Program manage technical event, workshop and work with marketing to define go-to marketstrategy. Define and lead the execution plan based on business strategy and budget management. Led the startup to get organization processes organized.

Led worldwide Scrum teams to plan the end-to-end release of enterprise software products by collaborating with the product manager, the chief architect, functional architects, Scrum Masters, security team and other cross functional team members. Extensive hands-on experience in: - Management of requirements backlog grooming with the product manager and chief functional architect - Leading, preparing and hosting of bi-weekly status with senior management - Proactive risk identification - Blocker and conflict resolution - Being the integration coordinator with six other product partnersInitiated and drove: - The transformation from Scrum Agile to SAFe Agile - Github adoption - The seamless migration of Agile project management tool from ALM to AgMDrove yearly engineering training for the division and equipment procurement for the teams.

Managed the QA department for multiple enterprise software products -- these consisted of server and storage integration testing. Managed the R&D data center infrastructure to support over 800 global users and the project management office (PMO).- Led the integration of over 200 China based engineers into the business with minimal attrition by proactively working with HR to address attrition risk and influenced HR and senior management to take actions- Built a QA organization in China from zero to 54 employees in two years. Newly hired engineers were productive in four months as a result of clear goal-setting and an effective training plan- Using test automation, six QA engineers were re-assigned to the R&D development team- Drove software development process capability improvement for an organization of over 200 people. Awarded by the Software Engineering Institute (SEI) at Carnegie Mellon University as a level 4 maturity organization- Drove an initiative by motivating and influencing engineers to use virtualization technology for both server and storage resulting in about $2M of savings in both energy and space- Drove an initiative to manage the hardware lifecycle and reduced data center space usage by 30%- Created a hardware lifecycle management tool with cross functional teams- Worked with teams to organize the shipment of hardware to Bangalore due to US site closure. This was a big cross functional team project between the US and India

R&D software engineering manager of the Fibre Channel device driver and host I/O adapter team. - Customer escalation management - Commissioned by a senior VP to develop a second generation Fibre Channel device driver and IO card in 10 months with focus on quality and time-to-market. This was a critical product for the business because the previous generation product had too many quality issues. Outstanding results were achieved with the first in the industry support of a Fibre Channel card that could boot-up Unix - Successfully improved the quality of the 100BT network product and removed it from the HP support organization’s top ten worst products list- Delivered a web-based dashboard tool which supports both the engineers and management to track the customer reported defects- Established a good working relationship with several of the biggest HP-UX customers- Managed many project transitions from the US to India