• Led the Business Information Systems infrastructure and applications teams (IT teams) from two acquisitions and integrated them into central Microsoft IT teams in ~15 months, while ensuring business continuity• Drove the Digital Transformation of all of Microsoft to the Cloud (Azure) and ensured that all internal teams (1Ps) are running efficiently in Azure. Built the CloudOptimal Program from ground up and successfully transformed all of Microsoft to be our own best customer of Azure• Evangelized latest Azure services and optimization techniques by hosting conferences, monthly tech talks and newsletters that was targeted towards 10's K of Microsoft engineers• Reduced Microsoft's carbon footprint by eliminating or reducing labs by 20% across Microsoft campuses worldwide, in partnership with Microsoft IT. This initiative was called LabOptimal and has already made a significant positive impact to the environment, Microsoft and engineering teams

• Responsible for on-boarding internal Microsoft teams on Azure and getting a deeper understanding of their pain points, to help build a better product for customers• Release Manager for the entire Compute Stack and drove several releases successfully to production• Revamped engineering processes to reduce cycle time from development to production, to days instead of weeks

• Had a unique opportunity to lead the Program Management Office (PMO) for HoloLens, the world’s first Holographic computer. Successfully led the team through the Entry and Exit phase gates of the project • Release Manager for the Server and Azure Services releases in my organization. Worked closely with Azure leadership for making deployments and servicing more streamlined for all Azure Services • Worked with senior leadership to shift the perception of Distributed Development at Microsoft. Developed technical solutions and best practices to enable distributed teams to collaborate more effectively across the globe• Partnered with senior leadership to define the vision for Office365, when it was a v1 product. My team was responsible for driving multi-tenancy in Exchange and Office Communicator Services. I was personally responsible for defining the provisioning, resource management and features that ensured SharePoint can be used effectively, in a hosted environment. Also successfully negotiated with other Microsoft product teams to include features and functionality, as part of their product offerings• Engaged on a regular basis with customers to better understand their requirements and incorporate some of their feedback into products. In addition, presented and communicated product roadmaps to customers and partners at various public forums

• Defined and delivered new innovative features, for customers in the Terminal Server (TS) domain. Partnered with the development and test teams to deliver a quality product and ensured that we hit all our target milestones. Additionally, I also designed and delivered new TS administration tools on Windows Server 2008. Defined the entire TS installation and administration experience on Windows Server 2008 • Drove change across the entire TS organization, to promote acceptance of Longhorn Basics. The core deliverables for this project were to ensure that we designed and delivered a final product that met the Quality, Reliability and Performance bar • Took on an additional role of Release Manager for the TS team and this entailed driving the entire TS team to deliver on our overall organizational and customer commitments. Worked closely with Windows leadership team and negotiated schedules and features that were shipped. Constantly engaged at all levels to ensure that everyone was driving towards meeting the milestone, while also delivering a rich and high-quality feature set

• Was responsible for introducing new products to the market and leading the hardware and software development teams. Interacted on a regular basis with customers to capture requirements, recommend potential solutions and provide status updates• Designed and shipped the next wave of technology products (avionics) to automate data collection on the aircraft and transfer it to a Server on the ground using CDMA, GSM and Wi-Fi technologies. This project spanned the entire gamut from product conception, detailed design, manufacturing, shipping and customer support. This project stands out as a ground breaking project at Honeywell because the entire hardware and software development was done offshore. Team size peaked at 36 engineers offshore and 2 on-site. Project was completed in 24 months • Successfully completed the development of revenue generating ground-based software tools for the aviation industry using offshore resources. Software was developed using Microsoft Visual C++ and other 3rd party Graphical tools. Team size was 6 offshore and 2 on-site, duration of project was 12 months• Completed delivery of an avionics unit, which included both hardware and software. Led a cross-functional project team and used advanced IPDS process tools to drive the product through its various life cycles. Handled the complex issues of New Product Introduction (NPI) and met all the FAA standards. Worked with Manufacturing to build the final production units. Hardware and software were delivered to customer and is flying on their aircraft. Team size varied from 6 - 20 engineers based on the phase of the project

• Partnered with the product line directors to provide the IT support structure essential for running critical engineering applications like Mentor Graphics, ProE, CMS and MatrixOne• Deployed and integrated systems like PDM, Pro-Intralink, PVCS Tracker, Oracle, SQL and Web based applications. Team size varied from 4 to 15 depending on the phase and complexity of project • Drove commonality and standardization of tools and processes to maximize efficiencies and drastically cut down turnaround time for application rollout and upgrades by 30%• Actively participated in corporate steering committees for setting technical and strategic direction for deployment of corporate wide IT tools and processes