Avinash K. Email & Phone Number

Glenhaven, Nsw, Au

Australia

As a Delivery Manager, I oversee the delivery of key software initiatives across multiple squads, ensuring that teams deliver high-quality products aligned with business objectives and customer needs. Key Responsibilities:1. Lead cross-functional teams in delivering software initiatives, including enhancements to the Stan app for the Olympics live streaming, aligning deliverables with business goals from ideation till user adoption. 2. Manage the agile delivery process, utilising Scrum and Kanban methodologies to refine and prioritise tasks, ensuring teams are focused on delivering customer-centric value. 3. Collaborate with Product Owners and stakeholders to ensure cohesive product development aligned with both platform objectives and end-user experience.4. Foster a culture of continuous improvement through regular team process reviews and adjustments. 5. Evaluating release success by tracking user adoption, technical incidents, and app store ratings. 6. Overseeing partner relationships (e.g. Google) and technical integrations such as new device onboarding, integration issues, and any partner specific requirement. 7. Conduct workshops and provide coaching to product owners, bolstering skills in backlog prioritisation and agile practices. 8. Oversaw multiple teams, facilitating key agile ceremonies such as Sprint Planning, Sprint Reviews, and Kanban cycles.

Sydney, Australia

Principle Business Consultant at Broadcast Australia (BAI) working on the transformation portfolio, primarily focusing on replacing BMC Remedy with ServiceNow. 1. Led the transformation project replacing BMC Remedy with ServiceNow, working closely with stakeholders to ensure smooth adoption of the new platform. 2. Facilitated workshops with executive-level stakeholders, guiding them through change management strategies, training plans, and adoption roadmaps. 3. Defined end-to-end ITMS processes in collaboration with UK and AU stakeholders. 4. Spearheaded the creation of RFI/RFP documents for selecting ServiceNow, ensuring alignment with business processes and long-term strategic goals. 5. Managed stakeholder expectations throughout the transition and coached teams on agile principles to increase transparency and deliver value iteratively. 6. Conducted comprehensive data fl ow scoping activity across multiple business units. 7. Developed and delivered custom training content for stakeholders, addressing specific business processes and ensuring team readiness for platform migration.Key Achievements : 1. Successfully managed the adoption of ServiceNow, ensuring both customers and delivery teams were aligned on project goals and deliverables. 2. Established a high-performance DevOps team and implemented lean resource planning for FY20 and FY21 service operations programs.

Sydney, Australia

Seconded into New Development program as Iteration Manager for Salesforce program to manage incidents and enhancements from the initial release and continued to as Iteration Manager for delivering projects under Salesforce program.1. Project Management oversight for all phases of the delivery from Capabilities and Epic definitions through to BAU Hand-over to Operations and production stability.2. Stakeholder Relationship Management with demanding Project Sponsors and Business stakeholders.3. Project financial planning, forecasting, estimation and tracking planned vs actual spend. 4. Implement agile mindset and culture for scheduling, task allocation and work breakdown management to ensure efficient resource utilisation. 5. Scope, timeline and budget negotiation with business stakeholders to ensure business value is delivered within the scheduled timeframe.6. Provide status reports to stakeholders and project management team on key metrics to ensure cohesive understanding of delivery progress, risks, issues and/or variances7. Guided and helped the team to continuously improve team processes and framework through vibrant approaches such as; hot air balloon retro, early war rooms for testing, coffee scrums.8. Ensure the team remains focused on priorities and are aligned to the roadmap, and that backlog and release plans are on track and maintained.9. Coaching and removing impediments that are blocking team to meet sprint goals, for example managing scope creep introduced by stakeholder’s mid sprint impacting team momentum and delivery.10. Led and facilitated various Program Increment (PI) planning, PI review and Increment Release events.

Sydney, Australia

1. Key player in establishing scrum framework in nbn agile transformation by working with agile coaches and waterfall delivery teams to transition into an agile mindset. Acting as a Scrum Master during the transition.2. Creating work breakdown structure to assist in scheduling activities by representing voice of the customer, imperatives, dependencies and risks.3. Acting as Product Owner defining roadmap, PI and Sprint goals, user-centric stories and removing any impediments.4. Hands on contribution being part of multiple development teams via roadmap definition, backlog grooming, defect management, sprint backlog management, change and risk management.5. Spearheaded business benefits model by working closely with senior management to ensure End Users and Chief Data Office (CDO) continuously evaluate business value of road-map capabilities, and to support future prioritisation and funding.

Melbourne, Australia

Project - Enterprise Location Management1. Exceptional stakeholder management of influential stakeholders in decision making for scope, solution, changes and risks to achieve business value with simplest approach.2. End to end business analysis across organisation establishing program backlog covering capabilities, epics, user stories, scenarios, process models and data flow.3. Established business architecture roadmap covering a variety of around 50 tangible capabilities for program, covering current and future functionalities to meet business outcomes.4. Validating desired business outcomes are covered by solution, design and test plan across multiple internal and vendor delivery teams. 5. Definition of platform operational processes including incident management, problem, change, minor enhancements and operational manual based on ITIL methodology.

Melbourne

Project - Strategic Address Management Solution1) Seconded into Strategic Address Management Solution (SAMs) project whilst working in parallel under Telstra DA project within nbnco.2) End to end analysis of addressing data flow, processes and business requirements across nbnco business groups. 3) Stakeholder Management of end to end nbnco business processes relating to addressing data.

Melbourne, Australia

Project - Telstra Definitive AgreementEngaged, facilitated and agreed on requirements with Legal, Commercial and Operational Stakeholders between nbnco and Telstra defining key interactions between the parties.

Melbourne, Australia

Melbourne, Australia

Project- First Release Satellite Services, key results from this role are:1) End to end audit of existing processes to develop a standardized approach for documenting BPMN processes and requirements via Visual Paradigm tool.2) Re-modelling audited processes to be LEAN focused.3) Regression & progression testing of weekly code releases.

Melbourne, Australia

Project - NBN Products, key results from this role are:1) End to end business processes engineering from Customer On-Boarding till Service Activation using BPMN framework via Bizagi tool.2) Led and facilitated workshops involving stakeholders from Sales & Products, Engineering and Operations.3) Walkthrough and trained end users whilst hand holding post go live to support initial set of orders.