Vikas Agarwal

Led the stabilization phase of the Hyrax digital repository, restoring platform reliability and resolving critical performance and operational issues. Facilitated the delivery of a comprehensive analysis report outlining the roadmap for AWS-based modernization, including architecture recommendations and a phased execution strategy. Established and managed a structured delivery plan focused on stabilization milestones and analysis deliverables. Facilitated Agile ceremonies (daily stand-ups, sprint planning, and retrospectives) to maintain team alignment and ensure consistent progress. Identified key technical risks, dependencies, and legacy constraints, and documented them through RAID and change-control logs. Partnered with Cloud Architects and DevOps engineers to assess current infrastructure and define a scalable AWS target-state architecture (EKS, RDS, S3, MemoryDB, and OpenSearch). Provided clear and consistent stakeholder communication through weekly updates, highlighting stabilization progress and analysis insights. Validated stabilization deliverables and ensured all findings and recommendations aligned with client objectives and technical feasibility.

Handled end-to-end delivery of a large-scale eCommerce platform using Scaled Agile practices, from business case and solution design to UAT, production go-live, delivering the program within ±5% of the planned schedule. Managed cross-functional teams of 45+ people across product, engineering, UI/UX, QA, DevOps, infrastructure, and security, ensuring alignment to scope, milestones, and business outcomes. Worked with 4+ external vendors and system integrators, achieving 95%+ SLA adherence through structured vendor governance, performance tracking, and escalation management. Owned program budgets ranging from USD $1.5–2 million, maintaining delivery within approved CAPEX and OPEX, driving 10–15% cost optimization through vendor consolidation and delivery efficiencies. Partnered with business, marketing, and operations to enable launch readiness. Partnered with senior stakeholders, product owners, scrum masters, and operations to improve time-to-market by 20–30% and embed a continuous improvement and Agile maturity mindset across teams. Created process documentation for business operations to interact with the B2C portal.

Led the end-to-end delivery of strategic digital initiatives and platform enhancements across three business lines (roofing, insulation, and composites), managing a USD $2–3 million portfolio per year and delivering within ±5% of approved timelines. Managed the post-merger migration of paroc.com to owenscorning.com, coordinating 40+ stakeholders across IT, business, vendors, and leadership while maintaining SEO continuity and zero critical downtime. Launched a digital platform portal successfully in Canada, achieving 99.9% production availability and zero Sev-1 incidents during go-live and hypercare. Implemented Agile and Scaled Agile (SAFe-aligned) delivery frameworks, improving delivery predictability by approximately 25% and increasing cross-team dependency alignment across multiple vendors. Streamlined quarterly, half-yearly, and annual planning cycles, aligning executive leadership, IT, and business units on roadmaps, funding, and strategic priorities. Managed a team across product, UI/UX, engineering, and DevOps in a distributed, multi-vendor environment. Owned CAPEX vs OPEX budgeting and P&L management, controlling freelancer spend across three business lines and delivering 10–15% cost optimization. Optimized processes to gather the inputs from business stakeholders to determine the priority of the product roadmap items.

Worked with the program manager and CEO to organize the webinars and conferences for patient and caregiver education. Coordinated the research programs and surveys across the city of Memphis, TN, to collect data from patients and understand the challenges of easy access to resources. Led the development of the web portal myRabble to bring the community of caregivers and patients on a common platform. Created the flows in Asana and tracked the work to completion following Kanban practices. Process and SOP creation to launch the research survey, consolidating results and publishing reports to the stakeholders.

Defined and executed the Digital Agile Transformation roadmap, aligning 23 cross-functional teams (200+ practitioners) to a unified operating model, improving end-to-end delivery predictability by approximately 30%. Coached senior leadership, product owners, scrum masters, agile coaches, and delivery teams, increasing Agile maturity scores within 12–18 months. Designed and implemented remote and hybrid working policies, enabling multi-city talent acquisition and reducing employee attrition by 15% while maintaining delivery throughput. Established Agile maturity models and predictive metrics (velocity stability, flow efficiency, release burn-up), improving quarterly and monthly planning accuracy by around 25%. Designed and rolled out an SLA-driven support model (L1/L2/L3) for eCommerce platforms, improving incident resolution time (MTTR) by nearly 35% and maintaining 99.9% service availability. Owned P&L and delivery margin for Agile and digital initiatives (around USD 3–5 million portfolio), achieving 10–15% margin improvement through optimized resource allocation, vendor management, and efficiency initiatives. Migrated order management service from an SAP Hybris Monolith platform to a microservice-based architecture. It improved flexibility, innovation, scalability, performance, and agility. Launched the "Fulfilled by Carrefour (FBC)" initiative, enabling sellers to use the logistic capabilities of Carrefour. FBC initiative established a symbiotic relationship between Carrefour and sellers and improved customer experience and branding. Enabled and launched self-service return (SSR) that helped customers submit return requests from the Carrefour app without calling customer support. The SSR covered approximately 200,000 AED per week of refund in terms of monetary value. Launched dynamic delivery promise, delivery fee, deliver now, and slot optimization functionalities for improved on-time delivery across key UAE countries. The feature improved NPS and branding and provided a better customer experience.

Managed the development of training portals: https://www.easylearningtre.com/; https://eltdigital.in/login; https://itskanban.com/. Worked as a Kanban trainer for Easy Learning Tre and conducted public workshops on Kanban University-authorized Kanban courses. Conceptualized the learning portal hub for continuing education of the learning candidates.

Directed a high-impact digital transformation initiative for the Ontario Government, Canada, seamlessly integrating technology advancements and user experience enhancements. Led the end-to-end development, launch, and ongoing support of the PEAK mobile application, leveraging data science and analytics to deliver actionable insights. Oversaw the cloud deployment of PEAK on AWS, ensuring robust scalability and security. Positioned the PEAK app as an industry benchmark, securing the prestigious Media Excellence Award and earning a DRUM Award nomination; recognized as a digital transformation case study featured on Publicis Sapient's main page. Orchestrated the transformation of Plains Midstream Canada (PMC), a top 10 Canadian midstream company, revolutionizing its natural gas liquids (NGLs) business to align with industry best practices and support rapid business growth. Led the implementation of Openlink RightAngle, a truck schedule tracking mobile application, and integrated Power BI solutions. Created an implementation approach for Baker Hughes MDM Implementation to move their data platform from legacy to MDM Informatica on the cloud. The project was run over three fusion workshops in Dubai, London, and Houston for one week. Served as India delivery lead for the RightAngle support and customization team and scrum master for myPilot Digital mobile application customization team. The project is executed from Knoxville, USA, with teams across the USA and India. Executed the business continuity planning during the COVID-19 pandemic breakout across all organizational locations. Identified the process improvements at Baker Hughes MDM Implementation and created a roadmap and plan to implement the identified process improvements. Process creation for staffing the India Development Center.

Led strategic programme management as program manager for Entergy, a prominent US power utility serving Arkansas, Louisiana, Mississippi, New Orleans, and Texas. Delivered a value-centric implementation cycle, skilfully navigating and succeeding amidst a 400% scope increase by enforcing disciplined and resilient programme management practices. Directed a high-performing team of 96 professionals distributed across Düsseldorf, Boston, Gurgaon, and Bangalore, fostering strong cross-location collaboration. Created project plan, estimation, project costing, deal financial sheet, and project delivery model to implement and support RightAngle implementation of Plains–Crude and NGL products. Set up project governance and execution model. Worked on creating the capability of the software delivery group model for RightAngle implementations. Worked for a multi-million, multi-geo, and multi-year Openlink Endur implementation RFP. Worked on Hadoop initiatives RFP for Chevron. Created the BCP plans for Germany-based clients. Execution of the business continuity plan during the Bangalore Office Movement.

Set up the design team in London, Houston, and India, and coordinate with power users for scope definition, management, and sign-off on design deliverables. Led QA, cutover, and warranty support. Managed C-Level client relationships, performed weekly, on-demand project reporting, and conducted monthly and phase-end reviews. Created SOW/project budget for design, QA, and cutover. Set up a QA organization with a global team of 48 people and managed testing across nine international locations with a total participation of 250+ users in testing and acceptance. Handled all aspects of project management and set up a multi-geo team/user coordination and communication model and testing processes, power user acceptance criteria, and test coordination methodologies. Executed all types of testing, including assembly testing, expert testing, interface testing, functional testing, end-to-end testing, full data testing, regression testing, operational testing, performance testing, and user acceptance. Set quality tools to monitor the quality of QA, development, and design by setting up defect metrics, stabilization metrics, and system health reporting processes. Worked on and attained client financial approvals for scope enhancements and team augmentation. Reported project status to the decision review board every month. Conducted and facilitated monthly and phase-end project reviews with internal and external stakeholders. Set up semi-automated client billing and invoice reconciliation processes across Run Support and change enhancement projects for better client reporting. Managed CMMI L3 certification program for the Run Support organization. Set up project processes for enhancement projects under Run Support and managed their execution.

Directed and coordinated multidisciplinary teams across infrastructure, development, cutover, QA, business design, and change management, spearheading the successful execution of the ambitious 5-year ATLAS Implementation programme. Oversaw five major releases, ensuring seamless delivery and integration across key global hubs including Houston, Singapore, and London. Established and managed performance testing track. The track included finalizing the performance testing scope with the users, defining performance benchmarks, and selecting tools for performance testing and test execution. Drove cross-continental collaboration, motivating and managing a dynamic team ranging from 56 to 168 professionals spread across Houston, Boston, San Ramon, San Jose, Cape Town, Buenos Aires, London, France, Singapore, Bangalore, and Gurgaon. Created business continuity plans (BCPs) and disaster recovery plans (DRPs) for Chevron; performed audits, tests, and execution of the BCP plans every year. Led the adoption of advanced technologies leveraging platforms such as Openlink RightAngle, .NET, PowerBuilder, BizTalk, MS SQL, and Oracle to deliver high-impact business outcomes. Enforced disciplined programme execution through strategic application of leading project management tools, including MS Project, MS SharePoint, and MS Excel, guaranteeing transparency, accountability, and efficiency at every stage. Created the project plan using MS Project and Gantt charts for tracking the project status. Several workflows were created using Jira to handle multiple types of work across different teams.

Selected to spearhead and establish the collections system competency, focusing on the improvement and independency of implementing the collections system module within the business unit. Developed and maintained relationships with preferred customers of the banking and NBFC sectors. Managed major accounts such as ICICI Bank, BAJAJ Auto, HDB Financial Services, Reliance, Bank of Makati, Philippines, Dubai First (Dubai), L&T Finance, and CFC (Kuwait). Played a key role in client-business meetings, bagging enhancements worth 50+ person months in the current financial year (first quarter) and the project for the implementing collections system for Credit Cards at one of the major Banks. Played a key role as project leader in successfully improving the system performance of the collections system to suit the product implementation for voluminous customers.

Appointed as a lead estimator for the Center of Excellence for Estimation. Streamlined the estimation models necessary for placing bids for new projects belonging to Category A, B, and C. Worked closely with Keane Federal team (focused on US Government Projects), converting a Win of $60 million against bids. Led the project for CMMI L5 v1.2 Re-Appraisal Program along with the piloting of MS Project Server. Piloted tools like Share point Services, @RISK, QSM, and eTask Maker that can further improve project estimation and project management.

Acquired best practices and deployed project leadership skills to bring a five-month delayed project to getting delivered with a delay of only one month. Implemented Finacle at IDBI Bank with a team of 32 people. Oversaw project monitoring and tracking, project status reporting, reviews of code, test plans and program specifications, quality goals, and controlling non-compliances and team development and team building activities

Handled the project implementation and support for GMAC (General Motors Acceptance Corporation) spread across boundaries of Thailand, China, Indonesia, India, Taiwan, and Australia. Awarded the General Motors CIO Supplier Award for FinnOne implementation at GMAC China, evaluated for quality execution, which encompasses timely completion within budget, reflecting total teamwork. Implemented FinnOne across SBM (Mauritius), Shinsei Bank (Tokyo), SIFL (Singapore), and ICICI Bank (HLS Phase II). Tested disaster recovery and business continuity planning for Finn One application for ICICI Bank, Mumbai.

Developed the event management web portal for India Trade Promotion Organization (ITPO), New Delhi. Handled the development of the online electronic and mutual transfer systems for the Apparel Exports Promotion Council (AEPC), New Delhi. Led the conceptualization and development of SMARTCHAIN, a demand chain management system. The product caters to the B2B and B2C market segments.

Monitored the database backup, handled crash recovery, and upgraded from Novell 3.11 to Novell 5.0. Migrated existing systems from Forms 4.5 to Forms 5.0. Handled system development for the quality control gauge room and the personnel information systems. Performed system enhancement and support for inventory management, financial management and accounting, watch dispatch, purchase order, watch repair service center, and work-in-progress systems. Provided on-site support for the authorized service workshop system developed using FoxPro at the Mumbai, Chennai, Bangalore, and Kolkata offices.