Ashish – 18 Years – Scrum Master
Management Skills

- Project Lifecycle Management
- Project Scheduling
- Stakeholder Management
- Team Building & Leadership
- Project Budgeting & Cost Controls
- Vendor Management
- Change approval board
- Requirements Definition & Analysis
- System Migrations

Framework:
- Waterfall development model
- Agile Project methodology

Tools:
- Trello
- Jira
- Microsoft planner
- MS Project
- HP Quality Center (QC 8.0, 9.0,9.2
and 10.1)
- SQL
- MS Office (Word, Excel utilities,
PowerPoint) for documentation
and reporting
- VISA, AMEX, and MasterCard
scheme Simulators
Professional Summary
PMP& CSM-certified IT Project/Test manager with 18 years of rich
experience providing cradle-to-grave management over large-scale IT
implementations especially in BFSI/Card domain. Excel at liaising between
business and technical areas to achieve on-time, on-budget, and on-spec
project completions. Able to merge customer and user needs with business
requirements, budgetary restrictions, and logistical considerations to meet
project deliverables.

 Sound understanding of all phases of project life cycle and project
management life cycle with hands-on experience as a Project
manager which includes requirement gathering, effort estimation and
negotiation, stake-holder engagement, Change management and CAB,
Defect tracking and management, closure and implementation and
handover to operations.
 More than 5 years’ Project management experience in multi-vendor
project environment.
 Successful migration to “New generation e-Dirham cards” for major&
most complex UAE Gov. entities with challenging schedule and
budget.
 Successfully implemented “Digital wallet project”
(Apple/Samsung/Google/Fitbit/Garmin Pay) for Najm Prepaid cards in
very short duration of 3 months.
 Lead Najm online – Revamp project to enhance and add additional
features in mobile app of Najm.
 Launched “Instantly approved Credit card” in 15 Mins with Majid- Al-
Futtaim, which received “Celent Model Bank 2018award”.
 Successfully obtained VISA and MasterCard Principal membershipfor
Majid-Al-FuttaimGroup.
 Accomplished PCI-DSS for Majid-Al-Futtaimgroup.
 Cleared AMEX “Certification testing” with accolades fromAMEX
 Strong history of delivering complex projects using predictive and
adaptive/agile life cycle approach.



Work History
Nine Hertz
(July 2022- Till)
 Set-up and managing Testing- Centre of Excellence team for RBL bank for their Credit card division. This team is
accountable and responsible for UAT testing of all the projects under CC domain. Also, helps in optimization of
resources/time, automation of redundant processes, improvement of processes and have uniform approach of
testing across portfolio to enhance the testing effectiveness.

Confidential
Project Manage l Feb 2022- July22
 Managing the migration of existing Middleware from old platform to new platform which is having bank wide
impact across various system. This includes enormous detailing, planning and coordination across various service
verticals, vendors, internal and external stakeholders. Further complexity is added to this project, as the existing
system is decade old and have not enough documentation to have clarity on infra set-up or functional aspects of
all elements/services.

Confidential
Project Manager l Apr 2020- Dec 2021

 Lead the migration for some of the most complex UAE Gov. entities (which has monthly transaction volumes of
Billions of Dirham) from G2 cards to “New generation e-Dirham cards”. These Gov. entities had over 4000 POS
across 200+ merchant locations. To add more complexity, these Gov. entities also have multiple e-commerce
platforms which were migrated to accept new e-Dirham card.
 Coordinated with multiple stakeholders during project which involves Client, client’s PMO partner, client’s QA
partner, internal application teams, internal and external testing teams, SMEs, Scheme team.
 Managed various complex “Change request” raised by Gov. entities during the migration project, with
no/minimal impact to project timelines and cost.
 Actively involved and completed handover to internal and external- Business operation teams to ensure these
Gov. entities have no impact post Go-Live with new e-Dirha