2 yrs 5 mos

• Key Responsibilities
• Overall responsibility of Project planning, monitoring, design and implementation
• Participate in the Knowledge Acquisition and prepare the Standards, Project Execution and Quality Process documents
• Participate in project reviews and ensure Client and Wipro process Compliance
• Key Projects
• Business Process Modeling (Workflow) Framework Innovation, Wipro (October 2001 – May 2002)
• This was an internal initiative based on an idea generated by a person at Wipro. The Business Process Modeling Framework was developed ground up starting with requirements gathering and management using Requisite Pro, Use Case Elaboration, UML modeling in Rational Rose, design using the J2EE framework. Managed a team of 25 people.
• Web Based system that uses 3-tier architecture (HTML, NAS, Java, Oracle Database). Used Rational Rose for design, SVF for reporting, MS Project for planning
• B2B Integration Component Development Wipro, Internal Initiative for Ip (February 2001 – September 2001)
• Wipro B2Bi Components – This was an internal initiative to develop its own B2B integration component framework. It is based on loosely coupled document exchange using Internet Protocols with clearly defined service interfaces that allow organizations to integrate their Business Processes with that of their partners over the Internet. Organizations can integrate business processes like procurement, sales order processing, customer service, customer support, supply chain management etc. with their Business Partners over the Internet. The component framework manages message and document exchange between Business partners using Internet as medium to accomplish a defined Business Process. Configurable service interfaces, ability to specify and configure document types, message types, standard document vocabularies across organizations is the key differentiation of such a framework.