Leading the Quality engineering and Customer engineering for Exeevo products.

Spin off from Indegene - Within the scope of my present accountabilities, I am responsible for directing a Quality Engineering Team of 40+ members for managing the client base across APAC , Europe, Canada, and US. Throughout, I take complete ownership of quality engineering in the product releases and deployment engineering with close to 20+ product releases and 10 customer SAAS deployments.Over the tenure, I worked in Banking (Retail and Payment), CRM Application, and Life Science and Medical Devices Domain.My major emphasis has always been on developing and executing QA strategy, approach, methodology, discipline and framework for mobile automation testing to meet and exceed department and corporate quality goals. Setup a quality engineering team for B2B SAAS based product for Life Science and Med Device. Design new implementation guidelines / processes and effort estimation template which reduced the implementation timeline from 2 to 3 months to 3 weeks and led faster customer onboarding & better revenue generation.As a leader, I set up new team and operations in Bangalore; hire 38 people, work on talent management & succession planning, and groom 4 managers; and govern the adoption of new tools/technologies and associated skills, assist teams to define quantitative and meaningful metrics to accurately evaluate their value to the business. Provide guidance to teams on Agile Practices so they seamlessly work as one team with development to achieve automated testing within a sprint, every sprint. Hosts periodic meetings with teams and exchange knowledge and key business, organizational goals, strategies and vision. In addition, I monitor project from initiation through delivery using Scrum & Agile, focusing on quality, budget, customer satisfaction & timelines. Work closely with the C-Level Management of companies, to devise innovative strategies to business problems and implement critical projects.

Leading Product & Technology QA for Indegene's Omnipresence product

MTS Project, 2014 till date, QE Manager. Led 20 members global team (India, US & Ireland) Took ownership for 2 major releases every year and for critical Roadmap projects. 40% increase in revenue in 2014 (28M$). In 2016, it was 40 M$. Number of customers increased to 43 from 38. Team had zero attrition; was one of most engaged teams in Bangalore, 2012 – 16.Automation First Agile Project, MTS, 2016. QE ManagerSuccessfully established “automation first”. Achieved ~ 90% automation within a sprint. Showcased as model project; was followed by multiple teams at ACI  Created an automation first plan. Built automation scripts during development. Led continuous Integration; enabled daily smoke and weekly regression.MTS Transformation Project, UI Upgrade, 2015 -16. QE Manager. Project on hold; first 2 customers faced quality issues. Restored project in 10 months. Both customers went live. 16 banks followed. ~14 M$ realized.  Detailed RCA revealed stability issues; QE was unable to reproduce them. Introduced new testing strategy "Day in a life of MTS" testing. Uncovered 200+ issues. Employee Engagement Lead, ACI Bangalore, 2015. ACI Bangalore got highest Employee engagement score across 88 locations worldwide. (9.1 on 10) Created an Annual Event calendar; planned budget allocation of 45 lakhs; organized events.

Maintenance P&L Project, MTS, 2013 – 15Part of focused group. Reduced inflow of cases by 40%. Maintenance P&L revenue increased by 40%.Recognized at multiple forums. Set benchmark for other Business units. Did extensive RCA; identified 5 critical modules & customers contributing to 60% cases. Added 600 automation cases to Regression suite; Created customer specific Regression suitesSet up new team of 4 members in Limerick, Ireland, MTS Project, 2014, QE Supervisor. Set up new team in India, Money Transfer System, MTS Project, 2011 - 13, QE Supervisor.MTS, a key product supported 38 banks across US and Europe. In 18 months ramped up 15 members team; delivered ~5 projects yearly; provided maintenance support. Designed Training Plan and 2 weeks’ program; collaborated with Training Department, US. Identified 5 SMEs in US; introduced buddy system of 2 new members with each SME Introduced online system to document all learnings which was accessible to entire team

Centralized Payment Processing - CPS Project KBank KBank Transformation Project, CPS, 2010 -11. QE LeadAfter 1 year into remediation, ensured smooth go live with no major post production issues. Led 5 member QE team. Test case design; developed 1300 test cases; ensured 100% functional coverage.Quarterly Distinction Award, KBank Transformation Project, CPS, 2010. QE Engineer Convinced leadership on NFR guidelines revision & go live delay. Averted business implication.  Sole ownership for performance testing in Bank infrastructure, Bangkok.  Onsite coordinator, for 6 months. Collaborated with SI IBM, KBank leadership.  Did detail analysis to identify issues in NFR guidelines.

EBS Project, Client - Citi bank, Germany, Onsite Test Lead and Onsite Testing Coordinator. Transformation project from legacy to new system; Hexaware was engaged for testing. 2 years’ project.  Took ownership for 2 modules – Loans and Citi Financial Planner.  Defined long term testing and quality assurance roadmap, strategy and vision; governing quality of overall project. Led 5 members onsite team. Did exploratory testing in UAT environment, ITO, Singapore for 6 months. As Onsite Testing Coordinator, coordinating with offshore team of 11 members in Chennai. As Functional consultant, collaborated with customer UAT team, Product Owners and bank Business. Top performer logged maximum defects. Onsite team increased by 2 members because of high incident log; significantly added to the billing revenue.