Ravindra Tadwalkar Email and Phone Number

Business Owner, Red Hot Chillies, Inc. (Aug 2019 - current), consulting with clients like Google, AFG, Apple, Walmart, Visitors Coverage, Ford & Cisco.• Google (remote, Analyst role), Assessment of 12 teams for outcome-based delivery.• AFG (Dubai, advisory role) for a potential engagement on SAFe & SAP Activate methodology.• Apple (Cupertino, hybrid, Business Analyst/Project Manager role) inhouse end-to-end IT apps.• Agile PMO Consultant / Scrum Master (SM) for Walmart Global Ecommerce (2021-22) • Quarterly planning & execution, with automated reporting for AI/ML, Data Engineering, Search Engine Optimization & Marketing (SEM), SalesForce, ServiceNow & DevSecOps.• Exec leadership training and coaching on Growth Strategy, Engineering Program/Product Mgmt at Visitors Coverage, a startup specialized in Healthcare Insurance Plans. (2019-20)• Process Program manager/coach consultant for Ford Motor’s IT (2020) • workforce management, SAP & ServiceNow teams, until COVID-19 halted engagement.• Strategic Coach with Cisco IoT ServiceNow / OPs group (2019) • Coached 5G development team to move from ScrumBan for better TTM with efficiency.

“Strategic Transformation Consultant” at Google, Apple & few other opportunities.

Ravi led Business Agility practice for HCL-AXON.• Led short engagements on Lean-Agile transformation, e.g.: Value Stream based org for Oxy’s Infra group. • This involved helping Infra leadership create capacity for future capabilities by eliminating non-value-adding waste and leading workforce planning and enablement to move Infra group from status quo to the future state.

Agile Coach/Trainer (Consultant), eBay, San Jose, CAFor almost 1 year, Ravi consulted with eBay's campuses & Data Centers at all levels; working with engineering teams responsible for Cloud Infra Platform Services (CIPS) and Data Center Operations (DCO); making those teams cross-functional and embrace Lean, Agile and DevOps for continuous improvement, “flow” based outcome and better customer value.

EQS (Enterprise Quality Solutions) group within Infosys Quality & Productivity (QnP Department) is its IT process consulting & advisory arm. A coveted group that helps in driving business agility across the enterprise, internal (within Infosys) as well as external (client-base). EQS consultants are experienced Lean/Agile/DevOps practitioners and coaches primarily responsible for domain (e.g. Enterprise Applications Integration, eCommerce) specific process consulting, coaching and mentoring at all levels within enterprise.• Aug 2016-2017, coaching & training at all levels, supporting act.org CEO in Agile transformation.• Sept-Dec 2016, coaching Telsa Motors IT/Engg org, incl. 1-day workshop on Lean/Agile/DevOps. • July 2016, gave talk on TQM for Cisco IT, & later participated in Lean/Agile RFP for US Govt. org.• Feb-Jun 2016, coached IS organization at Lifetouch & implemented Lean, Agile & DevOps, with Portfolio Kanban (upstream), Scrum/ScrumBan/Kanban (middle) & Ops Kanban (downstream).• Jan 2016, conducted DevOps assessment and proposed DevOps adoption strategy for Costco – including Build, Test & Release Automation, and Agile adoption with SAP Activate Methodology.

With SVP as exec sponsor, WD engineering culture requires agile coaching at all levels in areas such as:• Agile product/portfolio management- user story mapping & portfolio kanban for product "flow"• Release planning- with card walls for story maps, sizing boards and feature planning boards• Leadership coaching- enabling leaders with obstacle boards to act on obstacles & dysfunctions• Applying process frameworks- scrum/scrumban with feature teams & Kanban with DevOps/OS• Agile project management- for metrics & reporting via software program management office• Software engineering "craftsmanship"- XP practices- TDD/BDD, CI/CD/DevOps, SOLID design

In this short-term engagement as Agile Coach for InterCloud release 3, my focus was on planning, executing & assessing the release 3 sprint executions for 20+ agile/waterfall teams. This involved: • Designing breakout areas for waterfall, scrum & kanban teams with “card wall” artifacts like feature timelines, DevOps kanban board, feature decomposition/sizing & feature planning boards• Leadership coaching- enabling leaders with obstacle boards to act on obstacles & dysfunctions• Training PdMs/POs on applying BDD/scenario based feature decomposition & story writing techniquesCoaching activities:• Started SM community of practice with the goal of educating & standing for each other to maintain bonding thru’ community building. Alternate between open forum and presentation to share ideas from Cisco Agile Playbook, CPDM Standards, Scrum, XP & kanban• Applying metrics by analyzing velocity/throughput trend, WIP limits & lead times for all teams• Team/Leadership agility assessment- for effective training & coaching plan for teams/leadership

As Lean-Agile Coach, my focus was on shaping agile community of practice across DT (50+ teams) via:• Applying SAFe-based portfolio alignment for DT PMO, by helping: - Helping CPOs & POs use domain-specific portfolio investment themes, initiatives & features - Helping PgMs use Portfolio Backlog Investment Theme for strategic/cross-cutting initiatives• Applying kanban metrics & cumulative flow insights for continuous improvement of all teams• Improving flow efficiency by analyzing VSMs, WIP limits, lead times & SLA adherences of all teams• Enabling PgMs, SMs & management with obstacle boards to act on impediments & dysfunctions

Enterprise Agile Coach: collaborate on enterprise initiatives such as:• Cisco Internal Coaches Network (co-founder)• Starter Kit (for newbies, practitioners & innovators)• Balanced Scorecard• Videos• Product owner of “Online Team Room”, recommended practice for distributed teams.Community Evangelist:• Facilitating sharing of best practices across Cisco via events.• Co-organizer of annual Agile-Lean@Cisco Conference.Community Trainer:Assisted Agile Coaching Institute’s CAT class to Cisco Coaches. Conducted pre-conference workshops:• For Team: how to be a generalist in culture that merits individual contributors• For Functional Manager: how to be a good servant leader in neck-down management culture• For Product Manager: how to adopt-n-innovate w/ serious games & behavior-driven devTransformational Coach:• Define and execute training plan and coaching plan. Applying coaching checklist, if needed.• Execute team/leadership agility assessments, with action plan to enable better team dynamics• Jumpstart Iteration-0: facilitate planning BU product lines (WebEx/SPVTG) or pilots (Linksys) Process Coach: • Deliver at least 1 jump-start (e.g. Cisco SDN, SPVTG)• Transform newbies to distributed scrum & enable iteration cadence for "short releases". • Transform practitioners from scrum to scrumban/Kanban (flow/pull-based continuous delivery).Business Coach:• Mentor Product Managers transitioning into PO role, help "morph" PRDs into backlog (Cisco SDN initiative).XP Coach:• Train & mentor teams to be generalists for "team swarming" via XP best practices . (Cisco SDN).• I focus on coaching Technical Leader & PM (Product Manager) on TDD & BDD respectively.• I motivate test/QA to collaborate with PO / Tech Lead on refining BDD scenarios early.Team Player/coach:• Sometimes when coaching individuals, uses “Product Tree” for ideation and “Buy a Feature” to prioritize• Open coachee's mind to explore possibilities together using powerful questions.

Technical Program Manager-• $56M RCHA (Renewal Center High Availability) program to build eCommerce website “buy.norton.com” from scratch, amongst top 10 largest ECommerce storefronts on its Oct 2009 launch. Led multiple concurrent projects for business continuity of online storefront/CRM, BI/DW & web analytics.Scrum Master (Coach)-• Servant leader of-distributed teams working on eCommerce product/platform development initiatives, with teams at Cupertino, Mountain View (USA), Vancouver (Canada), Dublin (Ireland), Pune & Noida (India). * Core (3 teams of 30)- storefront/CRM (Engineering), EDW/Reporting (IT), & web analytics (Business). * Cross-functional (teams of 180+)- Product Management, Monitoring, Release & Infra.• Assisted business in monitoring web metrics with unprecedented raw traffic data capture using TeaLeaf.• Facilitated issues/risks tracking for program level operational excellence & external vendor relations.• Communicated with stakeholders when tracking external dependencies outside of program scope, e.g.–• Interaction with Symantec ePayments team for integrating online payments with CyberSource API; • Interaction with other BI teams for financial/PCI compliance e.g. credit card frauds & trade embargos.Secondary roles: Product Owner & Release Manager-* Advised PMO team during transition from corporate waterfall/RUP SDLC to agile scrum, using lean/XP.• As Product Owner, helped creation of shared product backlog across distributed scrum teams.• As Release Manager, maintained continuous integration (CI) of dev/qa releases during early sprints. • Introduced rigor of continuous integration, by implementing TDD & CI for storefront/UX teams.• For downstream BI & analytics teams, maintained rhythm of iterative (weekly) ETL/BI "migrations".

Process Improvement-• As Lead Architect/Manager (Scrum Master), facilitated transition from waterfall to RUP to scrum, adopting eXtreme Programming as needed; Scrum Master since 6/04.Maximize product revenue-• As lead architect, involved in several sprints for 2 products based on internal framework created to maximize product revenue. Captured requirements using object/data modeling with Rational Rose to minimize revenue impact during maintenance. Facilitated test automation & UAT. [Mar'01–Jun'08, Nike]• Facilitated scrum teams working on performance tuning/sizing for vendors. [Sep’03 – Apr’04, Sun]Delivery within shortest time-• Facilitated offshore teams using Microsoft .Net & content management. [Nov’06-Feb’07,Adaptec]• Facilitated scrum teams on a 6 week time-bound porting of Hyperion Planning 9.0 product to SAP NetWeaver 6.40 deployment. Contributed to UI refactoring for EP 6.0 portal. [Mar-Apr’06,Hyperion]• Facilitated teams developing a product using framework created for Nike.[Jan-Feb’05, LSI-Logic]• Successfully led UI development for .net based Event Management product.[Sep’04, TradeRanger]

As Enterprise Architect, led remote teams to design global transportation domain object model.• Led team of local architects & offshore analysts collaborating to maximize revenue within given timeframe.• Collaborated on subsystem design of Praesidio, a global transportation domain framework.• Initiated use case analysis and domain object/data modeling for all 23 subsystems therein, like:o Data/Event driven Inventory Management, Consignment Management; Inter-modal Logistics o EDI; Messaging and Distribution; Cost control; Pricing and tariff; Maintenance and repair; o Common object models such as; Event Management, Business Partner; Monetary Exchange management, Geographical hierarchy & Global address management.[Feb ‘99 – May ‘00, CP Ships]• Conducted onsite workshops on deliverables for during knowledge transfer. [May 2000, CP Ships]

Citium promotion engine- • Lead 3 developers and a graphics artist to develop Citium promotion engine.• Involved in full engineering cycle starting from User Requirements, Functional Specifications, Prototyping, Architectural design using object/data models and Sequence diagrams, core component unit test harness development, QA and support for CGI-scripts and web User Interfaces.• Involved in testing the framework behind the promotion engine- an object-oriented application middleware platform for n-tier Web/Windows applications.

Project Mentor-• Contributed to domain object model for NASA’s UMS project, an experimental payload inventory management system, using Rational Rose.Process Improvement-• Devised a UML based design roadmap wherein states from state machines initiated domain-specific use case models and class designs.• Applied the process by mentoring engineers on UMS project specific UML models, derived out of the state machines created during the requirements gathering sessions.

UML Mentor-• "Show by example" style project mentorship for the ISP team of 20+ software engineers, facilitating OO design of “web-based billing system”; in parallel with tech transition from Perl to Java.• Requirements captured using CRC cards techniques, UML modeling with Rational Rose/Java.

• Implemented SDLC based on Structured methodology (Yourdon SSADM) for H/W graphic board maker CirrusLogic's newly started India Design Center in Pune [96-97, CirrusLogic]• Implemented round-trip engineering using Rational Rose/C++. [’96, QueriSoft]• Implemented C/C++ Coding Standards with CodeCheck. [’95, C-DAC, ConnectSoft]• Worked with the ISO 9001 auditors on SDLC "V model" compliance. Implemented IEEE Software Engineering standards based documentation e.g. SRS, S/W dev plans & test plans, using a research pilot program on developing C-DAC's "MAYA" multimedia authoring software/hardware platform. [1994-96, C-DAC]• Led engineers on Client/Server software design, and to test by refining processes.[’94, C-DAC]