Led 10 fully remote engineering product teams across the Builder and Sponsor pillars. Partnered with Product, Design and Stakeholders with empathy, trust and transparency. Scaled people, process and product from ~10 to ~70 engineers. • Eliminated SME bottlenecks, fixed technical and engineering leadership gaps by hiring, up-leveling, staffing and coaching.• Weighed in on product strategy by seeking out key insights from data and discovery.• Ensured consistent Discovery activities to eliminate value, usability, feasibility and viability risks.• Ensured Delivery impediments were identified and eliminated.• Monitored metrics to continuously improve quality and throughput.• Identified and fixed tech debt at the appropriate time.• Led, coordinated and drove the decision making process for key technology decisions. • Decentralized decision making to scale the organization by providing context and guidelines.

Led the delivery team of ~1200 engineers across multiple international locations at Google.• Remained aware of any potential people, process or product problems and worked to mitigate any risk.• Maintained knowledge of current status, milestones, issues and key dates for assigned programs and served as the conduit of information and updates.

Led engineering across San Francisco, Shanghai, and Aurangabad. Up-leveled the organization, architecture, technology, and methodology of legacy platforms handling $12 billion of inventory. Led product management for global enterprise supply across two platforms and three applications.• $5 million in additional annual operating income (50% of companywide OI growth), produced by energizing the team to work on data monetization that turned into new subscription based revenue stream.• 50% inventory loss reduction, 98% of ticket fulfillment took less than five minutes, and reduced both partner and customer contact rates by building a Partner Success team in engineering, changing the escalation process, creating self-serve tools, and by providing ideas and APIs to enable the Event Ops team to accelerate event creation.• 99.99% uptime attained by isolating sell and buy workloads to optimize the time to detect & fix failures, modernizing and eliminating older tech stack tech debt, and transforming engineering to DevOps.• Achieved zero regretted employee attrition by boosting morale through evangelizing a vision to create new revenue streams, making management and technical leadership changes, delivering monetizable APIs and a distributed commerce pilot as well as transforming the organization structure from skill to outcome based.• Stopped customer attrition on an acquired product and doubled the inventory under management by forming Customer Success and SRE teams, changing onsite leadership, and focusing the team on stability.• Transformed test and release engineering across San Francisco and Shanghai from manual to automated testing and release, went from ~24 to > 5,000 releases and took out of SLA (OOSLA) defects to <50 from >500 while reducing production defects by 30% by up-grading more than 75% of the talent, building a CI/CD release platform, and introducing release criteria and OOSLA principles.

Directed the quality and performance engineering teams for the search back end. Implemented continuous delivery.Managed the quality and performance engineering teams for shipping, pricing, and trust• 100% improvement in release velocity achieved by optimizing the test and release platform and process release criteria, test automation, CI/CD, and OOSLA.

Guided the Hadoop and Grid quality and release engineering teams as well as social platform quality and performance. Innovated the team structure and created standardized delivery artifacts like weekly status reports and release / test case checklists to overcome inherited constraints like a zero management layer and 75% of the team offshore.• Designed actionable metrics to drive data driven decision-making within the team and transformed the quality team into stakeholders while providing valuable insights and visibility.• Introduced risk-based test prioritization and test cost versus fixed cost tradeoffs and delivered quality releases every six weeks by reaching 99% automation and a 24-hour turnaround of the build quality report.• Developed and fine-tuned the operationalization methodology rolled out to all Y!OS quality teams and drove key phases of the continuous integration initiative across Yahoo!• Performed test gap analysis of defects discovered in production as well as analyses for patches made in between releases as part of the continuous improvement philosophy, driving towards better and more predictable releases.• Increased offshore productivity multifold by improving the communication and relationship with the offshore team and eliminating feelings of isolation while integrating with the onshore team.• Ensured near zero attrition through mentoring / coaching, empowerment, timely conflict resolution, and an empathetic and collaborative yet decisive management style

Profitably operated professional services balancing customer satisfaction and technical challenges. Administered the P&L. Motivated multi discipline teams of client partners, project managers, business analysts, technical architects, and integration consultants. Created forecasts and budgets. Managed clients, partner, and vendor relationships.• Delivered complex web based solutions that required business process modifications to large clients like AOL and MTV Networks and smaller clients like CNET Networks and Tacoda. • Compressed hiring time by streamlining the shortlist and interview processes while ensuring the best candidate fit.• Beat revenue recognition deadlines by collecting certificates of completion from clients on time.• Conducted weekly sales operation reviews of the close plan, buyer map, value proposition, pricing sheet, risks and mitigation with the account executive to ensure deals closed.• Leveraged trusted advisor relationships with clients, including those in the C-Suite, by forging a straight shooting and collaborative engagement style to increase revenue and / or smooth over project related issues.

Oversaw offshore services, customer training, and the technical support groups. Delivered on world-class customer satisfaction, revenue growth, aggressive schedules, tight customer budgets, and technical challenges while meeting corporate metrics. Increased revenue / profitability and reduced services prices while creating scalability.• 50% decrease in the average configuration time attained by creating pre-built configurations for each solution track.• Delivered six sigma compliant complex web based solutions that required business process modifications to large manufacturing and distribution businesses like GE, Honeywell and Grainger.• Ensured faster and cheaper integration by improving and shortening the ETL and data sourcing, collection, and analysis methodology for data integration with customer ERP and CRM applications. • Created the RFI / RFP and managed the RFP responses and the vendor selection process.• Increased productivity and predictability by implementing continuous process improvements through project post mortems, staffing model refinements, best practices, cross-functional hiring, and cross-functional training.

- Responsible for developing the catalog management application- Responsible for the West Coast professional service operation

- Responsible for the web-based B2C self-service shipping application at DHL as Project Manager- Responsible for all the shipping department software applications at B & W Tobacco as IT Manager