While working in Bank of New York we had to move the entire organization from a QA (Software Quality Assurance) Decentralized function to a Centralized QA Function which would involve lowering the FTE (Full Time Equivalent) Count and a Unified QA Process to be undertaken by all Application Development Teams. With this we achieved – 

• Lesser FTEs (lowered SDLC Costs)

• Unified QA Processes (increasing Application Quality in Production and Increasing Customer Happiness)

This involved coordinating with more than 100 Application Dev Teams spread across 15+ LOBs (Lines of Businesses) with 1000 + Resource Team Sizes
 

While working in Blucognition, the Development Team did not understand the architectural difference between a Software Application and a Software Product. There is a fundamental architecture difference in both these types of Software. 
While I joined, the Blucognition’s Bank Statement PDF Extraction Engine was behaving like an application to be integrated with one of their Key Client AMEX estimated to fetch an ARR of Rs. 86 Cr. for the Company. 
Was instrumental in converting this application into a product and optimized it into a generic architecture which could be plugged in with any International Financial Services Company and fetch Multi-Billion Dollars in Yearly Revenues to BluCognition.
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For about 5-6 Years in my career I was working as a Performance Engineering Consultant across various US Client Locations responsible for giving solutions which would increase the performance and availability of various software applications. This involved working with Software Architects and Capacity Planning Teams and deep diving the Multi-Tier Application Architecture across Software Components and Hardware. Technology /Infrastructure was Optimized to an extent which would involve either – 

• Code Optimization

• SQL Queries / Database Optimization

• Server Optimization

• Adding More Nodes or Moving to Cloud

With this we achieved – 

• Lowering Infrastructure Costs

• Increasing Product Performance and Availability resulting in more Revenues

• Increased Customer Happiness and Satisfaction

• Lesser Business Downtimes

• Lesser Reputational Loss

While working in Infosys under GDM (Global Delivery Model) was engaged in helping the US Clients move their Onsite (US) FTE Costs to Infosys Offshore FTE Development Centers which resulted in lowering costs up to 75%. 
This involved coming up with an ELASTIC SCALABLE RESOURCE MODEL where depending on the nature of work, client had the freedom to scale up and down resources for any duration in the SDLC.
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While being the Founder Of IntelliNature and defining Standard Operating Procedures continuous optimization of operational processes were undertaken which would make sure – 

• Laying down of Non-Chaotic and Unambiguous Processes

• Seamless Hand Shakes between Staff Members Executing the Business Processes

• Using the Right Mix of Technology to Support Human Operations and avoiding Human Errors

• Feedback Channels for Continuous Improvement

• Making sure processes are optimized to such an extent that Cost incurred by Human and Technology is always minimal

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The Company started with 14 Hrs. of my daily work. Company’s Business Process Models were defined and optimized with Staff and Technology executing these Models. My involvement during Company Steady State or BAU (Business As Usual) was just 1 Hr. This we achieved in less than a Year.