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.
