Professional Summary

• Innovative executive leader with over 18 years of experience, of which last 13 years in Portfolio, Program, Project and Delivery Management, Enterprise Technology Solutions, IT Strategy and Governance, Project/Program Management advisory and thought Leadership
• Well experienced in leading Large-scale Complex Technology Transformation and implementations
• Big picture thinker and collaborative leader with a pragmatic approach to solving Business Issues
• Extensive experience in enterprise application architecture, Object-Oriented design, System Re-engineering, Enterprise Application Integration EAI , Legacy Modernization and Platform Migration a multi-linguist in technology that spans from legacy world IBM Mainframe and AS/400 to new age Internet technologies Java, JEE, Spring, Hibernate, Service Oriented Architecture SOA and Middleware
• Wide experience in providing reactive solutions through RFI/RFP, proactive solutions through Portfolio Optimization, New Service Propositions and Asset Monetization to enhance Value delivered to the Clients and increase internal ROI
• Expert in establishing and directing Project Management Office PMO , creating Project Governance Framework and Standardization of Project Practices and Controls
• Profound experience in using various Software Development Lifecycle SDLC Methodologies
• Proven achiever who is committed to aligning technology and business to generate cost-effective solutions and deliver multiple, mission-critical, multimillion-dollar programs on time and within budget
• Exceptional interpersonal communicator who effectively interacts with clients, all levels of management and Senior business leaders
• Decisive, energetic, focused manager who builds and leads high-performing multi-disciplined teams across geographies, cultures, varied skill and mind-set

Specialties

• Managing large and complex multi-million dollar IT development Programs and Projects
• Leading big and globally distributed engineering and business teams, defining protocols and team structures, managing performance and growth of managers and technologists, Team Building and Mentoring
• IT Governance, Service Propositions, Value Enhancements, Portfolio Optimizations and Asset Monetization
• Program/Project Cost Estimations and Budgeting, Return of Investment ROI , Payback Periods, NPVs, Profit and Loss and Cost Management
• Program/Project Scoping, Sizing, Effort Estimation, Forecasting, Planning and Scheduling
• Managing Project deliverable Quality and Program, Project and Operation Risks
• Stakeholder Management includes Directors, Vice Presidents, CTOs, CIOs and country business leaders , Communication Strategy and planning
• Defining Project Organization Structure, Creating Project Governance Framework and Standardization of Project Practices and Controls
• Infrastructure Capacity Planning and provisioning, Business and Technology Change Management
• Software system environment Due Diligence, IT Operational Risk assessments, Enterprise Architecture Assessment, Strategic Technology Solutions and implementation Road-map, aligning technology to business strategies, responses to RFI/RFPs
• Commercial Off-the-shelf COTS Product selection through RFI/RFPs, vendor and product evaluation/assessments, creating/validating MSAs/SoWs for Vendor Services and managing Vendor services

Technology Expertise

Software Architectures

• OS, Languages, Databases, Frameworks, Standards and Utility Software Windows, Unix, Linux, AIX, IBM Mainframe Java/J2EE/JEE, IBM PL/I, Cobol, XML, XSL, HTML, IBM Mainframe JCL, IBM DL/I, SQL, IBM ILE/RPG, Microsoft Visual Basic for Applications VBA , Unified Modeling Language UML , IBM DB2, Oracle, IBM IMS/DB, Data Caching through JDK and EhCache, EJB, Servlets, JSP, JDBC, Struts, Spring MVC, Security, REST, Batch, LDAP, JDBC, Cache, JMS , Hibernate, Java Persistence JPA , JSON, JQGrid, SOAP, Ajax, UDDI, WSDL, Java Messaging Service JMS , Jaspersoft Jasper Reports, IBM Program Call Markup Language PCML , Ant, Castor for Data Binding, CloverETL, IBM Doors, Microsoft Visual Source Safe VSS , CollabNet Subversion SVN , IBM Rational Clearcase, Microsoft Word, Excel, PowerPoint, IBM Rational Rose, Microsoft Visio, Eclipse, IBM-RAD, Bugzilla, HP Quality Centre, BMC Remedy
• Software Server, Adaptors, Reports and Middleware Products IBM Websphere, Apache Tomcat, IBM MQ, IBM HTTP Server, Oracle Access Manager OAM , SAP Crystal Reports, IBM Content Management On-Demand CMOD , IBM Tivoli Data Exchange TDE , NeoModus Direct Connect, TIBCO, BMC Control M, IBM Websphere, Apache Tomcat, IBM MQ, IBM HTTP Server, Oracle Access Manager OAM , IBM IMS DC, IBM CICS, SAP Crystal Reports, IBM Content Management On-Demand CMOD , IBM Tivoli Data Exchange TDE , NeoModus Direct Connect, TIBCO, BMC Control M, IBM IMS TM Resource Adapter, IBM CICS Transaction Gateway, IBM CICS Web Support, Oracle Webgate, Oracle Java Connector Adaptor JCA , IBM Websphere Adaptor
• Project/Portfolio Management Tools, Software Development Methodologies, Sizing Estimations Standards Microsoft Project Plan MPP , CA-Clarity Niku , HCL PMSmart customized Digit , Planview, VersionOne, JIRA, Pivotal, Microsoft Sharepoint, SDLCs' Waterfall, Incremental, Prototyping, Iterative/Rapid Application Development RAD , RUP, Agile Scrum , Size and Effort Estimations Function Point, Program Evaluation and Review Technique PERT /Line of Code, WBS, Object Size Count OSC , Use Case/Complexity Factor, Project Performance Measurements Earned Value Management EVM and Metrics CMM and CMMi standards

Professional Experience

Confidential

• Managing large and complex IT programs with Multi-year, Multi-million dollar budgets and distributed teams placed onsite-offshore and near-shore. Program/project type includes development of new applications, business process automations, enhancements to existing applications and Enterprise Application Integration for big global clients in dedicated and Cloud infrastructure and hospitality
• Responsible for managing technology programs from initiation, planning to execution and control Providing Technology Solutions and implementation road-map Project Sizing, Effort Cost Estimations Scope Management Project Planning Scheduling Risk Management Team Management Communication Strategy and planning Onsite-Offshore team management Change and Release Management Capacity Planning and Infrastructure provisioning for Applications Managing 3rd party product vendor services Conducting Program/project steering committee meetings with Senior stakeholders, business and project teams Stakeholder management includes Vice Presidents and Directors Software Quality Assurance and Program Technology Solution Delivery
• Agile Scrum SDLC methodology followed.
• Agile Project Management that includes Coaching, Chairing Product and Sprint Planning and Sprint Retrospective meetings, removing impediments, guiding the teams on the values and practices of Scrum

Confidential

Delivery Manager

Managing a multi-year, multi-million dollar complex program and delivery of a key CIO initiative to automate all the business process involved in the lifecycle of load balancer and associated environment from device inventory, Supply Chain, Provisioning, device management to decommissioning for both dedicated as well as Cloud infrastructure.

Confidential

Program Product Delivery Manager

Managed program and delivery of software applications that support MGM's business portfolio through their Mlife portal. Total life-cycle responsibility for the entire line of application systems that falls under Mlife umbrella including strategic planning, development, UX, enhancement and 7x24 production support.

Confidential

Standard Chartered Bank SCB Scope International

• Leadership and management for portfolio of large and complex Multi-year, Multi-million dollar IT programs with Capitalization budgets > 20M and annual operating budget ranging from 1M to 2M with large distributed global team. End-to-end program/project responsibility that includes development and global implementations and application/product management responsibilities includes enhancements and 7x24 production support across SCB markets geographies .
• Drove technology service offerings to SCB business through new product/application development, COTS product identification, integration and implementation, technology transformations that includes system re-engineering, platform migrations, Enterprise Application Integration, Legacy System modernizations, application infrastructure migration and enhancements, asset monetization and Portfolio Optimization
• Responsibilities include Managing technology programs from Project initiation, planning to execution and control and closure Defining and managing Programs/Projects Scope and Technology Deliverables that support business goals in collaboration with Senior Business Leaders and Stakeholders Technology architecture assessments and Governance, providing Strategic technology solutions and implementation road-map Aligning technology to business strategies Project Sizing, Effort Cost Estimations Capitalization Budgeting Yearly Operation Cost Budgeting Cost Management Stakeholder Management Project Planning Scheduling Risk management Large Distributed Team Management, Team Building Mentoring Communication Strategy and planning IT Governance IT Operational Risk assessments Control Participating in Enterprise IT Risk Audits Creating Project Governance Framework and Standardization of Project Practices and Controls Change and Release Management Capacity Planning and Infrastructure provisioning for Applications Conducting Program Executive Committee meetings involving CIOs, CTOs and country business leaders Chairing Program and Technology Working Committees constituting project teams and country business managers Vendor identification and selection for products and services through RFI/RFPs and assessments Vendor Management Software Quality Assurance and Program Technology Solution Delivery
• Project SDLC methodologies followed includes Waterfall, Iterative, Incremental, Agile Scrum and Hybrids. Agile Project Management includes managing different agile project teams, Coaching, Chairing Product and Sprint Planning and Sprint Retrospective meetings, removing impediments, guiding the teams on the values and practices of Scrum

Confidential

• Lead and managed large and complex IT programs with Multi-million dollar budgets that range between 2M to 5M with large distributed teams. Program/project type includes development of new applications, enhancements to existing applications, System Re-engineering, Platform Migrations and Enterprise Application Integration and Legacy Systems modernization for big global clients in business domains Retail Market Research, Rocket Science, Insurance and Banking
• Responsibilities were managing technology projects/programs from initiation, planning to execution and control and closure Project Sizing, Effort Cost Estimations Financial Budgeting Cost Management Scope Management Project Planning Scheduling Risk management Client Management Large Distributed Team Management Onsite-Offshore , Team Building Mentoring Onsite-Offshore team management Communication Strategy and planning IT Change and Release Management Capacity Planning and Infrastructure provisioning for Applications Creating Project Governance Framework and Standardization of Project Practices Controls Managing Profit Loss P L for the Delivery Unit Conducting Program/project steering committee meetings with Senior stakeholders, business and project teams Stakeholder Management includes Directors, Vice Presidents, CTOs and CIOs Pre-Sales and Post-Sales support by performing Due Diligence, Identifying new business initiatives in existing accounts by Value Creation through technology architecture assessments, providing Strategic technology solutions and implementation road-map, aligning technology to business strategies, Response to RFI/RFPs, Enterprise Discovery Landscaping, Business Applications Portfolio Optimization and new Service Propositions Software Quality Assurance and Program Technology Solution Delivery
• Project SDLC methodologies followed includes Waterfall, Incremental, Iterative/RUP and Hybrids.

Confidential

• Fireman's Fund Insurance Company FFIC founded in 1863, is one of the top 20 Property and Casualty Insurance companies in the United States. FFIC is the non-life insurance arm of Allianz SE, of Munich, Germany, one of the largest property and casualty insurers and financial services providers in the world.
• Managed the Casper program, an initiative from FFIC to increase operational effectiveness by reducing the number of redundant systems, reduce cost of policy processing, automation of expensive manual processes and to avoid expensive legacy system updates.

Confidential

• Halifax is the largest home mortgage lender in the UK. The company HBOS currently part of Lloyds Banking Group offers a host of financial services including retail banking, consumer credit, savings products and asset management services.
• Managed technology projects of varying sizes in HBoS Retail Banking during my tenure with HBoS.

Confidential

• Skandia a member of the Old Mutual Group, a FTSE 100 listed company is a leading UK based Life and Pensions Organization, providing a wide range of insurance and pension solutions in United Kingdom.
• Managed ACharge, a Latent Risk Program and a regulatory initiative mandated to Skandia by UK government to investigate the charging structures and fix the situations where charges are not accruing correctly as well as to put control measures for such kind of situations not occurring in future. IT solutions included fixes, new application development as well as enhancements to the existing applications

Confidential

• The Boeing Company is the world's largest aerospace and defense corporation with a product range covering commercial jetliners, military aircraft, satellites, launch services, human space flight, missile defense, moving-platform connectivity and network-centric solutions for defense and homeland security.
• Boeing's Flight Test Computing System FTCS is used to ensure that every airplane produced by the Boeing Company meets US and foreign government certification standards. End of 2003, Boeing came with a proposal to enhance their existing FTCS system running on obsolete technology platform in IBM Mainframes to a new world distributed system that could provide competitive edge, reducing operating cost and time to market, a vision set then for not only its other commercial military flight models but also for its current innovative 787-Dreamliner delivery.
• Managed the technology solution delivery, system re-engineering, software architecture, design and development for the FTCS Program

Confidential

• Information Resources Inc. IRI is a major consulting company in the area of providing industry with consumer insights and market intelligence. IRI provides customers with the most robust data available on electronic point-of-sale POS purchases of thousands of consumer brands sold all over the world.
• Managed the Panel Support program, started by IRI to continuously improve and simplify the process of the applications and reducing the effort in managing the systems through technology process improvisations, new application development, enhancements and support