Mohana Gopal

• 100% — Building the complete map of secure devices product landscape
• 100% — Defining the deliverables of the PKI project
• 100% — Defining the deliverables of the Secure Devices Project

The organization lacked a single trust anchor, leading to potential issues like fragmented identity, increased attack surfaces, and interoperability failures. The primary challenge is the “Trust Silo” problem, where verifying authenticity requires managing multiple, often conflicting, root authorities.

• Implementing a Public Key Infrastructure (PKI) provides the digital trust necessary to operate securely in a connected world. Its business value shifts security from a “gatekeeper” role to a business enabler, allowing us to scale operations, automate compliance, and drastically reduce the risk of catastrophic breaches.
• As we were dealing with onboarding a diverse collection of devices onto the PKI platform, a product roadmap was necessary to strategize our implementation plan with the available resources and minimize disruption to ongoing development works by the IoT product teams.

• Operational efficiency and scalability, automation of certificate issuance to devices
• Risk mitigation and brand protection
• Regulatory compliance and audit readiness
• Strategic business enablement

I managed a team of five people and helped them improve their self-management skills when delivering increment solutions. The project was delivered in two-week sprints. The first increment involved the delivery of a telephony module that allowed the contact center to switch over to the new system effortlessly with no impact on operations. We delivered the CRM components in the subsequent releases.

A pilot chatbot project was initiated to enhance a local energy company’s support services and procurement shared services. Users of the AI-based chatbot were to be authenticated via an active directory. The deployed chatbot was expected to reduce the volume of support tickets raised for password reset requests by employees for specific SAP systems, respond to FAQs, and provide the status on purchase requisition inquiries.

An SAP consultant was contracted to deliver a specialized service building on the SAP integration module that was to be the middle-point of communication between the developed chatbot and the client’s back-end SAP Materials Management (MM) module.

The project was stalled for about three months due to communication gaps among all parties in the project.

Upon onboarding as the project manager, I sat down with all project stakeholders to understand the issues at hand, prepared a responsibility assignment matrix (RACI), and ensured everyone involved was aware of their responsibilities. I conducted weekly checkpoints to track progress and flag potential issues and risks. Executive stakeholders were kept informed on the progress and the project was successfully closed off in six months.

The client’s contract with the previous service provider was coming to an end and they wanted to make a change.

The project deliverables include a cloud-based omnichannel, telephony, webchats, emails, social media, such as Facebook, Twitter, and WhatsApp, and a contact center solution with CRM system integration. The CRM system contains the client’s existing customers and their subscribed plans and serves as the contact center’s support ticket and reporting system. The solution delivered is designed to handle inbound interactions and outbound calls, which is specifically crucial for the sales lead generation team.

A business analyst carried out the requirement elicitation and documented it for the client’s sign-off. Two teams were allocated to work on this project, the contact center solution team and the CRM solution development team.