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[Profile] Sr. Technical Program Manager

Experience Summary 15+ years of software development experience 8+ years of experience of managing a big team of 25+ members 6+ years of technical Program management experience  Excellent experience of managing projects across cross functional teams and coordinating the release schedules Ability to communicate clearly and effectively with developers, business owners, and senior business leaders. Proven track record of leading large cross-functional software projects.  Roles and Responsibilities Owning end to end execution of cross-functional projects, including product definition, roadmap planning, resource planning and project execution Working closely with the development, testing, QA, Marketing team
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Portfolio Development for Sr. Engineering Manager

 Career Highlights:- 15+ years of experience in software development, testing and Project Management 8+ years of experience of managing an Agile/Scrum Team and driving Agility in the organization Strong Experience with C++/Python and backend development Sr. Engineering Manager Role & Responsibilities Collaborate with other Software managers and Product Owner to establish a strong global team culture of delivering software with high quality and on time  Collaborate with cross-functional teams (HR, QA, PMO team) to define and build right feature sets  Identify and improve the current software development process Responsible for quality and consistency of all driver application and test tools (ADT and CPD) Coach and mentor the development team on all the phases of software product development to ensure best quality Hiring and building the high performing team of engineer 
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Behavioral interview Questions

1. Tell me about a time you not only met your goals, but exceeded expectations. There was one time when I was working as a consultant for USAF. On one of the daily standup calls, the client (USAF Project manager) mentioned that most of his other applications do smart card authentication. He wanted to add that feature to the Oracle Application I was working on. So, even though this wasn’t a formal request from him I ran with it. I started a conversation with Oracle on understanding the products we could leverage to get job done. I set up meetings with their product teams, got to know the product, discussed our requirements, and decided that we could come up with a solution. I implemented that solution in our development environment. I had the proof of concept done before the next sprint started in four weeks. I just about knocked the project manager’s socks off when I showed him that POC! The feature wasn’t technically part of the project plan, and he had no idea I would try to add it. ...
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