Visweswar K Bulusu, Project Manager in Hyderabad, Telangana, India
Visweswar is available for hire
Hire Visweswar

Visweswar K Bulusu

Verified Expert  in Project Management

Bio

Visweswar has managed large business-critical engagements for global brands like Lloyds, Citibank, Charles Schwab, and Goldman Sachs. He has in-depth experience for over 15 years in many roles across digital transformation and program delivery using Agile and iterative and waterfall models. Visweswar has a degree in computer science and engineering. He started his career as a hands-on programmer and brings a unique blend of project management and technical skills.

Project Highlights

Digital Transformation of Corporate Banking Website | Citi Direct
Led the digital transformation to migrate CitiDirect, Citi's corporate banking suite, to the NexGen platform, providing richer and more efficient functionality for the business. This was a multiyear and multivendor program using an iterative model.
Commercial Banking Markets Portfolio Conversion from Waterfall to Agile | Lloyds Bank
Led the conversion of the bank’s commercial banking markets portfolio from Waterfall to an Agile model. Implemented CI/CD and testing automation to facilitate the transformation. Coached and mentored customer management on agile processes.
Delivery Manager for Marquee New Customer | Charles Schwab
Managed global delivery and growth of Charles Schwab. Expanded our presence across all the services and multiple lines of business. The team grew to size 300 in three years. Topped the annual Schwab vendor satisfaction survey two years in a row.

Expertise

  • Agile Project Management
  • Agile Transformation
  • Complex Program Management
  • Digital Transformation
  • Digital Transformation Program Management
  • Remote Team Leadership
  • Scrum

Work Experience

Product Manager | Edtech Product Development

2021 - 2022
SENSEI Technologies
  • Managed the development of edtech products for higher secondary education and competitive entrances in India.
  • Worked with pilot institutes to gather requirements and define products around that. The product was available as a web and mobile-based app.
  • Developed the project scope and detailed requirements for the agile implementation team. Created a product's backlog and prioritized it based on stakeholder feedback.
  • Designed a high-level product to suit stakeholders' needs, considering the team's feasibility and capacity in collaboration with the technology team.
  • Managed estimation and planning for the implementation.
  • Created a web-based content management system (CMS) for teachers to create the courses and curriculum online. This was based on JavaScript, Angular in the front end, and Java microservices in the back end.
  • Managed a product that allowed parents to purchase courses for the students and monitor students' progress through real-time screen views and alerts.
  • Developed functions for teachers to set up the course content online, including learning streams, courses, subjects, training sessions and materials, and quizzes and assignments. Comprising of multiple-choice and fill-in-the-blank questions.
  • Created an in-house content management system to ensure schools and teachers set up their course content without any need for technical abilities.
  • Built a system that is intended for K-9 through K-12 and competitive exams. It provides a 360-degree experience covering learning through interactive video sessions, combined with dashboards and real-time monitoring to enable mentoring and coaching.

Senior Director | Cloud Migration Lead (Remote Team)

2017 - 2018
Lloyds Bank (via Virtusa)
  • Led a team in cloud migration of 75 apps in the commercial markets portfolio. The apps were migrated from in-house hosting to IBM cloud resulting in cost savings and scalability for the bank. The team was based in the customer site in London.
  • Worked with a large number of stakeholders from executive management, network teams, application teams, QA teams, production support, hardware teams, and third-party vendors to come up with a coordinated plan of execution.
  • Resolved with executive management issues that are applicable at an organizational level.
  • Reviewed and finalized the detailed migration approach prepared by the team. Brought in experts from external teams to provide inputs.
  • Worked with client management to constantly shuffle the monthly apps list for migration to accommodate apps that are not ready.
  • Set up a team, prepared job descriptions for various roles, and worked with domain experts and recruitment teams.
  • Managed customer stakeholders remotely, including senior bank management, app managers, and networking and infrastructure teams.
  • Estimated and planned the migration of each application.

Senior Director | Agile Delivery Lead

2017 - 2018
Lloyds Bank (via Virtusa)
  • Managed large agile and scrum engagements for the bank. Mentored teams and customers on the Agile process and set up standard Agile practices in the unit.
  • Led a team of 20 to develop an integrated risk and compliance portal for the bank based on React and microservices. Delivered the project in time for MiFID compliance for the bank. It was implemented using Scrum methodology.
  • Spearheaded the effort for the conversion of the bank’s commercial banking markets portfolio from a Waterfall to an Agile model. Implemented CI/CD using Jenkins and uDeploy and testing automation with QTP and Selenium to enable the migration.
  • Organized Agile and Scrum coaching sessions for customer teams. Got buy-in from senior customer management of the bank. Jira was used as the project management tool.
  • Set up DevOps team structure, tools, and process for the portfolio. Jenkins was used for continuous build/integration. uDeploy was used for auto-deployment to QA and pre-prod. Test automation was done using the proprietary accelerator tool and QTP/Selenium.
  • Set up sanity test checks were auto-triggered upon deployment in QA and pre-prod using automated test scripts. This set up enabled a reduction of time to market by 35%. Releases to QA and production were enabled max once in three weeks for each application.
  • Managed estimation and planning for each of the apps' migration to agile.
  • Converted the portfolio to agile to increase employee morale and customer satisfaction. It cut downtime to market by 35%.

Senior Director | QA Automation Lead

2016 - 2018
Lloyds Bank (via Virtusa)
  • Launched and led the initiative across the portfolio to improve productivity and quality and enable an agile transformation of the portfolio.
  • Managed automation using QTP, Selenium, and proprietary accelerator framework.
  • Co-ordinated the initiative across team leads and customer managers.
  • Achieved a 40% reduction in regression testing efforts across the portfolio.

Senior Vice President | Production Platform Manager

2016 - 2017
Lloyds Bank (via Polaris Consulting and Services Ltd)
  • Managed a team of 40 people for end-to-end support of over 80 applications, including all business-critical apps for the front, bid, and back offices.
  • Led the initiative for the transformation of the production platform resulting in tickets reduction by 40%. Achieved stability of nightly batch and reduction of manual monitoring efforts by 40% using automation.
  • Achieved the reduction of tickets by 40% by studying historical data, identifying problem patterns, and addressing root causes. Automated log analysis and error flagging using tools like Splunk.
  • Attained batch time reduction by re-engineering a complex batch system involving 35 inter-dependent sub-batches. Achieved two hours reductions in the batch run time and cut down batch delay days from 25% to < 5%.
  • Managed production support automation, achieved by automating manual checks and periodic health checks. Got a 40% reduction in batch monitoring effort. I worked in close collaboration with the customer senior management and teams.
  • Managed scoping, estimation, and planning for each of the transformation items, taking into confidence the team, customers, and other stakeholders.
  • Coordinated with a large number of stakeholders. This initiative needed effective coordination with senior customer management teams, app development teams, business, infra, and networking teams.

Senior Vice President | Digital Platform Transformation Lead for CitiDirect

2013 - 2016
Citibank (via Polaris Consulting & Services Ltd)
  • Took over the troubled engagement with high effort overruns, low quality, and missed schedules. This was a multi-year, multi-vendor program for providing richer and more efficient functionality for business users.
  • Turned around the engagement through a series of measures, including creating a more balanced relationship with customers, enhancing skilling, re-structured the team, code generation tools, and testing automation.
  • Managed scoping, estimation, and planning for the development, taking into confidence the team, the customer, and other stakeholders.
  • Used innovative techniques like metadata-based screen development and automated code generators to improve quality and productivity. This was a .NET and JavaScript-based web development.
  • Reduced the testing failure rates from 20% to 2-3%. Achieved 40% of testing automated and 40% of code autogenerated, resulting in the reduction of 10-15% of total development effort.

Senior Vice President | CitiDirect Portfolio Lead

2013 - 2016
Citibank (via Polaris Consulting & Services Ltd)
  • Led the 150 member team to develop and maintain CitiDirect, Citi's institutional online banking platform. This was a Jakarta EE-based web application.
  • Executed the engagement using the iterative model with quarterly releases using SWIFT protocol. The portfolio consisted of multiple teams to manage the UI for CitiDirect and the direct electronic channel used by institutions.
  • Led a team of 25 business analysts who reviewed and prioritized the requirements across all the NA, EMEA, and Latam regions. Requirements of 100 countries across the globe need to be finalized, within budget limits, and considering all stakeholders.
  • Represented the single point of responsibility for the entire CitiDirect portfolio suite. The application was one of Citibank’s most business-critical, with 99.99% uptime due to such a global presence.
  • Engaged with executive management of Citibank and put in place a streamlined team structure comprising managers and SMEs. Planned and executed quarterly global rollouts across over 100 countries. The cut-over was an 18-hour event across two days.
  • Managed scoping, estimation, and planning of each release.
  • Reduced QA test failure rate from double digits to less than 2%.
  • Grew the portfolio by 30% in size due to repeat business and new engagements.

Delivery Head for the Margin Improvement Initiative

2012 - 2012
Wipro
  • Anchored a program-level 2-by-2 initiative to improve profitability by 2% for subsequent quarters.
  • Brought together multiple stakeholders like client-facing teams, senior management, project managers, finance, and operations.
  • Implemented a series of measures, including operational improvements, such as staffing pyramid and bench ratios, moved higher engagement models with customers, and improved productivity.

Delivery Head for the Turnaround of Engagement in RED

2011 - 2012
UBS Wealth Management (via Wipro)
  • Led a team of 40 members to maintain the corporate employee financial services (CEFS) suite of applications for UBS WM International business.
  • Ensured high-quality deliverables through expertise building and defect root cause analysis. The team had multiple customer escalations due to quality issues and schedule slippages.
  • Reviewed and redefined the process for development, enhancements, and bug fixes.
  • Recruited high-quality team members for the areas with key challenges, such as Sybase and BI tools. Conducted training for the team in relevant areas.
  • Worked closely with customer managers throughout. Defined a progress chart showing the process of skilling, defects, and timeliness. Timely reporting and transparency for the customer.

Delivery Head for Turnaround of Swiss Portfolio (Remote Team)

2011 - 2012
UBS (via Wipro)
  • Led a team of 15 people for credit card analytics and reporting for Swiss geography. The team was entirely in Swiss geography. There were customer escalations due to skilling issues and poor quality.
  • Used innovative fulfillment options for niche skills like onboarding local contracting companies and setting up the project to operate from our local offices in Europe.
  • Implemented tailored project process for the onsite-only team. Involved the quality compliance team for checks and balances on the process implementation.
  • Managed the project through daily videoconferences, phone calls, and emails. Daily standup meeting with the team, including customer managers.

Delivery Manager for Marquee New Customer

2006 - 2010
Charles Schwab (via Infosys)
  • Ensured bootstrapping of the new customer account. Set up the project management structure and team for the new unit. Oversaw the scoping, estimating, and planning of multiple projects going on at any point.
  • Managed delivery excellence and developed a growth strategy for the account. Stringent adherence to quality processes like CMM and Six Sigma. Executed consulting engagements like reducing client onboarding time and approaching OCC symbology.
  • Defined and met revenue and margin targets and defined and implemented quality and productivity initiatives. Worked with sales and stakeholders to achieve revenue growth through new footprint and repeat business.
  • Transitioned new projects from outgoing teams and vendors. Chalked out the knowledge transfer, transition, and steady-state plans with details like duration, activities, roles, and responsibilities.
  • Staffed and developed talent across the portfolio: skill projections, planning, and fulfillment. Elaborated an action plan for bridging the gap between skill requirement and availability.
  • Ensured customer satisfaction for the portfolio. Defined and implemented action plans based on annual customer survey feedback. Implemented a proactive action plan to achieve customer-satisfaction index score targets.
  • Undertook initiatives for employee engagement and grooming, managed attrition of high performers, and actionized ESAT survey feedback to ensure employee satisfaction for the portfolio.
  • Led contract management at an engagement and customer level. Authored and reviewed the statement of work (SOW) at an engagement level. Ensured SOW is compliant with the account-level master services agreement (MSA).
  • Topped the Schwab vendor satisfaction survey two years in a row. The account grew from 0 to size 300 in three years.
  • Conducted large projects using Agile and Waterfall models. Managed onshore-only teams in remote mode, tracked customer engagement feedback, and put in tailored processes for onshore teams. Transitioned new engagements from outgoing vendors.

Delivery Lead for the New Banking and Capital Markets (BCM) Unit

2004 - 2006
Infosys
  • Set up the new unit at Hyderabad and ensured strong projects delivery. Customers included Wells Fargo, Fidelity Investments, Dun and Bradstreet, CountryWide Financials, Washington Mutual.
  • Staffed and developed talent across the portfolio handling skill projections, planning and fulfillment, and the action plan for bridging the gap between skill requirement and availability.
  • Ensured special focus on recruitment and mentoring by skill-building and knowledge management for the new unit.
  • Worked closely with team leads to ensure high-quality deliverables from the new groups. Ensured strict compliance of quality processes within the teams.
  • Managed scoping, estimation, and planning for multiple ongoing projects in the unit.
  • Transitioned new project from outgoing teams/vendors. Was responsible for chalking out the Knowledge Transfer, Transition and Steady state plans with details like duration, activities, roles, responsibilities.
  • Ensured growth of the team from 0 to 180 in 18 months with high-quality delivery capability.
  • Managed onshore-only teams in remote mode using videoconference, telephone calls, and structured meeting forums.

Account Manager for Fleet Bank

2002 - 2004
Infosys
  • Managed Infosys' relationship with the Fleet bank. Point of contact for all customer services provided by Infosys.
  • Grew existing projects by ensuring good delivery and customer satisfaction.
  • Identified new opportunities, prepared proposals, and delivered presentations to the customers.
  • Acted as Infosys counterpart for CIO of Fleet Global Capital Markets IT (GCM IT).
  • Grew the account for Infosys. Started with two team members and took it to 30 before Fleet was merged with the Bank of America.
  • Set up offshoring for the bank working with our champions on the customer side. There was significant resistance from the bank's infra and junior management.

Production Platform Manager for Fleet Bank Global Capital Markets (GCM)

2002 - 2004
Infosys
  • Managed a multi-location team of 15 members comprising Infosys' fleet employees and independent contractors to provide 24/7 support for all their IT applications.
  • Held responsibility for all business-critical applications of GCM, including their international loans system, FX trading, precious metals trading, FI front desk and back office, and treasury and cash management.
  • Transitioned the production support from the existing team. Visweswar planned the knowledge transfer, primary and secondary shadow, and steady-state along with all details involved like duration, activities, roles, and success criteria.
  • Interfaced with senior fleet management, operations, traders, development, and other support teams throughout the project.
  • Implemented a knowledge DB within the team to ensure training of new resources, track repeat issues to closure, and speed up the ticket resolution process.

Implementation Lead for Business Process Modeling Language (BPML) Execution Engine

2001 - 2002
Infosys
  • Drove the whole initiative working with the technology unit of Infosys. This was part of the business process management (BPM) initiative.
  • Studied the BPML draft version and evangelized it with the right stakeholders, interfacing with BPMI.org.
  • Conceptualized the BPML execution engine. Managed the demo and presentations for showcasing the product at BPMI.org conferences. Led architecture, design, and code reviews.
  • Managed scoping, estimation, and planning for multiple technical tracks in the project.

Program Manager for the Private Wealth Management (PWM) Division

2000 - 2002
Goldman Sachs (via Infosys)
  • Managed a team of 40 people for a portfolio of projects across multiple locations.
  • Led a team that successfully re-engineered the gs.com website for the PWM business using cutting-edge technologies.
  • Headed multi-location teams across the US, India, and Asia.
  • Managed scoping, estimation, and planning for multiple technical tracks in the project.

Project History

Digital Transformation of Corporate Banking Website | Citi Direct

https://www.citidirect.com/login/

Led the digital transformation to migrate CitiDirect, Citi's corporate banking suite, to the NexGen platform, providing richer and more efficient functionality for the business. This was a multiyear and multivendor program using an iterative model.

CitiDirect is available in more than 100 countries and 28 languages, with a total monthly transaction value of four billion USD. The program adopted an iterative development model.

Initial challenges included overrun, schedule slippage, and high test case failure ratios.

Actions:
a) Changed the working relationship with a customer to a more level playing field based on mutual agreements. This was achieved by increasing transparency on the efforts involved and getting the customer's confidence, which resulted in realistic effort estimates and deadlines.
b) Got customer buy-in on the suitable PM/architect bandwidth. Restructured the team to ensure a separate team for defects triage and fixing to not interfere with development work.
c) Expertise-building in challenging areas through enhanced staffing initiatives.
d) Changed to metadata-based design, which created an automatic code generation tool. 40% of the new code was auto-generated, resulting in 10-15% overall productivity improvement.
e) Automated testing of the front end was achieved using QTP and Selenium. This resulted in a 30-40% reduction of dev testing effort.
f) Improved quality by reducing the testing failure rates from 20% to 2-3%.

Commercial Banking Markets Portfolio Conversion from Waterfall to Agile | Lloyds Bank

Led the conversion of the bank’s commercial banking markets portfolio from Waterfall to an Agile model. Implemented CI/CD and testing automation to facilitate the transformation. Coached and mentored customer management on agile processes.

Spearheaded the conversion of the portfolio from effort-based pricing to story-point-based pricing. Set up the CI/CD framework based on Jenkins, deployed, and accelerated testing automation to enable continuous build, testing, and deployment.

Actions
a) For ongoing projects, I developed the mechanism to baseline monthly story points for the projects based on historical ticket data analysis.
b) Worked with customer management to standardize agile practices across projects. Worked with senior management of the bank to get their buy-in and ensure they communicated to their IT teams. This helped the bank cut down the average release cycle to three weeks and reduced the time to market by 35%.

Delivery Manager for Marquee New Customer | Charles Schwab

Managed global delivery and growth of Charles Schwab. Expanded our presence across all the services and multiple lines of business. The team grew to size 300 in three years. Topped the annual Schwab vendor satisfaction survey two years in a row.

Ensured bootstrapping of new customer accounts through various measures. Set up the delivery structure for the unit, including project management layers and presales.

Actions
a) Developed a growth strategy along with the sales team. Analyzed business environment, customer spend, stakeholders, competition, opportunities, delivery performance projections, key risks, and challenges.
b) Key outcomes were SWOT analysis of the account, key improvement areas with action plans, targets for key account parameters like revenue and margins.
c) Focused on projects with high growth potential, such as client statements. We started as a team of five, and over one year, we owned most of it.
d) Ensured seamless working of all horizontal practices like CRM, testing, and consulting practices to present our collective strengths to the customer.
e) Apart from winning new proposals, our high-quality delivery in existing projects resulted in a high percentage of repeat business.
f) Expanded presence across all services, including business consulting, development, maintenance, and support across multiple lines of business (Schwab Institutional, Core Brokerage Services, and Schwab.com).
g) Executed large programs using the Agile and Waterfall model.

Delivery Lead for New Unit

Set up the new delivery unit at Hyderabad and ensure growth, financial performance, delivery excellence, customer satisfaction, and talent management. Achieved growth from 0 to 200 in 18 months with high-quality deliverables.

Set up the project management and delivery structure for the new unit. Ensured particular focus on recruitment and mentoring with skill-building and knowledge management.

Actions
1. Identified target set of skills for the unit. Maintained training tracker and conducted training based on identified gaps.
2. Conducted domain training, leveraging expert groups.
3. Executed internal project for the company IS to ensure bench resources get project experience.
4. Directly in charge of recruitment for the unit working closely with HR.
5. Mentoring Initiatives like structured mentoring of new PMs on the processes and CMM implementation.
6. Knowledge management. Developed website to take care of onboarding and project induction to ensure minimal disruption of the existing team.
7. Worked with sales and senior management to divert accounts and projects to this new unit.

Within 18 months, BCM Hyd grew into a full-fledged unit size 200 with a sustainable structure and high-quality delivery capabilities.

Production Platform Transformation | Lloyds Bank

Managed platform support of over 80 business-critical apps in the front, mid, and back offices. Led a transformation initiative resulting in tickets reduction by 40%, stability of nightly batch, and reduction of manual monitoring efforts by 40%.

Achievements
These were all achieved working in close collaboration with the customer teams.

1. Reduction of tickets. Studied historical data, identified problem patterns, and addressed root causes. Automated log analysis and error flagging using tools like Splunk. and achieved ticket reduction of 40%.
2. Batch time reduction. Re-engineered the complex batch system involving 35 inter-dependent sub-batches. Time reduction was achieved through multiple mechanisms applying data filters to parallelize long jobs, deep study, and re-engineering specific batches to ensure performance enhancements and strategic initiatives like moving to a common data lake and avoiding multiple data transfers.
3. Achieved two hours reduction in an overall batch run time and cut down red/amber batch status days from 25% to less than 5%.
4. Production support automation. Achieved using automation of manual checks and periodic health checks. Achieved a 40% reduction in the batch monitoring effort.

Global Capital Markets (GCM) IT Production Platform Manager | Fleet Bank

Managed a team of 15 people in production support of GCM IT of a Fleet bank. The team was comprised of Infosys' customer employees and independent contractors. Enhanced support by creating a KM DB and structured interaction with ops and traders.

The applications had interfaced with every key system in the bank like GGL, DDA (payment instructions), risk systems, municipal holding systems, pricing, recon, among others.

Actions
a) Managed the Global Capital Markets IT team, which supported all business-critical applications of GCM, including their international loans system, FX trading, precious metals trading, FI front and back office, treasury and cash management, and collateral management.
b) I coordinated a team of 15 people comprising Infosys' fleet employees and independent contractors to provide 24x7 support for the desk.
c) The role involved interfacing with senior fleet management, operations, traders, development, and other support teams.

Implementation Lead for Business Process Modelling Language (BPML) Execution Engine

https://studylib.net/doc/8313850/infosys-technologies-pioneers-implementation-of-business-.

Led a team for the implementation of the BPML execution engine, working closely with BPMI.org.

Infosys is a member of BPMI.org, a consortium of about 125 companies like IBM, SUN, SAP, HP, and Sybase. BPML is a language being defined by BPMI.org.

This project is for the conceptualization, design, and implementation of an execution engine for BPML. A large project was executed on the Jakarta EE platform using the latest technology and tools.

The language definition was in the draft stage, and the Infosys team was involved in the early stages, analyzing issues related to the definition.

Actions
a) Drove the initiative, studied the BPML draft version, and evangelized to the right stakeholders.
b) Managed the interface with BPMI.org representatives to resolve language definition issues and conceptualize the BPML execution engine.
c) Prepared demo and presentations for showcasing the product at BPMI.org conferences.
d) Led architecture and design, code reviews, and project management.

The first version of the BPML engine (CHOREO) was demonstrated at the BPMI.org members' meet in San Francisco and was well appreciated. The initiative culminated with a joint press release between Infosys and BPMI.org.

Credit Card Analytics and Reporting for Swiss Geography | UBS

Led a team of 15 people based in Zurich for credit card analytics of WM clients.

This is meant to provide potential business leads for the UBS WM sales team.

When I took over, the project was in the red due to missed deadlines and quality issues.

Actions
a) I set up a quality process for the fully onsite team and worked with team members to implement it.
b) For niche skills in the Swiss geography, we used innovative fulfillment options like onboarding local contracting companies to avoid the stringent visa requirements.
c) Set up the project to operate from our local offices in Europe.

Corporate Employee Financial Services (CEFS) Suite of Applications | UBS

Turned around a team of 40 people for UBS WM and ensured success.

CEFS provides a trading and reporting platform for corporations to administer employee stock purchase, stock option, and stock appreciation rights plan.

UBS had 100 corporate customers covering around 800,000 employees, and it was in RED status when I took over and turned it around.

Program Manager for the PWM Division of a Large Investment Bank

Managed the portfolio for the Private Wealth Management (PWM) line of business (LOB) of Goldman Sachs.

Delivered projects, talent management, and financials for the group.

Some of my key engagements included successful re-engineering of the gs.com website, the premium website for PWM customers of Goldman Sachs.

Education

2019 - 2019

Master's Degree in Fintech and Financial Blockchain

Indian Institute of Management (IIM) - Kolkota, India

1991 - 1995

Bachelor's Degree in Computer Science and Engineering

National Institute of Technology - Tiruchirappalli, India

Certifications

MARCH 2022 - PRESENT

Certified Blockchain Architect

Blockchain-Council.org

JANUARY 2022 - JANUARY 2024

Certified Scrum Master

Scrum Alliance

SEPTEMBER 2020 - PRESENT

Machine Learning

Stanford University

AUGUST 2019 - PRESENT

Introduction to Blockchain Technologies

Insead

Skills

Tools

Jira

Paradigms

Agile Project Management, Iterative Delivery, Waterfall Delivery, Scrum, Agile, Requirements Analysis, Change Management, Waterfall Development, Agile Software Development, Agile Leadership, Organizational Change Management (OCM), DevOps

Platforms

Blockchain Platforms, Blockchain, Amazon Web Services (AWS)

Other

Agile Transformation, Production Support, Digital Transformation, Complex Program Management, Web Development, Turnaround, Project Management, Remote Team Leadership, Team Leadership, Best Practices, Client Management, Sprints, Cost Estimation, Planning, Project Scoping, Scope of Work (SOW), Product Requirements Documentation (PRD), Web Project Management, Cross-functional Collaboration, Feature Prioritization, Progress Reporting, Risk Management, Scrum Master, Stakeholder Engagement, Websites, Blockchain & Cryptocurrency, Data Transformation, Test Automation, Digital Transformation Program Management, Business Process Management (BPM), Technical Project Management, Product Design, Cloud, Microsoft Office, Product Discovery, Project Budget Management, Agile Coaching, Web Development Strategy, Feature Backlog Prioritization, Program Management, Stakeholder Management, Dashboards, Reporting, User Stories, Business Analysis, Minimum Viable Product (MVP), Project Planning, Discovery Workshops, Design Sprints, Startups, Change Leadership, Estimation & Planning, Waterfall Modeling, Waterfall Methodology, New Product Development, Transition Management, Consulting, Machine Learning, Mobile, Web, Software Development, Agile Sprints, Account Management, Customer Success, Education, Training, Product Development, Website CMS, Design, IT Project Management, Projects, Backlog Grooming, Digital Project Management, Project Tracking, Cryptocurrency, Gantt Chart, Product Delivery, Technical Business Analysis, Delivery Management, Distributed Team Management, Project Delivery, Sprint Planning, Sprint Ceremonies, Project Management & Delivery, Issue Tracking, Critical Thinking, IT Business Analysis, Spring Boot, Amazon S3 (AWS S3), IT Projects, Anti-money Laundering (AML), Client Relations, Communication, Customized Blockchains

Collaboration That Works

How to Work with Toptal

Toptal matches you directly with global industry experts from our network in hours—not weeks or months.

1

Share your needs

Discuss your requirements and refine your scope in a call with a Toptal domain expert.
2

Choose your talent

Get a short list of expertly matched talent within 24 hours to review, interview, and choose from.
3

Start your risk-free talent trial

Work with your chosen talent on a trial basis for up to two weeks. Pay only if you decide to hire them.

Top talent is in high demand.

Start hiring