NATESA GOUNDER SABAPATHY

adrco2@r.postjobfree.com 38857 Judie Way, Fremont, CA 94536 Ph: 248-***-****

Experience:

Natesa Sabapathy has been an IT professional for over 35 years. His responsibilities included being an Application Developer, Business Analyst, Functional Lead, Subject Matter Expert, Project Manager, Scrum Master, and an Agile Coach. With excellent communication skills and his knowledge of both business and technical acumen, he functions best in a Project Manager/Scrum Master role. He has an ability to understand business and their needs, how to bring that need to a technical team and develop a technical solution to meet such needs. His relationships range from communicating with a low-level developer to explain the application and need for testing as well as addressing business needs and goals to senior and executive level management. Along with his verbal communication skills, he also excels in written communication by developing requirements documents, test scripts, progress reports, etc. He has a strong work ethic and does what it takes to reach success.

His experience has spanned various industries that include Petroleum, Banking, IT Consulting, Manufacturing, Healthcare, UtilitiesEntertainment. He holds a Ph.D. degree in Systems Engineering as well as a Master of Business Administration degree. He has been a Scrum Master and an Agile Coach during the last eight years.

Skills:

In depth knowledge of Agile, Scrum, XP, Kanban, SAFe 5, Lean Software Development Methodology, Lean Six Sigma, and Waterfall methodology.

Experience in Jira, Jira Align, Confluence, Sharepoint, Slack and MS Teams.

Participating in Scaled Agile Pre-Planning/Preparation, PI Planning Events and representing the teams in Scrum of Scrums /ART Syncs.

Facilitating dependency management /risk management and impediment removal for the teams.

Promoting communication, collaboration, and cooperation within the Agile teams to support value delivery and Sprint commitments.

Helping the team come up with team norms/agreements, like Definition of Ready and Definition of Done and enforcing the agreements.

Acting as a servant leader by facilitating Scrum ceremonies i.e., Sprint Planning, Daily Stand-ups, Backlog Refinement, Sprint Demos/Reviews, and Sprint Retrospectives.

Making sure the action items resulting from the retrospective meetings are acted upon.

Ensuring that the team has a healthy product and Sprint backlog (in collaboration with the Product Owner).

Providing visibility into the agile team’s delivery plans and progress against plan to stakeholders.

Measuring the team’s delivery, maturity, and performance and review the metrics with the team to identify improvement opportunities.

Process and detail oriented, has a positive attitude and open to feedback and is a problem solver.

Experienced in CI, CD, TDD, ATDD, DevOps, UI/UX, Data Analytics and AWS Cloud Computing.

Experienced in working with offshore/distributed teams

Possesses Excellent communication, problem solving, conflict / resolution management, time management, leadership, and interpersonal skills.

Degrees:

Doctor of Philosophy (PhD in Systems Engineering), University of Madras, Chennai, Tamilnadu, India

Master of Business Administration (MBA in Systems Analysis). University of Madras, Chennai, India.

Certifications:

PMI’s Project Management Professional (PMP).

Scrum Alliance - Certified Scrum Master (CSM).

Certified SAFe 5 Scrum Master (SSM).

PMI’s Agile Certified Practitioner (PMI-ACP).

Certified Kanban Expert (Kanban-EXP)

Lean Six Sigma Yellow and Green Belts.

Employment History:

Organization: TIAA, Charlote, NC

Role: SAFe Scrum Master.

Period: Nov 2021- present.

Responsibilities: Scrum Master for a Scrum team (design, development and testing) and a Kanban team (QA Regression Testing), both teams being part of the ‘Defined Contributions’ Agile Release Train. The teams were responsible for creating soltuions for the TIAA’s CREF R4 Share Class Unbundling and Core Bond Account name change projects.

Organization: ATT/DirecTV, El Segundo, California.

Role: SAFe Scrum Master.

Period: May 2021- Oct 2021.

Responsibilities: Coaching and guiding two scrum teams that are part of the Agile Release Train. Helping the Release Train Engineer and the Product Owners during the PI Planning with the definitions of Epics, Features and Stories, Managing the dependencies and risks. Facilitating Sprint planning, daily stand-ups, review, retrospective, grooming and attending Scrum of Scrum meetings. Helping to remove impediments faced by the teams. Providing status reports to the stakeholders.

The Big Data management projects were implemented in highly integrated development environments including DevOps and AWS Cloud. The team members were located in different countries (US, India, and Poland).

Organization: Entergy, New Orleans, Louisiana.

Roles: Agile Coach.

Period: Jan 2021 – Feb 2021.

Responsibilities: Coaching Data Engineers, Data Analysts, Data Governance and Business Managers in Agile and Scrum (Data Analytics Project). Based on the organization’s reporting requirements, suggested various project management options such as pure Agile/Scrum or a hybrid approach of waterfall and Agile/Scrum.

Organization: ASML, San Jose, California.

Roles: Scrum Master and Project Manager.

Period: Nov 2019 – Nov 2020.

Responsibilities:

Scrum Master for a highly technical VDI (Virtual Desktop Infrastructure) development and deployment Scrum team (Veldhoven, Netherlands and San Jose, CA, US).

Scrum Master for a DevOps team that dealt with DevOps tools initiatives.

Scrum Master for HMI and Brion Operations teams.

Agile coach: QA and Engineering teams.

It was incredibly challenging and at the same time interesting to help the three teams that dealt with product development in different business and technical domains. Particularly in the VDI project, the build, test, and release of VDIs to the first group of users, getting their feedbacks, making further improvements to the VDIs’ development and release them timely to more users was very much appreciated by the stakeholders. Some of the VDI scrum team members worked from Netherland. Care was taken to setup the various scrum ceremonies to suit the convenience of everyone involved.

Organization: Eagan Holdings Inc., Austin, Texas.

Roles: Agile Coach and Scrum Master.

Period: Feb 2019 to Nov 2019.

Responsibilities:

Scrum Master for Building Improvements Scrum team.

Agile Coach for the organizational leaders.

The innovative startup company wanted to adopt Agile/Scrum in its operations from the very beginning. The project involved training their engineers in Agile and Scrum and help the team as Scrum Master to adopt Scrum framework in their building renovation project. The result was a very revealing and rewarding experience for everyone involved in the project to realize that Agile values and principles could be embraced, adapted and adopted even to non-IT projects, if you had the mindset to change and innovate.

Organization: Kaiser Permanente Health System, Pleasanton, California.

Roles: Agile Coach, Scrum Master, Project Manager, Team Lead and Subject Matter Expert.

Period: Mar 2008 to Dec 2018.

Responsibilities:

Project Manager, Team Lead and Subject Matter Expert: Successful end to end delivery of PeopleSoft Supplychain software implementation, upgrade, enhancement, and process change projects.

Scrum Master for the following Scrum projects:

Data Analytics Project: Kaiser wanted to extract the procurement data from all their regional centers, transfer the data, cleanse the data, and load them into a new data warehouse. The scrum project involved training the Data Engineers, Data Scientists and Data Analysts, the Business Analysts in Agile and Scrum Framework, helping the product owner in managing the backlogs and facilitating the various ceremonies during sprints. Business value was added by producing reports incrementally through various sprints. The major tools used was Apache Hadoop for data storage and visualization.

Installation of PeopleSoft supply chain applications at Kaiser School of Medicine.

Originally this was thought of as a waterfall approach as the stakeholders wanted all the Scaled down versions

of the applications to be implemented at the same time. However, when they realized that they were not ready

with all their requirements and they wanted only the General Ledger, and Accounts Payables to be installed

first and then the other six applications, an Agile approach (and scrum framework) was followed and the team

of Designers, Developers, Testers, and a representative from Production Support combined well to complete

the project through monthly releases.

IT Equipment Receiving process changes at Regional Centers.

The complex system of receiving IT equipment by the receivers at the receiving docks, inspection by the IT

engineers and then transporting to the data centers and departments was completely redesigned using an

Agile approach.

Project Costing interfaces with other Supply Chain applications.

This was like the Kaiser School of Medicine project. PeopleSoft applications such as Purchasing,

Receiving, Accounts Payable, Asset Management, Commitment Control and General Ledger were all

interfaced with Project Costing module one at a time using an Agile approach.

Lease Data conversion from the legacy systems.

This was a smaller version of the procurement data analytics project. Project completed through various sprints,

Conversion of data from few lessors at a time.

All the projects involved coaching the Product Owners and the Team Members in Agile philosophy and the various aspects of Scrum framework in detail, facilitating the conduct of the scrum ceremonies, making sure that conducive environments were available for the teams to perform, and providing the progress reports to all the stakeholders in a transparent manner.

Organization: Henry Ford Health System, Detroit, Michigan.

Roles: Project Manager - PeopleSoft Supply Chain Applications Implementations.

Period: Mar 2001 – Nov 2007.

Responsibilities:

Major implementation, upgrade and support of PeopleSoft Finance and Supply chain applications at four Henry

Ford Hospitals.

Conversion of complex supply chain legacy systems, upgrades implementation and production support.

Organization: Kana communications, Redwood City, California.

Roles: Team Lead, Functional Consultant and Trainer.

Period: Jan 2000 – Feb 2001.

Responsibilities:

Development, installation, and training of marketing software for various organizations.

Organization: CalPERS, Sacramento, California.

Roles: Technical Team Lead.

Period: Sep 1998 – Dec 1999.

Responsibilities: PeopleSoft Asset Management implementation.

Organization: Covansys, Milpitas, California.

Roles: PeopleSoft Senior Manager and consultant.

Period: Apr 1998 – Aug 1998.

Responsibilities; People Tools and SQR Trainer.

Organization: ANZ Bank, Melbourne, Victoria, Australia.

Roles: Production Support Manager.

Period: June 1995 – Mar 1998.

Responsibilities: Implementation of PeopleSoft General Ledger Application in all ANZ Bank’s international branches.

Organization: BHP Petroleum, Melbourne, Victoria, Australia.

Roles: Project Manager, Chef System Analyst.

Period: Dec 1984 – May 1995.

Responsibilities: Development of the complex oil and gas reservoir simulation system, laboratory information system and sea-going payroll application Projects.

Organization: Anna University, Chennai, Tamilnadu, India.

Roles: Chief Systems Programmer and Deputy Director, University Computer Center.

Period: Jan 1980 – Nov 1984.

Responsibilities: Management of Computer Center and IT Consultant.

Awards:

Team builder and problem solver (Kaiser).

Ongoing dedication and commitment (Kaiser).

Gold medal (University First Rank) in MBA.

Linkedin: https://www.linkedin.com/in/natesa-sabapathy-b436822a/

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