I lead the APJ region, overseeing projects and initiatives in China, India, Indonesia, Japan, the Philippines, Korea, Austria, and Singapore. In this role, I've successfully built and managed four diverse teams, totaling 40+ professionals, tailored to meet the unique needs of esteemed clients like Wipro, Airtel, Allianz, Azix Bank, CBA, Cognizant, Siemens, HDFC, ICICI Bank, Railtel, SBI, and more.𝐊𝐞𝐲 𝐑𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬:• 𝕊𝕒𝕝𝕖𝕤 𝕒𝕟𝕕 𝔻𝕖𝕝𝕚𝕧𝕖𝕣𝕪 𝕃𝕖𝕒𝕕𝕖𝕣𝕤𝕙𝕚𝕡: I am the focal point for the deal approval, pre-sales review, project execution and status reporting.• 𝕆𝕡𝕖𝕣𝕒𝕥𝕚𝕠𝕟𝕒𝕝 𝔼𝕩𝕔𝕖𝕝𝕝𝕖𝕟𝕔𝕖: Managing demand and supply, handling escalations, negotiating with customers, approving deals and Statements of Work (SoWs).• 𝕋𝕖𝕒𝕞 𝕄𝕒𝕟𝕒𝕘𝕖𝕞𝕖𝕟𝕥: Overseeing hiring processes, conducting interviews, ensuring performance management, and fostering a psychologically safe workplace.• ℙ𝕣𝕠𝕔𝕖𝕤𝕤 𝕀𝕞𝕡𝕣𝕠𝕧𝕖𝕞𝕖𝕟𝕥𝕤: Implementing organizational processes and tooling improvements, working with different business units, and ensuring stakeholder satisfaction.𝐀𝐜𝐡𝐢𝐞𝐯𝐞𝐦𝐞𝐧𝐭𝐬:• 𝕊𝕥𝕣𝕒𝕥𝕖𝕘𝕚𝕔 ℝ𝕖𝕡𝕠𝕣𝕥𝕚𝕟𝕘 𝔽𝕣𝕒𝕞𝕖𝕨𝕠𝕣𝕜: Initiated and implemented a comprehensive management reporting framework that enhances real-time decision-making. The framework aggregates data from various sources such as Jira, Tempo, ChangePoint, etc., offering complete transparency into project details, time and budget allocation, actuals vs. plan, cross-charges, timesheets, WoW variations, capacity, utilization, people skills, RMO, and more.

I joined the Center of Excellence organisation, part of Professional Service, to expand my knowledge around the Cloud technologies with a very extensive usage of Automation and Integration with 3rd party systems. I was responsible for the engineering teams delivering solutions in United Kingdom, Sweden, Denmark, Finland, Norway, and Ireland. My team delivered more than 50 projects targeting private, public and multi clouds for mid-to-big customers in many industries.As part of my responsibilities, I was also improving the internal processes of our organisation (PMO, RMO, Pre-sales, etc.) and driving the QA team.

As a Delivery Manager I was responsible for the management, planning, monitoring and delivery of complex IT projects based on the customer needs and following Agile or Waterfall methodologies. As part of that role, I had to serve the needs of the team, lead team members in the right direction and to shield them from anything they should not have to worry about and which could have impacted the delivery, i.e. removing blockers, negotiation with stakeholders, contract negotiations, procurement issues and other.As a person with broad technical knowledge, I participated also in the team technical sessions and initial preparation of the projects architecture, ensuring we had the right architecture, solution and quality in place. In parallel to the Delivery Manager role, I was leading also a department as a Department Manager, which department was focused on the development of Java and web-based solutions, i.e. portals, e-commerce systems, CRMs and etc.The department was developed by me for one year with a very diverse team of 100+ employees – Developers, Architects, Mobile Developers, Designers, Quality Assurance, Technical Writers, Business Analysts and Project Managers.Here is a list of main activities related to my job as a Department Manager:• Interviewing and hiring• Demand-Supply management • Responsible for the P&L of the department• Monitoring of the projects statuses• Presales• Manage team motivation and development• Regular performance review• Working directly with the customers to manage their satisfaction• Making Proposals and Demos for a potential new opportunities• Participating in solving tough technical problems• Contract Negotiations• Resource Planning and Utilization• PMO Process review and improvement• Representing company in different forums• Tooling research and integration – SonarQube, YoyTrack, KeyedIn, JetBrains IDE, etc.• Leading internal initiatives – Vacation and Intranet Portals

I was promoted to Project Manager, leading multiple teams on multiple project simultaneously for customers across the world in the Insurance, Travel, Banking and Transportation industry. As part of that role I took different Project Management courses, including PMP PMI. As a result of the work of my well performing teams, keeping strictly the deadlines, delivering constantly great quality and prompt response to all customer needs, we were involved in delivering few projects per customer, like:• VAT Portal (Taxeo) - The portal enables easy recovery of VAT, spent on foreign travel expenses. Statistics indicate that out of the €7.5 bln yearly reclaimable VAT in Europe, about €5.5 bln remains unclaimed. The portal addressed the issue by elaborating a powerful engine for unified EU-compliant travel-related invoice issuance for enterprises. Taxeo software was accessible by the customers via a web portal and was integrated with a number of external systems.Team Size: 10• DZI Portal (KBC Group) - The project consists in developing a complex portal solution for unified access of DZI intermediaries (insurance agents and brokers). The solution was integrated with the company’s core insurance systems and with several external ones, using web services. The portal, based on Liferay, supports single sign-on. Team Size: 12• MyInTime (InTime/ UPS Bulgaria) - a self-care portal enabling InTime’s services to end customers. It facilitates delivery requests, fill in bills of lading, and monitoring delivery status, activity log, etc. InTime’s internal users receive the requests. In order to ensure the necessary level of data confidentiality, the users are granted limited rights on a need-to-know basis. Team Size: 7

As a contractor in Cisco Systems I had to lead few teams working on different products and provide decisions in the area of software architecture while integrating with external systems through their APIs (REST/WSDL).The teams had to develop extensions and plugins for Outlook and IBM Lotus mail clients for introducing functionalities from the Cisco internally developed systems by following Scrum methodology. Here is complete list of the activities I performed:• Design and architecture;• Client requirements gathering;• Represent the team in interactions with project stakeholders, architects and senior leadership, building trust • Conduct regular design and code review sessions with the team;• Lead the team, breakdown and assigning tasks;• Scrum Master• Status Reporting.

The Team/Tech. Leader role came with more responsibilities which allowed me to learn new skills, as well as switching my mindset from individual contributor to the role of leading teams.Tasks like delegating tasks, solving and proactively identifying issues within the team, task breakdown, achieve team goals, team performance monitoring, deadlines and many more were just a part of my day-to-day activities. I become an expert in multitasking, working together with my teams on multiple projects:• Edoardo Miraoglio – Migration of 8 millions LOC (lines of code) and 1300+ DB tables, representing hundreds reports that had to be transformed in WebFOCUS. Due to the time limitations, part of the team was working on internally developed semantic tool which covered part of the migration, the rest of the team manually revers-engineered the code, by optimizing the execution time, as well as the accuracy of the data. The result was a reduction of more than 60% (~100$ millions) in the yearly env. maintaining cost. Team Size: 15-35 • Avery Berkel - a middleware solution that had a Managed Retail Weighing capability. It used a variety of configurations and business types for scales and operational management in big retail stores. It provided access for other business management applications to interact with the weighing system. The solution was intended to be incorporated in small and big stores, like Wal-Mart. Team Size: 6 • IBM – group of projects as part of an internal IBM initiative comprised of several solutions in the BI area compound of tools for monitoring extremely complicated business processes, enabling a high level of automation in data extraction and organization, allowing for KPI measurement and analysis over a variety of brands across multiple geographical regions with different quotas and objectives. Also provided centralized access to all relevant information within a portal-like web application. • Team Size: 15

Introduced a Java Development training as part of the improvement quality process of an IT company. The mainstream of the training was separated on two parts - Java and IDE. The Java training materials are based on all key Java and Program concepts like - OOP, Collections, Threads and Synchronization, I/O and Serialization, Generics, Exceptions, Working with Utility Classes, Refactoring, Conventions and Design Patterns. The IDE part of the training introduced the main concepts in the process of working with Eclipse and NetBeans - Working and Configuring Projects, Perspectives, Debugging, IDE Standards, Shortcuts and Automatic Refactoring. The length of the course was five days with a very intensive combination of theoretical lectures with practical tasks.Responsibilities within the project:• Prepare the training materials;• Lead the lectures;• Evaluate the results from the practical sessions;

I started my adventure in Musala Soft as a contractor for IBM where I was part of R&D innovation team. The goal of the team was to explore all new technologies and develop a POC based on these technologies. I was responsible for the end-to-end process, starting from the products/technologies research, shaping the scope and idea of the POC, writing proposal, implementation, proving/testing the products/technologies, summarising results, etc..The research and development was done in a combination with the entire IBM WebSphere domain - WebSphere Business Modeler, WebSphere Integration Developer, WebSphere Process Server, etc.I was also involved in the final validation phase for some of the IBM products where I had to completely rewrite the product installers, propose new features, workflow validation, etc.

I got transferred to a Development role after I managed to fix a big amount of bugs. By joining an already existing team, I expanded my knowledge and shortly after that I become a well performing team member, who was bringing value for the product and to our customers. Six months later, I was the leading developer of the entire reporting module, compound of 100+ reports.At a point in the time, I was working simultaneously on multiple projects, for different clients and countries.

I was responsible for the end-to-end manual testing of an internally developed complex HR portal. Its rich range of functionalities (tracking, monitoring, administering employee activities, etc.) required a very strict bug management, as well as close cooperation with the development team.