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Work Background
Glue ReplyIntegration Delivery Manager (Consultant)
Jul. 2024 - Apr. 2025London Area, United Kingdom
MajotoConsultant
Jun. 2023 - Sep. 2023Guildford, England, United KingdomAs part of an Integrated applied Project in my master's degree, I was a consultant on a strategic project that aimed to redefine their business model and growth strategy for a SaaS startup focusing on creation of visual contracts based on Legal design and AI. Strategic Analysis: Conducted an in-depth analysis of the competitive landscape to identify strengths, weaknesses, opportunities, and threats (SWOT analysis). This involved researching competitor offerings, pricing models, market share, and plans.
Market Segmentation: Performed a segmentation of the target market to identify distinct customer groups with unique needs and preferences. Business Model Innovation: Analyzed the current business model to understand its revenue streams, cost structure, value proposition, and customer relationships. Identified areas for improvement and potential new revenue streams.
Growth Strategy Development: Identified future beachheads for expansion to new markets and services. Developed a data-driven growth strategy that leveraged the company's strengths and targeted the most promising opportunities.
Communication and Negotiation: Communicated complex findings and recommendations to the client through Weekly presentations, and a detailed project report.
TIBCOManaged Services Delivery Manager
May. 2021 - Sep. 2022Hyderabad, Telangana, IndiaProject management: Managed the integration support project across 11 countries within the ASEAN + OZ region, each with their own financial sector compliance rules and an overall system availability requirement of 99.99%; bringing the project back on track to deliver all targets to the 6-month target client had set – with the client agreeing to a contract renewal.
• Project delivery: Planning, scoping the entire project, creating, and maintenance of RAID logs, managing risks, dependencies, and issues, and communicating with stakeholders about progress, risks, and dependencies.
• Performance improvement: Achieved and maintained site reliability and stability requirements by analysing flow, frequency and criticality of incidents and matrix managing a team of 6 technical consultants on solution design, introducing new checks and alerts into the process that allowed earlier incident resolution.
• Stakeholder engagement: Engaged on the client side on project strategy directly with the Site Reliability head and Senior VP Enterprise Data Lead, with their other third-party consultancy partners and internally with TIBCO senior management, making business cases for proposed delivery strategy, and reporting on / securing agreement on system availability, SLA, roadmap prioritization, sprint planning, backlog.
Management Reporting: Generated weekly, monthly, and quarterly status reports based on the progress of stability items, change management plans, analysis of customer-impacted incidents, After Action Reports, and analysis to highlight recurring incidents, as well as evaluating incident quality metrics.
• Information security compliance: Executed internal audits and established comprehensive account/client-level compliance guidelines, along with audit requirements for data protection and security for four external data audits – ISO27001, HIPAA, SOC2, and GDPR – for all 12 clients under the professional services group contract.
DXC TechnologyCustomer Project/Program Manager
Dec. 2019 - May. 2021Bengaluru, Karnataka, IndiaProgram management: Directly managed a team of 8 project managers organised by their field of expertise, and matrix managed global regional teams in EMEA, APAC, US, and the Americas on the precision planning of downtime across all regions to ensure universal execution of upgrades.
• Compliance improvement: Delivered a step change in the rate of compliance from 67% on joining to 97%, including 92% within 6 months, across an estate of ca. 10,000 Oracle, Sybase, and MS SQL servers for Deutsche Bank..
• Current state assessment: Assessed existing process, procedures and work practices of patching, & identified gaps related to change management, communication, and process efficiency.
• Project workstreams: Developed & optimized patching workstreams, based on data analysis of assets based on the server OS, databases, and all other common configuration variables.
• Process improvement: Implemented a new strategy to upgrade management that is still used by DXC today based on (i) re-setting priorities from production to non-production servers including at one point pausing lower-priority upgrades; (ii) working with global business owners to schedule patches by priority – previously, there had been no centralized scheduling process; (iii) created Kanban-based compliance scorecard sharing with region owners and internal stakeholders to improve the transparency of regional performance and avoid the previous ‘silo’ approach to
upgrades.
• Communication & visualization: Streamlined oral & written communication within the team by setting up a Kanban board for the patching activities and daily stand-ups. The Dashboard was for the XFN team of PMs, IEs and DBAs to improve visibility, transparency, and enhanced process compliance & efficiency. • Stakeholder engagement & management reporting: Engaged with the VP Deutsche Bank for Security & Compliance, and internally with region and application ‘owners’; also prepared and presented quarterly progress reports to senior management
InfosysProject Manager
May. 2015 - Nov. 2019Mysuru, Karnataka, India- IT service delivery management: Managed 24x7 support for 180+ BI applications and 3000+ servers in production and non-production environments, including a project to upgrade end of life servers and vulnerability remediation.
- Business process improvement: Reduced high rate of BI Application support tickets from 50-60/day to 10/day saving the client almost $200k – by analyzing ticket patterns, introducing a JAWS tool that eliminated manual monitoring, and collaborated with the Technical Architect to deploy a KANBAN-based approach to streamlining jobs.
- Incident Management: Acted as Major incident manager, managed general procedures, handled incident communication to the stakeholders, deftly reported & analyzed customer-impacted incidents, and evaluated incident quality metrics.
- Infrastructure Upgrade: Led a project to upgrade 160 end-of-life servers in the Kanban Model across the segments, along with a Vulnerability remediation project with 14K + patches applied in 425 Servers in 6 months.
- Automation: Led automation initiatives using scripting, macros, & existing alerting tools to reduce the manual effort for Infra Health reports.
- Problem management: Identified problems based on client impacted incidents and developed solutions with stakeholders like development team, production support team.
- Service Transition: Acted as single point of contract for service transition of 180+ BI applications with the ETL Processes to big data architecture (Hadoop framework) from data warehouse architecture; Ensure the transition within 90-day cut-off period with resource optimization after successful parallel runs.
- Stakeholder Engagement: Functioned as SPOC for requirement analysis, sprint planning, service delivery.
- Team leadership: Managed a cross-functional team of 60 (10 on-site in the US + 50 in India), including work scheduling and allocation, delivery, and latterly the downsizing of the team at a rate of 10% per year without impact on the operational targets.
InfosysTechnology Lead
Oct. 2010 - May. 2015London Area, United KingdomUK secondments: Provided on-site support to two UK clients – the first as Technology Lead to UK client Barclays
Asset Finance division, creating client risk profiling reports; the second advising and delivering a service improvement
plan for 2000+ assets and a workforce of ca. 300 for London-based Brit Insurance.
• Business Transformation: Worked as project lead for organizational restructuring initiative with a complex project
involved transitioning Infosys from a hierarchical structure to a matrix organization across 14 business units, 8
subsidiaries, and 200,000 employees globally. My responsibilities included Requirements gathering, mapping new
cross-functional relationships, and developing and implementing a detailed change management plan for the HCM
applications. Awarded Certificate of Excellence for the contribution to the Infosys 3.0 - Business Transformation
Program Management 2011
• Software Development life cycle: Involved in all stages of the SDLC, end-to-end, for the development of a new
performance appraisal system, from resource planning and estimation, project planning, high-level design, and user acceptance testing, to production deployment. Designed and deployed the new system within a span of two months.
Transitioned existing reporting system, and performed data consolidation from the previous three systems to create an archival database for reporting & analysis.
InfosysTechnology Analyst
Oct. 2009 - May. 2012Mysore, Karnataka, India- Requirements Analysis: Participate actively in requirement analysis sessions to understand the functional and non-functional requirements for the applications. This includes user stories, system behaviour expectations, performance needs, and security considerations.
-System Design: Based on the analyzed requirements, created detailed design documents that map out the system architecture, functionalities of different components, and their interactions. These documents served as a blueprint for development activities.
- Software Development: actively contributed to development by writing clean and well-structured code that adheres to coding standards and best practices.
- Code Review: participated in code review processes to ensure code quality, identify and address potential bugs, and promote adherence to coding standards within the team.
-Validation and Testing: implemented validations within the code to ensure data integrity, system behaviour aligns with expectations, and potential errors are caught early in the development cycle.
- Knowledge Management: actively participated in knowledge management activities. This involved documenting design documents, processes followed, and lessons learned to benefit future endeavours.
- Estimation: accurately estimated the effort required for software development with IFPug Methodology. This information was crucial for project managers and team leads when creating overall project timelines and resource allocation plans.
InfosysSoftware Engineer/Module Leader
Aug. 2005 - Sep. 2009Mysore, Karnataka, IndiaSoftware Development life cycle: Involved in requirement analysis, prototype building, database design, and development of critical modules for recruitment and joining portals of Infosys and its subsidiaries involving the data sync from 3 different sources internet, intranet, and recruitment consultants. Handled the Production deployment
and support after the go-live of the portal.
• Automation & performance improvement: Created XLS based Impact Analysis template which led to 30% reduction in the effort for the RFC.
Infosys Technologies LtdSoftware Engineer/Module Leader
Aug. 2005 - Sep. 2009Mysore, Karnataka, IndiaSoftware Development life cycle: Involved in requirement analysis, prototype building, database design, and development of critical modules for recruitment and joining portals of Infosys and its subsidiaries involving the data sync from 3 different sources internet, intranet, and recruitment consultants. Handled the Production deployment and support after the go-live of the portal. • Automation & performance improvement: Created XLS based Impact Analysis template which led to 30% reduction in the effort for the RFC.
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