Tripti Sood

Successfully executed initiatives for the Cook Islands Revenue Management Department (RMD), Solomon Islands Inland Revenue Department (IRD), and The Bahamas Department of Inland Revenue (DIR).

• Led the seamless end-to-end programme delivery process for upgrading the client's revenue management system (RMS) with a budget between $3 - $7m. Responsibilities encompassed delivery planning, initiating phase activities such as on-site scoping to capture business requirements, followed by close monitoring of development and testing stages, and managing UAT. Additional duties comprised change management implementation, facilitation of training sessions, and production roll-out.
• Effectively led the management of three development teams, enhancing backlog refinement processes, maximizing team throughput/velocity, and consistently delivering high-quality features to clients on schedule.
• Managed the smooth transition of data from legacy systems to newly implemented solutions, maintaining data integrity and system continuity.
• Demonstrated strong stakeholder management skills by delivering regular updates to clients through fortnightly status reports and monthly steering reports, while promptly addressing any escalated issues or client complaints.
• Implemented a continuous delivery approach for the Upgrade Programme, releasing features in incremental batches for client review before UAT. Resulted in an efficient feedback cycle and quicker value delivery.

Worked on the technology programme of work to separate BNZI (insurance business) from BNZ Infrastructure to enable the sale of the BNZI from NAB to Partners Life.

Project IRIS (BNZI separation from BNZ to Partners Life)

• Engaged Datacom to develop and implement 'Segregated Storage Environment' (SSE) within Azure. This enabled the secure transfer and storage of data from various non-core systems, such as SharePoint, Outlook, and file shares.
• Successfully facilitated the implementation of several 'Statement of Work' (SoW) with Datacom as part of the 'Commercial Workstream.' Key responsibilities included overseeing the development and delivery of SSE, managing SOC/SIEM support services, and negotiating various End User Licensing Agreements (EULA) with vendors.
• Facilitated the establishment of the 'Go-Live Production Support Services' agreement through active involvement with stakeholders such as Partners Life, Datacom, BNZ, and NAB.

Led teams to effectively manage and deliver complex client programs with adherence to deadlines, scope, schedule, quality standards, and budget constraints.

Delivering programme of work for Eswatini (Swaziland) Inland Revenue Department (IRD)

• Managed end-to-end project delivery with a budget of $1m-$5m, overseeing the initiation phase, scoping, and capturing business requirements.
• Identified and managed key client relationships and stakeholders.
• Maintain and monitor key project control frameworks such as milestone plan, Risks & Issues Register, Change Control Process, Communication Plan, Change Management Plan, and Deployment Plan.
• Identified all risks and issues, implementing proactive measures and effectively communicating significant risks to senior management.
• Prepared contracts and statements of work for new business opportunities/change requests on client projects.
• Managed program financial forecasting/project spend and provided financial reporting.
• Delivered key outputs/artifacts of each phase on time, following DataTorque standards and client's SoW agreements. These included Detailed Project Plan, Data Migration Strategy, Change Management Plan, Training Needs Analysis, etc.
• Liaised with clients to obtain crucial 'milestone signoffs' by delivering the specified artifacts/deliverables meeting client standards and requirements, such as Initiation Phase, Business Requirements/Technical Specifications, UAT/Go-Live, etc.

Managed program of work for internal functional teams

• Managed product delivery schedule, resource forecasts, progress reports, risk/issue management, and financials for functional team.
• Implemented agile principles/framework to manage functional teams' delivery to client project teams, utilizing my experience as a Scrum Master.
• Ensured stakeholder expectations were met by effectively communicating updated delivery timeframes for functional team deliverables.

Successfully delivered medium complexity projects, overseeing all project aspects such as financials, resources, risks, issues, reporting and delivery.

Merchant Platform Replacement Project.

• Managed end-to-end project delivery for the replacement of BNZ's Legacy Merchant System with an outsourced, cloud-based Merchant Platform. Oversaw migration of merchant demographic data and pricing/billing plans from the legacy system to the vendor-developed system hosted on the Cloud.
• Adopted flexible methodology combining agile and waterfall approaches to optimize project operations, resulting in enhanced team efficiency and accelerated value delivery to customers and stakeholders.
• Successfully implemented an integrated project plan by working closely with various vendors. Defined consolidated tasks/activities, identified essential milestones, and critical path to achieve project goals while effectively managing inter-dependencies.
• Effectively communicated with stakeholders to manage scope and project delays, resolving conflicts and providing visibility on delivery timelines and risks/issues.
• Hands-on experience in leading change management efforts, including conducting a comprehensive change impact analysis, developing and adhering to a Change Management Delivery Schedule, and effectively communicating with staff. Proactively engaged with affected business teams to ensure smooth operational transitions.
• Managed vendor performance and enhanced deliverable quality by tracking timely delivery, streamlining scope, and ensuring code meets requirements

Successfully delivered lower complexity projects from start to finish, managing all project aspects including finances, resources, risks, issues, reporting and timely delivery.

SDM (Smart Deposit Module) Upgrade of the External ATM’s

Led upgrade of 148 'street-facing external ATMs' to SMART ATMs, allowing cash and check deposits. Streamlined implementation process for consistent, efficient project delivery.

Card Number Compliance - Payment Card Industry Data Security standard (PCIDSS)

Successfully implemented required PAN masking for retail and commercial credit card statements to meet PCIDSS standards.

Led and managed a team of 12 staff to negotiate overdue accounts, with the goal of minimizing bad debt write-off. Responsibilities included training, coaching, performance management, and motivating the team to achieve their goals. Implemented effective customer retention strategies, fostering a culture of customer obsession and driving improvement in Net Promoter Score (NPS). Recognized as a Chevron Finalist nominee (2013), awarded CEO grant for exemplary work, and received CFS Ignite Award (2016) for demonstrated leadership.