Ujjwalendu Patro

End-to-end development of a new BI product that would provide data visualization, advanced analytics, and dynamic peer benchmarking to American Express clients for better business decision-making and drive better NPS ratings for American Express.
As a scrum master and project manager, I managed more than 25 team members spread between three co-located scrum teams. I led a team transformation from waterfall to scrum and SAFe methodology for 4+ years. I coached the team in agile best practices, including self-organization and cross-functionality. I also worked as a medium between project team members and product owners, ensuring expectations and objectives were clearly understood by all parties and to communicate project information, including the status of deliverables, scope changes, project issues and risks to the key stakeholders. The project won the prestigious Ed Gilligan Award in American Express.

The project consisted of end-to-end development of a central data lake to store data across finance and group risk management by ingesting data from existing corporate treasury databases and supplementing with enriched data and transformation rules.
I managed the scope of the project, created timelines and detailed project plans with the right WBS, facilitated the scrum ceremonies, managed team deliverables and team member's aspirations, and also conducted appropriate status reviews with PMO, business, and technical stakeholders from RBC. The new data ingestion process included a more robust and scalable framework using Hive, Java, and Spark to replace the incumbent legacy systems, which were on mainframes and DB2. The new framework helped RBC to cut down the monthly batch processing time by 18 days.

American Express, a bank holding company, was required to meet the Basel II compliance standards. As the project manager, I managed a team of 25 resources spread across multiple development locations. Handling resource allocation, budget forecasting, timesheet submission, invoicing, and SoW creation were some of my key responsibilities. I also developed effective standards, best practices, and performance tuning to enhance the operational stability of the ETL environments.

To align their data warehouse infrastructure with business growth, PetSmart planned to migrate its existing data warehouse environment to a more scalable data warehouse appliance-based infrastructure. As part of this migration, PetSmart wanted to retire their Oracle-based data warehouse environment and migrate/convert all the existing data/structure in Oracle (an Oracle footprint may be retained to provide for functionality that does not exist in Netezza), Informatica-based ETLs and MicroStrategy-based reports to a Netezza-based data warehouse environment.
As an ETL tech lead from Onsite, I was working with a 16 member offshore team for the ETL migration part, ie. Informatica-Oracle to Informatica-Netezza conversion. As a team, we built an automation framework that could convert Oracle-based SQL queries in multiple Informatica components such as Source Qualifier Override, Pre-SQL, Post-SQL, and Update Strategy from the Informatica metadata repository and convert them to Netezza compatible queries. I analyzed and migrated more than 2,000 Informatica mappings in four months.

The Tableau visualization COE program ensured that American Express had a centralized team to maintain and govern the enterprise Tableau Server platform's operations and support. It provided services such as initial project setup, configuration, security setup, user onboarding and offboarding, data source configuration, technical consultation, implementation, and post-production support. My team was responsible for initial engagement with any new business unit and provided all the relevant information about the process per the standard architecture laid out by American Express.
I was involved in understanding Tableau-related requirements, defining the initial scope, timeline, and cost estimation for all the Tableau-related initiatives. As a part of this initiative, I managed a team of ten Tableau developers and consultants, spread between the USA and India for 7+ months.