Head of Engineering Department at ISI

Managed both local/remote engineering team consisting of 7 software engineers, 5 test engineers, product owner and software compliance lead engineer. Built and maintained trust/relationships and collaborated effectively with Product Management, Engineering, Quality and Senior Management. Created, prioritized and maintained project backlog for this Agile engineering team, based on my budget. Hired, coached and promoted team members. Demonstrated consistent record of ensuring results, resource and risk management, Scrum and Agile Methodology.• Improved company bottom line more than $600k by reducing product reships and delays.• Led the team to automate 100% of new tests and 85% of existing tests, developing new automation framework and tests scripts in SQL and Python deploying to AWS via continuous integration DevOPS model, using Jenkins and Docker containers.• Increased the value-add delivered to our global stakeholders by building strong relationship and trust with each stakeholder, better understanding of their needs and adjusted team deliverables, reducing product reships below the 2% target.

Created and incorporated software development and quality assurance company. Promoted the company to potential customers and closed the sale. Recruited and hired local test engineers. Established relationship with existing customer and program managed local engineers.

Managed key user experience projects of Motorola mobile devices. Collaborated with key stakeholders and project sponsors to develop project timeline, created effective schedules, resource plans, performed risk analysis, tracked deliverables for dynamic project requirements and reported status to Sr. Management and CEO. Utilized some Agile, but mostly Waterfall methodologies in this role.• Enhanced mobile phone usability for about to ship product by successfully leading SWAT Team of 5 functional area directors and leads.• Prevented complete stop shipment of all Motorola products due to critical Microsoft patent litigation by leading team of Product Managers, Legal Advisers, Design, Engineering, and QA Managers to design, approve and implement possible infringement workaround across globally shipping products.• Saved department $133K of consultant expenses towards quarterly budget by persuading Design Manager that additional contractor resources were not needed for upcoming project.• Established working relationship and improved communication process with business critical Russian offshore vendor, by working out of Nijniy Novgorod, Russia on 5 week assignment and taking advantage of my proficiency in Russian language and culture. This resulted in 30% more efficient System Test execution.