Achievements Overview: • Executed projects for the client, supporting the merger and acquisition that nearly doubled the size of the company • Ensured direct savings of more than $2M annually across multiple projects• Addressed lost productivity of more than 2500 hours a month, bringing it down to near zero• Improved access control across the organization preventing downtimes and data loss• Deployed standard server, laptop and desktop images resulting tremendous reduction in ongoing support costs• OS and SQL Rationalization resulted in bringing the server and SQL footprint down by nearly half resulting in savings of well over $1M per year• Patching process improvement and automation• Built a new Disaster Recovery environment which ensured meeting customer commitmentsResponsibilities: • Responsible for building out SDDC’s (Software Defined Data Centers) in USA and EMEA, set up new and refresh existing BPO locations and refresh the office infrastructure across global locations.• Engage resources and provide direction for IT integration aspects of mergers and acquisitions.• Lead the hardware, operating system and application currency programs (address End of Life hardware and software), migration of applications onto newer platforms and provide IT support for Information Security efforts.• Established IT projects and program portfolio by engaging senior IT leadership and various business units to define, prioritize, and socialize the same.• Obtain resource commitments from IT leadership and business to identify dependencies and work with organization leaders to utilize the resources committed.• Establish reporting cadence, standardize real-time and scheduled reporting, reports automation and integration.• Standardize project management methodologies with the organization’s project management tool.• Socialize use of ITSM and Project Management tools across the organization.

Major Projects and Programs• Technology Currency (managed $10+ million annual budget): Technology refresh of servers, frames, appliances (DataPower and F5), switches; physical, virtual and cloud server builds; application upgrade and migration; operating system and firmware upgrades at call centers, data centers and other facilities. Migrate applications from physical to cloud. All this while addressing regulatory and compliance requirements like PII, HIPAA / PHI, SOX, PCI. Resulted in annual savings (in millions) on software and server / frame extended support costs. • Web and Database Utilities: Build the organization's shared middleware web utility, comprising 150+ servers. providing the ability to host 150+ applications in each utility. Process standardization and improvements resulted in application setup and deployment times improving from around 4 weeks to 1 week, from 10 to 3 weeks for infrastructure software install. Improved Project Manager efficiency, allowing them to run 3 to 5 additional projects concurrently. Build Oracle and DB2Connect utilities, upgrade Exadata, Oracle RACs, Informatica grids, thus providing a ready to move-in infrastructure for multiple applications.• Change & Release management: Implement hundreds of changes and coordinated releases, with process improvements resulting in 40 to 60 percent reduction in adverse change induced incidents and back-outs.Day to day responsibilities:• Plan, coordinate and oversee end-to-end program and project management, including design, procurement, stakeholder engagement, and buy-in from sponsors and support groups, data center functions (cabling, RFM, storage, Network, etc), application owners, test teams, vendors and business.• Lead program teams consisting of up to 10 Project Managers, leading their own projects.• Manage large cross-functional teams of Project Managers, Leads, Architects and Developers through Initiation, Planning, Execution, Closure, Monitor and Control.

Day to day responsibilities:• Plan, coordinate and oversee end-to-end program and project management, including design, procurement, stakeholder engagement, and buy-in from sponsors and support groups, data center functions (cabling, RFM, storage, Network, etc), application owners, test teams, vendors and business.• Lead program teams consisting of up to 10 Project Managers, leading their own projects.• Manage large cross-functional teams of Project Managers, Leads, Architects and Developers through Initiation, Planning, Execution and Closure while monitoring and controlling across project and program life cycle. • Create and manage project agreement, work plans, schedules, estimates, resource and communication plans. • Monitor progress, analyze project performance and related metrics, and communicate status to management (executive directors, directors, general managers, managers, subject matter experts, and clients).• Employee training and development of new and existing staff.• Prepare and present annual forecast, staffing / resource plans, schedules, and negotiate budgets and commitments for entire department.• Analyze project management aspects of client’s existing systems development processes. Perform gap analysis and present solutions and alternate approaches / improvement opportunities to align with industry standards. • Negotiate and improve vendor SLA’s and processes, especially related to hardware and software installations.• Perform risk and issue mitigation – Identify, manage, escalate, and implement solutions.• Conduct regular checkpoint / endpoint reviews, conduct lessons learned and solicit feedback facilitating continuous improvement. Conduct gap and root cause analysis of defects throughout the project life cycle.• Ensure adherence to organizational processes and advocate use of formal Change and Release Management.

Day to day responsibilities:• Implement diverse, concurrent software development, product implementation and process improvement efforts across domains in an offshore, onsite environment. Meter Tracking Tool project resulted in the implementation of 100% equipment bar-coding, scanning, tracking and reporting leading to savings of more than $200K annually.• Set up teams to oversee and manage system configuration conflicts across major business unit projects. This resulted in 100% increase in visibility of test status to sponsors, and zero conflict in test environments.• Create and automate cost / effort / schedule, status, trend analysis and other reports from multiple systems. Resulted in 400% improvement in reporting turn-around times and accuracy. also resulted in zero backlog of PMO's past-SLA requests, and 100% increase in visibility of requests and projects.• Define and institutionalize IT PMO processes, define vendor and team SLA’s and conduct training resulting in 50 to 60% improvement in adherence to process rules laid out by management.• Train Quality Assurance (SQA), Configuration Management (SCM) and Project Management (PM) teams.• Identify stakeholders, conduct JAD sessions, document requirements, statement of work, program charter, and scope document, while leading projects across SDLC phases.• Manage team performance of project tasks, project progress, configuration, change and release management; ensure CMM and ITIL process compliance, mitigate risks, and manage issues.• Vendor product evaluation, demonstrations and interviews, feedback surveys, response analysis.• Analyze and document system interfaces, inputs and outputs, create design documents (UI, interfaces and database design), system documents and training material.• Analyze and design mainframe batch and online programs, design databases, develop code, deploy applications and train end users.• Defect analysis, root cause analysis, preventive and corrective action implementation.

Day to day responsibilities:• Implement diverse, concurrent software development, product implementation and process improvement efforts across domains in an offshore, onsite environment. Meter Tracking Tool project resulted in the implementation of 100% equipment bar-coding, scanning, tracking and reporting leading to savings of more than $200K annually.• Set up teams to oversee and manage system configuration conflicts across major business unit projects. This resulted in 100% increase in visibility of test status to sponsors, and zero conflict in test environments.• Create and automate cost / effort / schedule, status, trend analysis and other reports from multiple systems. Resulted in 400% improvement in reporting turn-around times and accuracy. also resulted in zero backlog of PMO's past-SLA requests, and 100% increase in visibility of requests and projects.• Define and institutionalize IT PMO processes, define vendor and team SLA’s and conduct training resulting in 50 to 60% improvement in adherence to process rules laid out by management.• Train Quality Assurance (SQA), Configuration Management (SCM) and Project Management (PM) teams.• Identify stakeholders, conduct JAD sessions, document requirements, statement of work, program charter, and scope document, while leading projects across SDLC phases.• Manage team performance of project tasks, project progress, configuration, change and release management; ensure CMM and ITIL process compliance, mitigate risks, and manage issues.• Vendor product evaluation, demonstrations and interviews, feedback surveys, response analysis.• Analyze and document system interfaces, inputs and outputs, create design documents (UI, interfaces and database design), system documents and training material.• Analyze and design mainframe batch and online programs, design databases, develop code, deploy applications and train end users.• Defect analysis, root cause analysis, preventive and corrective action implementation.

Project lead and functional analyst on a number of projects, leading projects and modules. Extensively worked on SQA, SCM, and ISO Internal Auditor on an ongoing basis as well as the CMM Level 4 Assessment. Initially involved as a developer for mainframe based development projects (COBOL, CICS, DB2, VSAM). Also conducted trainings in mainframe, Java and Quality Concepts and Processes (ISO and CMM).