Managing any kind of viral outbreak requires the highest levels of visibility and coordination across all facets of a crisis to ensure prevention, protection and recovery for those at risk. Technology management is an integral weapon in the fight against a disease outbreak.A market-leading disease surveillance and outbreak management system, Maven is essential for fast-moving, rapidly changing public health crises. It securely tracks patients infected with or exposed to dire communicable diseases such as Novel Coronavirus, Ebola, Zika, measles, tuberculosis, HIV/STDs and influenza.

I develop detailed product requirements based on market demand, customer needs and internal stakeholder input and manage those relationships to ensure that business objectives, are realized. I create the product backlog with the product manager in AHA! During each release, I move individual features into VSTS for analysis and development. I communicate my product roadmap in the context of an agile process in sufficient detail to allow developers to understand it. I run an Agile scrum product development process.I establish and manage standards, processes and upgrades to InEight’s Application Integration ecosystem (APIM) which includes InEight’s External APIs and all of InEight’s Power Automate connectors on Microsoft’s Azure Marketplace. I have to be macro/strategic or micro/tactical oriented at a moment’s notice. I understand InEight’s technology direction/capabilities and coordinate with all teams to ensure technology solutions fulfill business requirements. I attend all standups, grooming meetings, demos, retrospectives, and other key ceremonies. I maintain the product backlog and document business requirements in user stories and release notes. I articulate user stories to the Dev/QA/UX teams, prioritize work for them and set the acceptance criteria for each user story. I vet bug/defect tickets related to product development. I partner with other product owners and managers, project management, DevOps, I.T, Support, Sales, and Marketing teams to ensure effective execution of our product strategies across all channels. I also make decisions on prioritization of features across releases.I frequently meet with our customers to understand their problems and develop disruptive product solutions they did not even know they wanted. Using their feedback, market analysis and internal data, I plan the product strategy. I adjust and align my product strategy to InEight’s OKRs to ensure that my direction supports InEight’s broader business strategy.

As Program Manager/Software Release Manager, my mandate is to provide direction & tracking of the movement of InEight’s product releases through the plan, build, test, deploy and steady-state stages. I ensure that all components of Ineight’s software release ecosystem are structured to allow us to scale upwards efficiently, in line with InEight’s vision for the future of our product line. I keep a constant eye on the overarching trends within and across InEight’s product releases, spot opportunities as well as aberrations & address them quickly. I maintain close relationships with several teams across InEight & have a solid understanding of their standards, processes & procedures. I also advise teams on the advantages, risks & ideal strategies for smooth product releases. • I work with Product leadership on the product roadmap, sprint planning, budgeting & key timelines for each release. • I work with Technology leaders on DEV & QA activities during each 9-week major release cycle. • I work with DevOps on the timely creation and maintenance of all (real and virtual) cloud infrastructure, architecture, networks and security frameworks needed for each major release.I relish and thrive in my role. Its fast paced and demands high-energy. It requires heavy coordination of activities during unforeseen emergencies (sev-1 bugs, performance issues etc.), relentless follow ups, challenging schedules (evening/weekend work) and aggressive deadlines. So, I have high tolerance for extreme context switching & interruptions while remaining productive & providing effective guidance to others.We use waterfall & agile/scrum at InEight• I use Agile with CI/CD for product delivery during our 9-week release cycles• I coach coworkers on the release management process • I develop SOPs & process flowcharts• I develop waterfall project plans to track key projects and deployments• I maintain Kanban boards in VSTS to help track internal projects and run scrum meetings

I led Nebraska’s Early Childhood Integrated Data System (ECIDS) program which integrates early childhood data (prenatal to age eight) from several sources across state, federal and local governmental agencies as well as UNL, UNMC and private sector organizations into a single system. This project required weekly collaboration with numerous geographically dispersed stakeholders across Nebraska.I led the development of Nebraska’s P-20W+ (Prenatal, KG, K12, Post-Secondary, Workforce and beyond) system as the Statewide Longitudinal Data System (SLDS). In addition to all stakeholders involved in ECIDS, development of P-20W+ also involved the community colleges, Nebraska Dept. of Labor and Nebraska Dept. of Transportation. I regularly collaborated with executive leaders from the University of Nebraska System, Nebraska Community College System, Nebraska State College System and Nebraska Department of Education (NDE)I led Nebraska’s Ed-Fi Education Dashboard and Data Warehouse Statewide Implementation. The product is called ADVISER: Advanced Data Views Improving Student Educational Response. ADVISER impacts all 350,000 Nebraska’s students and 30,000 school teachers. ADVISER is being rolled out to all 245 public school districts, 192 private educational agencies and 17 education service units (ESU’s). The ADVISER dashboard is a web based view of student (K12) and staff data that provides educators with a simple way to personalize instruction and make data-driven decisions that impact children.I oversaw the strategy, planning, design and implementation of NDE’s Data Governance Framework. Also, using my expertise in proposal, grant and technical writing, I helped NDE redraft multiple administrative policies and procedures.

As Principal at Capstone Consulting, I was directly responsible for shaping and building the business. I was responsible for end to end account management activities including networking, marketing, lead generation, MSA agreements, SOW creation, RFP responses and account management. I worked with Executive leadership and contract administrators at client sites and other partnering firms and largely use influencing, negotiating and conflict-resolution skills in the process.I managed day to day activities of multiple Capstone accounts/clients, including finances, resources, risk and performance among other areas. I led multiple consultant teams across clients and work primarily thru project/program managers or scrum masters. I coached managers and individual contributors towards professional as well as personal goals.As Sr. Program Manager with the State of NE I was mandated to:1> Institutionalize the Agile Scrum framework to create new products and services and to foster a culture of reuse and collaboration2> Have simplified and automated processes and tools that provide value in resource allocation and project prioritization.3> Leverage the power of its own data through easy and quick access to information that helps AOP employees make timely and informed decisions, 4> Have transparency and visibility into all dollar investments with the ability to trace and measure the value of the investments to their benefits,5> Position AOP as a collaborative leader within the state of NE and across the country with the technological ability to quickly partner with other governmental agencies as well as industry to benefit communities at large.As Director of Federal Business Development (Federal contracts worth $6,500,000 awarded to Capstone in the first year): I oversaw the Federal Government contracting practice at Capstone. My team and I handled business development, capture management, intelligence gathering, bidding, pricing and contract administration.

As Enterprise Project Manager at Nebraska Book Company (NBC)/NEEBO.com I partnered with NBC's Business and I.T and influence NBC’s short term goals and long term vision thru project prioritization, planning and execution. My responsibilities included:• Bring an entrepreneurial approach to directing projects.• Direct strategic cross-functional projects of highest complexity and impact.• Champion the projects/programs internally and build support among key stakeholders. • Serve as key liaison to NBC’s executive leadership on project progress.• Drive agenda and facilitating project steering committee meetings• Represent the projects/program and its objectives in all governance/compliance/regulatory and gating forums• Direct, oversee and drive project execution thru all SDLC stages.• Create and maintain project/program risk log and engage appropriate stakeholders in risk mitigation.• Proactively identify, escalate and resolve project risks/issues to managers and delivery area as needed.• Proactively plan staffing and making dynamic adjustments to maximize resource efficiencies and achieve project results.• Identify, coordinate, and communicate project dependency impact among all of NBC’s in-flight projects• Coordinate, document, and communicate project plans and requirements• Provide feedback on team member competencies• Direct procurement related to the project/program, ensure proper vendor selection, contract development and contract administration for vendors used during the project(s)• Assist in the development of PMO framework, processes and associated training• Coach and mentor Project Managers and Project Analysts

CLUB VISA is a Visa credit card paired with Cabela's loyalty program issued by Cabela's World's Foremost Bank. We are one of only two retailers who entirely own our own bank to run our loyalty program (Nordstrom’s is the other). Cabela's CLUB members receive points for Visa purchases at Cabela’s or anywhere else that can be used for future Cabela’s purchases. There is a Rewards card program for those who do not qualify for the Visa credit card. CLUB VISA transcends typical points-based loyalty programs to include private in-store CLUB events, Family Outdoors Days where trained staff teach youth and their entire families about outdoor sports and exclusive trips to high-end experiences I direct the Project Management Office at Cabela's World's Foremost Bank (WFB) also known as the CLUB PMO. The CLUB PMO executes a project portfolio that grows the bank's business thru innovative products and services while ensuring regulatory compliance.The CLUB PMO is a cross functional partner with business and I.T with the following charter:1> Flawlessly execute projects/programs that grow the business thru innovative products and services while ensuring regulatory compliance.2> Champion and educate the organization on resource management and process improvement.3> Minimize project lead time thru process improvement, resource management and reuse.4> Manage a continual feedback system on the latest evolutions in the retail and banking sectors that could influence the future direction of the business.5> Enhance customer experience and intensify loyalty thru continual introduction of new products and services and incremental improvements in existing products and services.6> Explore new business models and business processes with the aim of simplifying the business and reducing complexity in the current portfolio of offerings at Cabela's CLUB.7> Serve all B.U's and I.T on operations and internal projects.

I.T Program Manager – United States Department of Agriculture (USDA). As I.T Program Manager at the USDA campus in Ames IA, I lead complex business-technology initiatives involving the Animal and Plant Health Inspection Service (APHIS), Veterinary Services (VS), Center for Veterinary Biologics (CVB) and National Center for Animal Health (NCAH). These initiatives automate and streamline the regulatory processes surrounding research, testing, manufacture, serial release, licensing and reporting use/misuse of veterinary products across the U.S. My major responsibilities include:• Influence the business-I.T vision within the CVB/NVSL, NCAH.• Establish 5 to 7 year budgetary framework within CVB, NCAH. • Champion Web-2.0, mobile, social, local and digital culture and technologies within USDA• Develop and institutionalize project/program management processes at CVB, NCAH.• Manage/control I.T programs and multiple I.T projects• Liaison with other federal departments and develop collaborative opportunities with the USDA• Lead the Security audit (Certification and Accreditation) process for all projects.• Guide the procurement of all I.T products and services. Act as lead decision maker during solicitation and vendor selection.• I.T operations management

I was Consumer Products Launch - Project Manager with WellPoint, Inc. in charge of implementing new products, new plans and renewal activities for Medicare Advantage and Medicare Advantage-Part D under WellPoint, Inc’s Senior line of Business. This is a $10,000,000 program. The 2010 Product Launch includes Employer Group Retiree (EGR) and Individual business strategy. These products are being sold under the authority of The Center for Medicare and Medicaid Services (CMS). Satish’s major responsibilities include:• Lead the Claims processing and Customer Service work stream• Manage Vendor resources onsite and offshore• Liaison between Business and I.T teams across the entire program• Create a master project plan and manage/control the project

I was Sr. Project Manager with IFMC in charge of implementing healthcare contracts for the Federal Government under the ‘Physician Quality Reporting Initiative (PQRI)’. This is an $86 million initiative awarded to IFMC by The Center for Medicare and Medicaid Services (CMS). My major responsibilities included:• Contract management.• Program management.• PMO oversight• Vendor management (CGI, Buccaneer Systems).• Infrastructure management.

I was Sr. Project Manager for the upgrade of the State of Iowa’s ERP System. I worked closely with the CIO of the State Dept. of Administrative Services (DAS) and the COO of the State Accounting Enterprise (SAE). My major responsibilities included:• Product Management.• Upgrade Project Plan Management.• Vendor management.• Budget management.• Infrastructure management.

I led multiple Integration projects at Wellpoint. This involved: Creation and Management of Portfolio dashboards using PlanviewManaging I.T process flow using ClearQuestManaging I.T assets during SDLC using ClearCaseManaging geographically dispersed teams within the U.S and Offshore.Establishment and management of multiple Risk Management PlansCreation and management of multiple Project PlansLeadership and Management of a large resource pool in a matrix managed structure.As I.T Project Manager, I led the implementation of an automated re-pricing process between New York Empire Providers and Unicare, as a proprietary network. At Wellpoint, WGS2.0 and STAR (ISG) were the major systems involved. I also led the implementation of Phase-I of the STAR Membership Improvements project.