Shridhima Singh

Senior Technical Program Manager with 9+ years operating at the intersection of engineering, product, and business teams in high-velocity SaaS environments — scaling delivery capability, driving clarity from ambiguity, and acting as a force multiplier across complex, cross-functional programs. Proven systems thinker who identifies bottlenecks at the org level, designs pragmatic solutions, and embeds structures that teams sustain independently. Track record of measurably improving how engineering organizations build: lifting sprint attainment from 35% to 90%, halving defect backlogs, reducing overhead by 40%, and delivering $625K in annual cost savings through disciplined cross-team execution.

Technically literate with a background in Electronics Engineering, deep SDLC governance experience, and hands-on expertise with cloud-based SaaS platforms (Azure, GCP), API-based system integrations, and developer tooling. Known for aligning stakeholders across engineering, product, and business — removing blockers, accelerating execution, and keeping distributed teams focused on outcomes that matter. PSM/PSPO-certified across Agile, SAFe, Waterfall, and hybrid delivery models

Senior Technical Program Manager | ESO (Healthcare SaaS) Apr 2024 – Present

Embedded at the centre of engineering, product, and business teams for a cloud-based SaaS platform — scaling delivery capability across Hospital and Platform verticals, managing 3 cross-functional engineering teams (25+ engineers and QA) across 4 time zones, and reporting directly to CTO and CIO. Accountable for how the engineering organization builds: its speed, predictability, quality, and structural health.

• Drove sprint attainment from 35% to 90% — conducted a systematic diagnosis of where the engineering org was breaking down, identified root causes across process, tooling, and team structure, and designed pragmatic solutions that teams could sustain independently; frameworks adopted organization-wide across all 3 verticals.
• Acted as a force multiplier across engineering and product teams — removed blockers, resolved cross-team conflicts, aligned competing priorities, and kept 25+ engineers focused on committed outcomes rather than coordination overhead; directly improved delivery velocity and reduced context-switching friction.
• Identified and eliminated $52K/month ($625K/year) in unnecessary Azure infrastructure spend — led a cross-functional audit of cloud resource utilization, mapped dependencies, and drove resolution through disciplined change management; demonstrated systems-level thinking about engineering cost and efficiency simultaneously.
• Defined and tracked engineering metrics that guided real decisions — built advanced Jira reporting frameworks tracking velocity, burndown, cycle time, backlog health, and sprint attainment; gave every stakeholder from engineers to executives a consistent, real-time view of engineering performance and program health.
• Reduced manual engineering overhead by 40% — identified workflow inefficiencies across stakeholder reporting, Jira management, and retrospective synthesis; designed and deployed automation solutions adopted as a team-wide efficiency framework, freeing engineering capacity for higher-value delivery work.
• Optimized tools, processes, and operating rhythms across the engineering organization — built delivery process frameworks, standardized operating cadences, and introduced accountability structures that materially improved how teams planned, executed, and continuously improved their delivery.
• Scaled delivery capability across a growing engineering organization — built TPM practice from the ground up: established single sources of truth, dependency mapping, risk management protocols, and release governance frameworks that gave the engineering org the infrastructure to scale without losing delivery predictability.
• Led complex cross-functional programs end-to-end — managed proactive risk identification, RAID logging, dependency resolution, and escalation to CTO/CIO level; developed outcome-focused execution plans anchored to quarterly roadmaps with clear milestones, success criteria, and team-level accountability.
• Halved the unresolved defect backlog from 88% to 39% through systematic quality gates and engineering process redesign — validated outcomes against defined OKRs and reported results to executive leadership through structured dashboards and briefings.
• Championed and led engineering tooling evaluation — mapped program and engineering responsibilities to best-fit solutions, assessed alternatives against technical, security, and cost criteria, and established the foundation for scalable tooling adoption across the engineering organization.

Technical Program Manager | Walmart Global Tech Apr 2022 – Jun 2023

Drove program delivery across 3 concurrent engineering programs on a GCP-based Finance Data Lake SaaS platform — operating in a high-velocity, enterprise-scale engineering environment serving global e-commerce operations.

• Managed complex API-based system integration programs — coordinated end-to-end delivery of data pipeline integrations from technical requirements through integration testing and production release; managed legacy system dependencies, API compatibility risks, and cross-team execution across concurrent workstreams.
• Delivered measurable engineering efficiency gains — 5-day reduction in data refresh latency and $7,500 in annual cost savings (23% cost reduction) through disciplined scope, dependency, and delivery management across a high-scale data engineering environment.
• Tracked engineering performance against defined KPIs — maintained dependency matrices, risk logs, and delivery dashboards; proactively surfaced trade-offs and options to senior engineering leadership to enable data-driven decisions.
• Coordinated internal engineering teams and external technical partners — aligned on integration requirements, tracked third-party engineering milestones, and ensured partner deliverables integrated cleanly into release cycles without disrupting engineering momentum.
• Drove continuous improvement across engineering delivery methodology — coached teams on Agile practices through stand-ups, retrospectives, sprint reviews, and PI planning; sustained delivery consistency across a high-velocity engineering environment.

Agile Project Manager | Legato Health Technologies May 2021 – Mar 2022

Managed delivery across complex engineering workstreams within an Agile Release Train — accountable for cross-team dependency management, risk tracking, and engineering stakeholder alignment.

• Managed cross-team engineering dependencies within a scaled Agile Release Train — drove PI Planning across multiple engineering teams, negotiated priorities and resolved scope conflicts, and maintained critical path visibility; achieved on-time delivery with a 30% reduction in critical pipeline issues.
• Built engineering team capability — mentored 10 newly onboarded engineers and delivery team members on SDLC processes, Agile ways of working, and delivery accountability; accelerated time to independent contribution and strengthened team-level delivery discipline.
• Contributed to engineering communities of practice — facilitated knowledge sharing sessions across Scrum of Scrums, standardizing delivery practices and raising consistency across the Release Train.

Scrum Master | Amiti Software Technologies May 2020 – Mar 2021

• Led end-to-end delivery of a 12-month platform engineering migration across web, Android, and iOS — managed scope, schedule, and cross-team dependencies from assessment through go-live; delivered on time with zero major launch incidents through disciplined execution and blocker removal.
• Introduced engineering delivery frameworks — dependency tracking, backlog creation, roadmap development, and release planning; lifted team velocity by 20% and established the operating rhythms the team sustained independently post-delivery.

Business Analyst → Scrum Master | Tata Consultancy Services Nov 2016 – Apr 2020

• Translated complex business requirements into technical delivery plans across multiple engineering engagements — delivered consumer-facing products with a 95% stakeholder NPS through structured requirements clarity and delivery execution.
• Drove waterfall-to-Agile engineering transformation through TCS's internal Agile Centre of Excellence — built and standardized delivery capability across engineering teams, achieving PSM certification and developing Agile practice organization-wide.

Bachelor of Engineering — Electronics and Communication Engineering

Sagar Institute of Research and Technology, Bhopal, India | 2012 – 2016 | GPA: 8.02 / 10