Product Owner for SaaS eCommerce New Product Development.
Champion business solution for 4 of the biggest customer accounts.
Elevate the customer's monthly Gross Merchandise Value through our platform.
Primary stakeholder on behalf of the customer; become the 'Voice of the Customer' to optimize and influence the product development roadmap.
Drive Migration tool product roadmap and migration projects for Customers
My responsibilities include driving/championing business solutions for 4 of AppDirect’s biggest customer accounts and elevating the customer's monthly Gross Merchandise Value through the platform. I act on behalf of the customer to own the "Voice of the Customer" initiative that symbiotically helps us optimize/influence the product development roadmap as per customer market needs.Alongside, my primary role as a business solution consultant, I also act as the Product Owner of the "Migration Tool"- a product module of our flagship product - a Whitelabel SaaS Commerce platform. I drive the “Migration Tool” product roadmap and facilitate migration projects for Customers.As a consultant, I am accountable as much for the internal stakeholders/teams as for the customer teams. In other words, I liaise with various teams such as the legal team, Project Managers, Solution Architects, Product Managers, Engineering Teams, Sales Executives, and Customer Support teams for a successful delivery.
I was successfully able to develop of in-house Support Playbook Management tool. This reduced the turnaround time on the support issues and provided consistency in customer experience.
A rich product manual enables end-users to have an enriching self-serve experience of product features to their fullest potential. With an aim to create an example, I executed my idea as a pilot project for one of the product modules. My efforts created extensive internal documentation, one external training module, and one certification exam. Better documentation and training reduced the hand holding required, thereby reducing unnecessary costs and increasing our Net-promoter-satisfaction scores. Reaping multi-fold benefits, such an exercise gave insights to incorporate more user-friendly workflows and inspired an organization-wide knowledge-sharing drive. On one occasion, I played an instrumental role in customer retention by identifying the issue well before time and remediating it in time.
Project lead – from initiation phase, requirement gathering, SOW signature, execution & delivery, to acceptance.
Work as a liaison for the customer and work with cross-functional teams
Drive Migration tool product roadmap and migration projects for Customers
I come from a background of managing multiple teams, and, thus, have honed strong people management skills. As a Technical Project Manager (TPM), my core responsibilities were to facilitate in running customers' business projects while working with cross-functional teams for successful project delivery. I executed multiple projects in tandem and was the owner of the project budget. I was the escalation point for project timeline jeopardy, budget overruns, and exception reports. I created Standard Operating Principle for post-completion surveys to capture feedback properly. I helped retain one of the major accounts by aligning to one of their key strategic goals. I helped the creation of the time reporting integration between JIRA (ticketing tool) and Open Air (time reporting tool) in order to better track the actual efforts for a task. Last but not the least, I led custom solutions for IoT commerce alongside the existing enterprise SMB product commerce.
People Manager for 11 direct reports and 10 dotted reports
Year End performance evaluation for direct reports
Headcount, attrition, and Capacity planning for the reporting team
Own Training, and employee engagement.
Work allocation and execution of the following teams:
Engineering Solutions & Engineering support team
Customer Support team
Migration Development team
Own detailed weekly, monthly, and quarterly metrics about the product health provided to C-Level Customer Advisory committee meetings
I was the people manager for 11 direct reports and 10 dotted reports. As a manager, I was responsible for the year-end performance evaluation for direct report. I was accountable for my team members’ training, learning and development and employee engagement activities. Managing up I was responsible for the headcount and attrition management, and the capacity planning for the reporting team. Alongside people management, I was also responsible for work allocation and triaging on the daily basis for my teams - Engineering Solution/Support Team, Customer Support team and Migration Development team. Last but not the least, I was responsible to send detailed weekly, monthly, and quarterly team metric related to product health, issues tracking, and proactive maintenance initiatives to a C- Level Customer Advisory committee.
Technical lead managing the agile team of 21 members across 3 geographies; 11 direct reports
Design Authority in Telecom Domain Products -Retail Post-paid Billing, Revenue & Fraud Management, CRM, Interconnect Billing.
Vendor Manager for the customer and coordinated with Prime SI company
I was the Technical lead managing the agile team of 21 members across 3 geographies. I was also responsible for the cost estimation of new work coming to Amdocs, India from Everything Everywhere, the UK incapacity of the Design Authority for Telecom Domain Products - Retail Post-paid Billing, Revenue & Fraud Management, CRM. I was the point of contact for the Workflow and Release Management of the projects for Amdocs and its vendors. Again, the validation of the work done by Amdocs' Vendors and SLA Management were part of my responsibilities. During this period, outside my responsibilities, I completed initiatives such as the transition of two major projects for Amdocs, the development of a Training repository and Training tools and the development of an automated task performer and a web-based workflow manager. Out of interest, I was also actively participating in Pre-Sales for one major prospective client and involves in many Employee Engagement Initiatives.
Developer and Solution Engineer for the Reporting & Regulation, and Wholesale Ordering/provisioning for Landline
I was a Solution Engineer for the FCC Reporting & Regulation mandate business rules for ATT (as the customer) and a Developer for wholesale Ordering/provisioning for Landline connections for ATT (as the customer). I was part of various "Kaizen" teams to help improve the automation projects. I received Customer appreciation for ownership of the technical modules in a hostile transition and one Customer award for solving the Interconnect billing issue that stopped a $1.5M daily revenue loss.